A Function of Management.

1. LEADING
THE FOURTH
MANAGEMENT FUNCTION

2. OBJECTIVES
 Discuss the nature of leading or directing
 Differentiate leading from managing
 Identify the different theories of motivation
 Differentiate the various styles of leadership
 Appreciate the role of communication in directing
people within the organization
 Explain the management of change and diversity in
the workplace; and
 Recognize the interrelationship of Filipino and
foreign cultures

3. LEADING
 A management function that involves
inspiring and influencing people in the
organization to achieve a common goal.
 It must begin with focusing on the
psychological capital of both leader and the
subordinate.
 Looking for what is right with people rather
than what is wrong is suggested.

4. LEADING VS. MANAGING
 LEADING involves inspiring and influencing
people in the organization to achieve a
common goal while
 MANAGING is the process of working with
and through others to achieve organizational
objectives efficiently and ethically amid
constant change. It also deals with planning,
organizing, staffing, leading and controlling.

5. PERSONALITY OF HUMAN
RESOURCES
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 among individuals.

6. BIG FIVE PERSONALITY
CHARACTERISTICS
 According to Robbins and Coulter (2009),
research has shown that five basic personality
dimension underlie all others and encompass
most of the significant variation in human
personality.
 The five personality traits in the Big Five
Model are: Extraversion, Agreeableness,
Conscientiousness, Emotional Stability
and Openness to Experience

8. BIG FIVE PERSONALITY
CHARACTERISTICS
 EXTRAVERSION- the degree to whcih someone
is sociable, talkative and assertive
 AGREEABLENESS- the degree to which
someone is good natured, cooperative and
trusting
 CONSCIENTIOUSNESS- the degree to which
someone is responsible, dependable, persistent
and achievement-oriented

9. BIG FIVE PERSONALITY
CHARACTERISTICS
 EMOTIONAL STABILITY- the degree wo
which someone is calm, enthusiastic and
secure (positive) or tense, nervous,
depressed and insecure (negative)
 OPENNESS TO EXPERIENCE- the degree to
which someone is imaginative, artistically
sensitive and intellectual

10. EMOTIONAL
INTELLIGENCE
 Pertains to the ability to manage one’s self
and interact with others in a positive way.
 Four key components of EI – self-
awareness, self-management, social
awareness and relationship management

12. KEY WORK ATTITUDES
 ORGANIZATIONAL CITIZENSHIP
BEHAVIOR (OCB)
- refers to employee behavior that
exceeds work role requirements and also
behaviors that go beyond the call of duty.
Example:
Punctuality, Care for organizational property and
attendance

13. KEY WORK ATTITUDES
ORGANIZATION COMMITMENT
-refers to the extent to which an
individual employee identifies with an
organization and its goals

15. KEY WORK ATTITUDES
JOB SATISFACTION AND
PRODUCTIVITY
-job satisfaction refers to
employees’ general attitude toward their
respective jobs

16. MOTIVATION

17. MOTIVATION
 Refers to psychological processes that arouse
and direct goal-directed behavior
 Encourages individuals to work
enthusiastically, often performing more work
than what is required

18. THEORIES OF MOTIVATION
 According to Kreitner and Kinicki, early
theories of motivation is brought by the
employees’ desire to fulfill their need, their
work habits and their job satisfaction

19. EARLY THEORIES OF
MOTIVATION
 Moslow’s Hierarchy of
Needs Theory
-refers to
Moslow’s hierarchy of
Five Human Needs:
physiological, safety,
social, estem and self-
actualization
Physiological
Safety
Social
Self-esteem
Self-
actualization

20.  Physiological Needs refer to the human need for
food, water, shelter and other physical necessities
 Safety Needs refer to human needs for security
and protection from physical and pyschological
harm
 Social Needs pertain to the human desire to be
loved and to love as well as the need for affection
and belongingness
 Esteem Needs include the human need for self-
respect, self-fulfillment and become the best
according to one’s capability
 Self-actualization Needs are the final needs in
Moslow’s hierarchy

21. Realism and
Acceptance
Peak
Experiences
Continued
freshness
of
application
Autonomy
Problem-
centering
Spontaneity
CHARACTERISTICS OF
A SELF-ACTUALIZED
PERSON

22. Early Theories of Motivation
 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
assume that workers have little ambition, dislike
work and avoid responsibilities
Theory Y is a positive view of workers which
assume that workers enjoy work, seek out and
accept responsibility and are self-directed

23. Early Theoriess of Motivation
 Herzberg’s Two Factor Theory
-was proposed by Frederick Herzberg
It is also known as the “Motivation-Hygiene
Theory” which states that intrinsic factors are
associated with job satisfaction while extrinsic
factors are associated with job dissatisfaction.

