Grade

11

ORGANIZATION AND
MANAGEMENT
QUARTER 2 – MODULE 12

Motivation, Leadership,
and Communication

MHAR M. GINEZ
MICHELLE C. ABLAO
INTRODUCTION

Successful leading must begin with focusing on the psychological capital for what is
right with people rather than for what is wrong is suggested to prevent mental and behavioral
problems which are barriers to achieving both organizational and individual goals.

At the end of this module the learners can:

1. Identify the different theories of motivation

2. Differentiate styles of leadership
3. Appreciate the role of communication in directing people within the
organization leadership.

PRE-TEST. COOL VS. UNCOOL. Write COOL if the statement is correct. If you think
the statement is wrong write UNCOOL and change the underlined word/s with the
correct word/s.
_________ 1. Motivation is generally done through promise and engagement.

_________2. Workers need to feel successful in their work to give their best effort to the
. organization.

_________3. People have the way they do things because they learned through experiences
that . certain behaviors are associated with pleasant consequences.

_________4. The process theory emphasizes how and by what goals individuals are
. unmotivated.

_________5. The content theory of motivation stresses understanding the factors within
. individuals that cause them to act in a certain way.
LESSON 12: LEADING

Personality pertains to the unique combination of physical and mental characteristics

that affect how individuals react to situations and interact with others, and if unhealthy or not
fully functioning could cause conflicts/problems among individuals.

A person is said to possess a healthy personality if he or she is fully functioning in mind,

body, and spirit; he or she is an optimal person functioning at the highest level. Ideally,
individual human resources of organizations must have a healthy personality because when
one is functioning at the highest level, one, inevitably, becomes efficient in his or her work,
cooperative with managers and coworkers, and, therefore, could easily be influenced by
organization leaders to work toward the achievement of a common organizational goal.
Leading individuals in organizations becomes effortless for the manager and leader, especially
if he or she has a healthy and fully functioning personality.

Big Five Personality Characteristics

According to Robbins and Coulter (2009), “research has shown that five basic
personality dimensions underlie all others and encompass most of the significant variation in
human personality.”

The five personality traits in the Big Five Model are:

1. Extraversion - the degree to which someone is sociable, talkative, and assertive

2. Agreeableness - the degree to which someone is good natured, cooperative, and trusting

3. Conscientiousness - the degree to which someone is responsible, dependable,

persistent, and achievement-oriented

4. Emotional Stability - the degree to which someone is calm, enthusiastic, and secure
(positive), or tense, nervous, depressed, and insecure (negative)

5. Openness to experience - the degree to which someone is imaginative, artistically

sensitive, and intellectual
MOTIVATION

Motivation encourages individuals to work enthusiastically, often performing more

work than what is required. What could do to ensure such motivated and enthusiastic
performance among their subordinates? What could be done to inspire employees whose work
performance is limited to the minimum need? Understanding individual human needs,
perceptions, thoughts, and beliefs may provide goodanswers to such questions that are often
asked in different work settings

. According to Kreitner and Kinicki (2013), early Theories of Motivation revolved

around the idea that motivation is brought about by the employees' desire to fulfill their need,
their work habits, and their job satisfaction. Among these are:

1. Maslow's Hierarchy of Needs Theory - refers to Maslow's Hierarchy of Five Human

Needs: physiological, safety, social, esteem, and self-actualization

A. Physiological Needs refer to the human need for food, water, shelter, and other physical
necessities.

B. Safety Needs refer to human needs for security and protection from physical and
psychological harm.

C. Social Needs pertain to the human desire to be loved and to love, as well as the need
for affection and belongingness.

D. Esteem Needs include the human need for self-respect, self-fulfillment, and become the
best according to one's capability.

E. Self-actualization Needs are the final needs in Maslow's hierarchy.

The Hierarchy of Needs was published by Abraham Maslow in 1943. According to him,
physiological needs must be satisfied first. Once a need is satisfied, it activates the next higher
need in the hierarchy. The process continues until the need for self-actualization is activated.
It is important for managers and leaders to focus on satisfying employee needs response related
to self-respect, self-esteem, and self-actualization because their satisfaction is related to many
outcomes such as academic achievement, job performance, work problems/success, and others.

2. McGregor's Theory X and Theory Y - refers to the theory that was proposed by
Douglas McGregor. Theory X is a negative view of workers which assumes that
 workers have little ambition, dislike work, and avoid responsibilities; they need to be
closely monitored or controlled in order for them to work effectively. Theory Y is a
positive view of workers which assumes that employees enjoy work, seek out and
accept responsibility, and are self-directed. Managers must be guided by Theory Y, so
McGregor proposed that they must give employees a chance to participate in decision-
making, assign them challenging jobs to exercise their responsibility in handling
complex situations, and allow them to have good work relations with others, which
would enhance their motivation.

