A manager guides the activities of
organization members in order to achieve
organizational goals.
This is done through the practice of leadership.
LEADERSHIP
is an important aspect of managing.
The key to exercising effective leadership is
to know what motivates people.
Motivation explains why people act the way they do.
People follow leaders who provide
the means by which they can
satisfy their needs.
COMMUNICATION AS A PROCESS
Communication
is the process of transmitting or
sharing information with.
It has three basic elements:
1.Encoder – the source of the information
2.Message – the information itself
3.Decoder – the recipient of the information
Source
Encoding
Message
Channel
Decoding
Receiver
Communication that takes place among
individuals in the organization following the
lines of the organizational chart is called
formal organizational communication .
TYPES OF FORMAL
ORGANIZATIONAL
COMMUNICATION AND
THEIR USES
UPWARD
Communication that flows from any position in the
organization to another position above where it is found
on the organizational chart.
Typical information shared by using this type consist of
information management that need to monitor and
evaluate the performance of areas of responsibilities.
LATERAL
Communication that flows from any position in the
organization to another position horizontal where it is
found on the organizational chart.
Using this type of communication consists of information
managers need to coordinate activities of various
departments such as dealing with solutions to
problems and future plans.
DOWNWARD
Communication that flows from any position in the
organization to another position below where it is found
on the organizational chart.
It is used to give direction and regulate the behavior of
employees.
Using this type of communication consists of objectives,
job instructions and procedures.
THEORIES OF MOTIVATION
MOTIVATION
Consists of a set of factors that explain
why people behave the way they do in
organizations in terms what they do.
TWO TYPES OF THEORIES OF MOTIVATION
1.Content theories of Motivation
2. Process theories of Motivation
CONTENT THEORIES OF
MOTIVATION
MASLOW’S HIERARCHY OF NEEDS
According to
Abraham
Maslow
there are five
basic human
needs:
The most crucial needs are the bottom, but once
satisfied, the next level of need becomes the
most immediate goal.
This theory suggests that workers are in different
levels of the hierarchy and to motivates them,
rewards have to be aligned to their immediate
needs.
ALDERFER’S ERG THEORY
Clayton Alderfer came up with a
classification of human needs that
cover the same ones with Maslow.
However, he reduced Maslow’s five
needs to three.
Moreover, he hypothesized that the
movement from one level to the
other need not be always upward.
McClelland’s
Acquired
Needs
Theory
HERBERG’S TWO-FACTOR THEORY
PROCESS THEORIES OF
MOTIVATION
NEEDS –GOALS THEORY
Motivation starts with a need. People act to
satisfy that needs.
A manager must know his employee’s needs to
be effective in motivating individuals and
directing them to behave for organizational goals.
EXPECTANCY THEORY OF MOTIVATION
Efforts given by an
individual to the
accomplishment of a
task depends on the
perceived value of
the reward and the
chance of getting the
reward.
EQUITY THEORY OF MOTIVATION
An individual’s subjective assessment of the
fairness of the rewards he gets relative to his
inputs and the rewards others get to determine
his behavior.
LEADING
VS
MANAGING
“ All managers are leaders but not all
leaders are managers”.
Managing Leading
behavioral and non- behavioral issues
behavioral issues only
carrying out
considers human
organizational processes
systematically factors
LEADERSHIP
STYLES
STYLES BASED ON THE USE OF AUTHORITY
Managers Leadership
make decisions at varying boss-centered when
levels of authority and manager make decision
autonomy given to alone.
subordinates
subordinate-centered
autocratic leader when subordinates are
consulted and their
consultative, democratic or participation is valued
participative leader
STYLES BASED ON LEADERSHIP BEHAVIOR
Leadership behavior has two dimensions:
structure and consideration
Structure behavior Consideration behavior
focuses on work focuses on subordinates
subordinates are doing as people
the leader consists of the leader is the warm,
establishing rules and trusting and friendly
procedures by which relationship the leader
work should be done has with his
subordinates
Typology
of Leader
Behavior
STYLES BASED ON LEADERSHIP SITUATIONS
Subordinate-related
includes need and abilities
on individuals
Work-environment
related
the task on individuals and
task itself
LEADERSHIP STYLES
Directing – simply telling people what to do and how to
do it
Supporting – taking care of people by way of
encouragement, empathy, recognition and feedback
Coaching – both directing and supporting with
predominance of the latter
Delegating – empowering people by being less involved
in giving directions and giving support
MANAGING
ORGANIZATIONAL
CHANGE
Leaders steer organizational successfully through
change.
Organizational change can take any of the following
forms: technology, structure and people.
It entails reducing the effects of whatever resistance
there maybe that typically accompanies at
organizational change.
Leader should communicate and negotiate properly and
accordingly.
DIVERSITY
IN THE
WORKPLACE
Diversity is the nature and extent of human
differences among individuals in the organization.
Differences can be based on areas such as
gender, ethnicity, religion, social class and
age.
Embracing diversity increases organizational
understanding of diverse markets.
Directing people of various backgrounds is also a
challenge for a manager. It can results to lower
cohesiveness, communication problems and
stereotyping or negative assessments of people.
To effectively manage diversity so as to reap
positive results, managers should create an
environment in which differences are acknowledged
and respected.
LEADER EFFECTIVENESS AND CULTURE
Cultures are different in terms of nine
dimensions originally conceived by Global
Leadership and Organizational Behavior
Effectiveness (GLOBE) Research Project.
1. Power Distance – focuses on how power is
distributed among members in the organization
2. Uncertainty Avoidance – focuses on building up
the capacity to overcome uncertainty
3. Humane Orientation – focuses on the fair
treatment of other human beings
4. Institutional Collectivism – focuses on sharing of
resources among members in a society
5. In-Group Collectivism – focuses on belongingness among
organizations and families
6. Assertiveness – focuses on the extent of aggressiveness
among relationships
7. Gender Egalitarianism – focuses on ways to minimize
gender inequality
8. Future Orientation – focuses on ways to secure the future
9. Performance Orientation – focuses on ways that
encourage excellent performance
Different leadership styles also emerged from
GLOBE Research Project. They are the following:
1. Value-Based – emphasizes core values
2. Team Oriented – emphasizes collaboration
3. Participative – emphasizes inputs from others
4. Humane oriented –concern for the well-being of
others
5. Self-Protective – emphasizes status
6. Autonomous – emphasizes independence
The kind of leadership style that works among
specific cultural groups of people differs.
The GLOBE Research Project showed that the
effectiveness of certain leadership styles on its
unique values and practices.
For example:
Organizations in the Philippines have been
found to practice high power distance, in-group
collectivism, and humane orientation and
value-based style is seen to contribute to
effective leadership in the Philippines.