24. Early Theories of Motivation
 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 referred to are:
 The need for achievement (nAch)
 The need for power (nPow)
 The need for affiliation (nAff)

25. Early Theories of Motivation
 Alderfer’s ERG Theory
-was developed by Clayton Alderfer. For
Alderder, a set of core needds explains
behavior.
E-Existence needs
R-Relatedness needs
G-Growth needs

26. THEORIES OF MOTIVATION
Modern Theories of Motivation are process
theories that focus on the notion that motivation
is a function of employees’ perceptions,
thoughts and beliefs.
Theories under this are: Goal Setting Theory,
Reinforcement Theory, Job Design Theory,
Equity Theory and Expectancy Theory.

27. MODERN THEORIES OF
MOTIVATION
 Goal setting Theory
-A theory stating that specific goals
motivate performance and more difficult goals,
when accepted by employees, result in greater
motivation to perform well, as compared to easy
goals.
 Reinforcement Theory
-A theory which states that behavior is a
function of its consequences

28. MODERN THEORIES OF
MOTIVATION
 Job Design Theory
-A theory which states that employes are
motivated to work well by combining tasks to
form complete jobs.
Job enlargement- the horizontal expansion of a
job by increasing job scope
Job Enrichment- the increasing of job depth by
empwering employees to assume some tasks
usually done by their managers

29.  Job Characteristics Model- where employees
aremotivated to perform well because the task
assigned to them have the five core job dimensions
that serve as motivators
Five Core Job Dimensions
1. Skill variety- the degree by which a job requires
different activities, so employees may be able to use
their different skills
2. Task identity- the degree by which a job requires
completion of an identifiable piece of work
3. Task significance- the degree by which a job has a
significant impact on the lives or work of others
4. Autonomy- the degree by which a job provides
enough freedom and discretion to employees
5. Feedback- the degree by which peroforming job
requirements results in the employee’s receipt of
information about his or her performance
effectiveness.

30. MODERN THEORIES OF
MOTIVATION
 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.
 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.

31. LEADERSHIP
STYLES AND
THEORIES

32. DEFINITION OF
LEADERSHIP
 LEADERSHIP is the process of inspiring and
influencing a group of people to achieve a
common goal.
 It should result in the willingness of individuals
to work with zest,ardor and self-reliance.

33. EARLY LEADERSHIP
THEORIES
 TRAIT THEORY
-A theory based on leader traits or
personal characteristics that differentiate
leaders from followers.
According to this, leadership traits were not
inborn and could be learned through experience
and knowledge gained through studies.

34. EARLY LEADERSHIP
THEORIES
 BEHAVIORAL THEORY
-A theory that focuses on the behavior,
action, conduct, demeanor or deportment of a
leader instead of his or her personality traits.

35. CONTEMPORARY THEORIES
OF LEADERSHIP
 Fiedler Model
-It is a situational leadership theory proposed
by Fred Fiedler who is an organization behavioral
scholar.
-It is based on the assumption that a leader’s
effectiveness is contingent or dependent on the
extent to which a leader’s style is fitted to actual
situations in the organization’s external and internal
environment

36.  SITUATIONAL CONTROL- is a leadership
control/style dependent on the specific
circumstances in which the leadership occurs;
an effectifve leadership style in one situation
may not be effective in another situation

37. CONTEMPORARY THEORIES
OF LEADERSHIP
 Hersey-Blanchard Model
-Another situational leadership theory
proposed by Paul Hersey and Ken Blanchard
-It focused on subordinate’s readiness or
extent to which the said subordinates have the
ability and willingness to accomplish a specific
work assignment.