3. Herzberg's Two Factor Theory - was proposed by Frederick Herzberg. This theory is
also known as the Motivation-Hygiene Theory which states that intrinsic factors
(achievement, recognition, growth, and responsibility) are associated with job
satisfaction, while extrinsic factors (company policy, salary, security, and supervision)
are associated with job dissatisfaction. Intrinsic factors are the motivators while the
extrinsic factors are called hygiene factors. Managers were advised to emphasize
motivators in order to motivate their subordinates. Employees who showed job
satisfaction are more motivated and productive. This theory enjoyed popularity from
the middle of the 1960s to the early 1980s.

4. McClelland's Three Needs Theory - was proposed by David McClelland and states
that individuals have three needs that serve as motivators at work The three needs
McClelland referred to are: the need for achievement (nach), the need for power
(nPow), and the need for affiliation (nAff). Managers are advised to be observant of
these needs among their subordinates so that they could be given job assignments that
would satisfy their highest needs, if possible. In doing so, they may be more motivated
to work well.

5. Alderfer's ERG Theory - was developed by Clayton Alderfer in the 1960s For
Alderfer, a set of core needs explains behavior. E stands for existence needs, R refers
to relatedness needs, and G pertains to growth needs. The needs or desire for
physiological and materialistic well-being to have meaningful relationships with others,
and to grow as a human being are similar to the needs presented in Maslow's Theory.
Modern Theories of Motivation are process theories that focus on the notion that motivation is
a function of employees’ perceptions, thoughts, and beliefs.

1. Goal Setting Theory - a theory stating that specific goals motivate performance and
that more difficult goals, when accepted by employees, result in greater motivation to
perform well, as compared to easy goals. Managers are advised to set goals for their
subordinates as this is a major source of job motivation. Doing well also helps increase
their motivation

2. Reinforcement Theory - a theory which states that behavior is a function of its

consequences. If the result or consequences that immediately follow a behavior is good,
then there is a probability that the individual will be motivated to repeat the behavior.
Using this theory, managers can motivate employees positive behavior by using
positive reinforcement for actions that help the company achieve its goal.

3. Job Design Theory - a theory which states that employees are motivated to work well
by combining tasks to form complete jobs. Managers are advised to design jobs that
will meet the requirements of the ever-changing environment, the firm's technology,
and the workers' skills, abilities, and preferences. In doing so, employees are motivated
to perform well. Examples are: job enlargement—the horizontal expansion of a job by
increasing job scope; job enrichment—the increasing of job depth by empowering
employees to assume some tasks usually done by their managers; and job characteristics
model—where employees are motivated to perform well because the task assigned to
them have the five core job dimensions that serve as motivators.

4. Equity Theory - a theory developed by J. Stacey Adams which states that employees
assess job outcomes in relation to what they put into it and then compare these with
their co-workers. If the employee perceives that his job is equitable in comparison to
those of his coworkers, there is no problem. However, if the opposite is true, this will
become a demotivator to his or her job performance. Managers must see to it that they
exercise fairness or equity in their company

5. Expectancy Theory - states that an individual tends to act in a certain way, based on
the expectation that the act will be followed by an outcome which may be attractive or
unattractive to him or her. Managers are advised to understand an employee's goal so
 that he or she would be able to link the rewards or outcomes to be offered with the said
goals.

COMMUNICATION

The communication process starts with the sender who has an idea or a message, which
is then transmitted through a selected channel to the receiver, who in turn has to be ready for
the reception of the message, so that it could be decoded into thoughts. Accurate
communication occurs when the sender and the receiver understand one another, according to
Hobbins and Coulter (2009).

Types of Communication

1. Communication may be verbal (through the use of oral and written words) or non-
verbal (through body movements, gestures, facial expressions, eye contact, and by
touching).

2. It may also be classified as formal, if communication takes place within prescribed,

routine organizational work arrangements, or informal, if communication is not defined
by an organization's hierarchical structure. Communication is formal when the manager
gives an assignment to a subordinate and informal when employees talk to their friends
in the office about a weekend party or a vacation which they plan to take.

Direction and Flow of Communication

Communication may be vertical, upward, downward, horizontal/lateral, or diagonal.

1. Vertical communication involves communication flow between people belonging to

different organizational levels.

2. Upward communication is the flow of information from an employee who belongs to a

lower hierarchical level to the boss/manager who belongs to a higher hierarchical level.
Employees/subordinates may communicate upward regarding their personal problems,
requests that they would like the boss to approve, issues with coworkers, and others.