38. HERSEY-BLANCHARD MODEL
 It has four stages of subordinate readiness
FOUR STAGES OF SUBORDINATE READINESS
R1 Where the subordinates are both unable and
unwilling to accomplish the task
R2 Where the subordinates are unable but willing to do
the task
R3 Where the subordiantes are able but unwilling to do
their assigned tasks
R4 Where the subordinates are both able and willing to
do what the leader wants to complete the task

39. CONTEMPORARY THEORIES
OF LEADERSHIP
 Path-Goal Theory
-A theory developed by Robert House
which states that the leader’s task is to lead his
other followers or subordinates in achieving
their goals by providing them direction needed
in order to ensure compatibility of these said
goals with the organization’s goal

40. PATH-GOAL THEORY
 Robert House identified four leader behaviors:
Directive leadership- where the leader gives specific
guidelinies to followers so that accomplishment
would be easier
Supportive leadership- where the leader shows
concern and friendliness to subordinates
Participative leadership- where the leader asks
suggestion from followers before decision-making
Achievement-oriented leadership- where the leader
sets the goals that subordinates must try to achieve

41. MODERN LEADERSHIP VIEWS
 Transactional Leadership Model
-A theoretical model which states that
leaders guide their subordinates toward the
achievement of their organization’s goals by
using social exhange or transactions and by
offering rewards in exchange for their
productivity.

42. MODERN LEADERSHIP VIEWS
 Transformational Leadership Model
-A view that developed form transactional
leadership.
It states that leaders inspire or transform
followers to achieve extraordinary outcomes.
Leaders are able to excite and inspire followers
to exert extra effort to achieve group goals.

43. MODERN LEADERSHIP VIEWS
 Charismatic Leadership Theory
-Another modern theory of leadership
which states that leaders who have a
charismatic personality are able to influence
their subordinates to follow them.
Leaders are self-confident, enthusiastic and
sensitive to both environmental constraints and
subordinates’ needs.

44. MODERN LEADERSHIP VIEWS
 Visionary Leadership Theory
-A theory which states that leaders are
able to make their subordinates follow because
of their ability to create and articulate a realistic,
credible and attractive vision that may improve
present conditions or circumstances.

45. MODERN LEADERSHIP VIEWS
 Team Leadership Theory
-A theory that emerged because of the fact
that leadership is increasingly takes place within a
team context and that more companies are now
utilizing work teams led or guided by leaders.
 Servant Leadership Theory
-A theory proposed by Robert Greenleaf in
1970 stating that servant-leaders must focus on
increased service to others rather than to one’s self

46. “Effective leadership is
not about making
speeches or being liked;
leadership is defined by
results not attributes”

47. COMMUNICATION

48. COMMUNICATION
 The exchange of information and
understading
 It applies to all management funnctions and
its general purpose for the organization to
bring positive changes that influence activities

49.  COMMUNICATION PROCESS starts with a
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.

50. TYPES OF COMMUNICATION
 VERBAL COMMUNICATION- refers to oral
and written communication.
 NON-VERBAL COMMUNCATION- refers to
communication through body movements,
gestures, facial expressions, eye contact or
body contact
 FORMAL COMMUNICATION- communication
takes place within prescribed, routine
organizational work arrangements
 INFORMAL COMMUNCATION-
communication is not defined by an
organzation’s hierarchical structure

51. ELEMENTS OF
COMMUNICATION
 Input
 Sender
 Code
 Channel
 Noise
 Receiver
 Output
 Feedback

52. DIRECTION AND FLOW OF
COMMUNICATION
 Communication may be vertical, upward,
horizontal/lateral or diagonal.
VERTICAL COMMUNICATION- involves
communication flow between people belonging
to different organizational levels.

53. DIRECTION AND FLOW OF
COMMUNICATION
 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 levels.
MANAGER
EMPLOYEE EMPLOYEE

54. DIRECTION AND FLOW OF
COMMUNICATION
 Downward Communication is the flow of
information from the manager to
subordinates/employees.
MANAGER
EMPLOYEE EMPLOYEE

55. DIRECTION AND FLOW OF
COMMUNICATION
 Horizontal/Lateral Communication takes place
among employees belonging to the same
hierarchical levels.
 Diagonal Communication entails
communicating with someone or others who
belong to different departments and different
hierarchical levels.