3. Downward communication is the flow of information from the manager, who belongs
to a higher hierarchical level, to the subordinates/employees, who belong to lower
hierarchical certain tasks, communicates organizational policies and practices, and
comments about work performance among others.
 4. Horizontal/lateral communication takes place among employees belonging to the same
hierarchical level. Members of cross-functional teams who belong to different
units/departments but occupy the same organizational level make use of this type of
communication in order to communicating with someone or others who belong to
different depart ments/units and different hierarchical levels. For example, an employee
save time and facilitate coordination. Diagonal communication entails belonging to the
company's financial management department commu nicates directly with the head of
the human resource department aboutmhis personal complaint against a marketing
department employee.

Communication Networks in Organizations

Communication networks are varied patterns of combined horizontal and vertical flows of
organizational communication. Types of communication networks include the following:

1. Chain network - where communication flows according to the usual formal chain of
command, downward and upward.

2. Wheel network - where communication flows between a leader and their members of
their group/team.

3. All-channel network - where communication flows freely among all members of a

team.

It has been observed by communication researchers that there is no single network that could
be considered applicable or fit for all circumstances in an organization.

Barriers to Communication

Organization members may encounter various types of barriers that can alter the
meaning of communications that they receive. These barriers include filtering, emotions,
information overload, defensiveness, language, and national culture.

1. Filtering - the shaping of information communicated in order to make it look good or

advantageous to the receiver.

2. Emotions - the interpretation of communications which may be influenced by extreme

emotions felt by the receiver.
 3. Information overload - another barrier to good communication. For example, the
hundreds of job applications received by human resource managers through e-mail may
be too many for them to read fully and respond to accurately.

4. Defensiveness - the act of self-protection when people are threatened by something or

someone.

5. Language - could also hamper good communications because words used may have
different meanings to different people belonging to different age, educational
background, or cultural group.

6. National culture - just like language, the prevailing national culture may also cause
problems in communication among members of an organization, especially if it is
multinational company

7. Using feedback - This is usually done by asking questions about a memo sent to
subordinates or by asking them to give their comments of suggestions.

Overcoming Communication Barriers

1. Using simple language - This is done by avoiding uncommon terms understood by those
who received it.

2. Active listening - This means listening well in order to grasp the full meaning of the
communication. Hearing without giving full attention to what others seek to
communicate usually results in misinterpretations and communication distortions.

3. Controlling emotions - This is another method of overcoming communication

misinterpretation. When the receiver is affected by extreme anger, his interpretation of
a message received may not be accurate.

4. Observing body language - This also influences how communication is interpreted.

Actions of the message receiver, like throwing away a letter delivered to him, betrays
his negative feelings regarding its message, even if he says "yes" or "okay" to what is
requested. Nonverbal cues must always be watched because, as the saying goes, actions
speak louder than words.
 POST TEST. ME AS A LEADER. Write an essay to discuss your answer on the
given question below. Discuss in your answer relevant examples from your own
knowledge and experience. Your output will be evaluated using the rubrics below.

Question: If you were the President of the Philippines how will you lead the Filipinos to
contain the corona virus disease?

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 KEY ANSWER:
PRE TEST
[Link]
[Link]
[Link]-UNPLEASANT
[Link]-MOTIVATED
[Link]

POST-TEST
Scoring Rubrics
Criteria 5 4 3 2 1 Score
Concept and Brilliant ideas Most ideas are Some ideas are Very limited ideas Ideas are vague
Content are evident; good; with brilliant; with are good; with and has no
with example example example example example
Organization All ideas are Most ideas are Some ideas are Very limited ideas Ideas are totally
logically logically logically are logically scattered
arranged arranged arranged arranged

References:
A. Books
Cabrera, Altarejos and Riaz 2016. Organization and [Link] City
Philppines: Vibal Group Inc. (pp.54 -75)
 WORKSHEET

Based on our situation today, how will you communicate effectively with your adviser,
subject teachers and classmates with regards to your academic activities or home
schooling?

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 Scoring Rubrics for Worksheet

Criteria 5 4 3 2 1 Score

1. Concept Brilliant ideas Most ideas are Some ideas are Very limited ideas Ideas are
are evident; good; with brilliant; with are good; with vague and
with example example example example has no
example
2. Organization All ideas are Most ideas are Some ideas are Very limited ideas Ideas are
logically logically logically arranged are logically totally
arranged arranged arranged scattered
3. Appeal to All ideas are Most ideas are Some ideas are Some ideas are All ideas
Practical Life essential in essential in daily essential in superficial are not
everyday life life everyday life realistic