56. COMMUNICATION NETWORKS
IN ORGANIZATIONS
 Communication nertworks are varied patterns
of combined horizontal and vertical flows of
organizational communcation.
 The following are the types of communication
network: Chain Network, Wheel Network and
All-Channel Network.
 Grepevine Network and Computer Network
are informal communication network.

57. COMMUNICATION NETWORKS
IN ORGANIZATION
 Chain Network – where communication flows
according to the usual formal chain of
command, downward and upward.
 Wheel Network – where communication flows
between a leader and other members of their
group/team
 All-channel Network – where communication
flows freely among all members of a team

58. INFORMAL COMMUNICATION
NETWORKS
 Grapevine Network – An example is
gossip/rumor which could quickly disseminate
information
 Computer Network- Information technology
has made it possible for managers to
communicate with each other and with
subordinates and for emplpyees to
communicate with each other anytime,
anywhere

59. BARRIERS TO COMMUNICATION
 Filtering – the shaping of information
communicated in order to make it look good
or advantageous to the receiver
 Emotions – the interpretation of
communications which may be influenced by
extreme emotions felt by the receiver
 Information Overload – another barrier to
good communication since there are too
many pieces of information received by an
individual may be a negative effect on a
person’s processing capacity

60.  Defensiveness – the act of self-protection
wheb people are threatened by something or
someone
 Language – words may have different
meanigs to different people belonging to
different age, educational background or
cultural group
 National Culture – the prevailing national
culture nay also cause problems in
communication among members of an
organization, especially if it is multinational
company
BARRIERS TO COMMUNICATION

61. OVERCOMING
COMMUNICATION BARRIERS
 Using feedback – this is usally done by asking
questions about a memo sent to subordinates
or by asking them to give comments or
suggestions.
 Using simple language – avoid uncommon
terms and flowery words that may just cause
misinterpretation.
 Active listening – listening well in order to
grasp the full meaning of the communication

62. OVERCOMING
COMMUNICATION BARRIERS
 Controlling Emotions – it is important to
practice emotional restraint to avoid
misinterpretation
 Observing Body Language – Nonverbal cues
must always be watched because actions
speak louder than words.

63. MANAGEMENT OF
CHANGE AND
DIVERSITY IN
ORGANIZATIONS

64.  Management of change and organizational
diversity are two related activities/functions of
management because trying to bring change
in organizations is dependent on the kind and
behavior of the people within them.
 Organizational Change- any alteration of
people, structure or technology in
organzations brought by external or internal
forces which they encounter
 Organizational Diversity- the host of individual
differences that make people in organzations
different from and similar to each other.

65. TYPES OF CHANGE
 Changes in people
People’s attitudes, values, wants and
needs, expectations, perceptions and behaviors
change as time goes by, but changing them for
better is not easy to do.
-Organizational development (OD)
techniques are used for this. OD is used to
describe organizational change methods related
to people, their nature and the quality of their
interpersonal relationships as they work and
collaborate with one another.

66.  Changes in Structure
Due to changing conditions and changing
stategies used, organizational structures may
also change according to work specialization,
departmentalization, change of command, span
of control, centralization, formalization and job
redesign among others.
TYPES OF CHANGE

67.  Changes in Technology
Technology changes usally refer to
changes in work processes and methods used,
introduction of new equipment and work tools.,
automation or computerization.
TYPES OF CHANGE

68. Application of new behavior is evaluated,
and if it proves ti be reinforcing., the behavior
is adapted
The situation is diagnosed and new models
of behavior are explored and tested
Faced with a dilemma or issue, the individual
or group becomes aware of a need for
change
UNFREEZING
CHANGING
REFREEZING
PROCESS OF CHANGE
BY KURT LEWIN

69. MANAGING RESISTANCE TO
CHANGE
The following are required to manage
resistance to change:
 Education- the employees have to be
educated regarding the reasons for and the
relevant of change
 Paricipation- allow organization members to
participate in decisionmaking related to
bringing change in their company
 Facilitation and support- facilitate and provide
new skills training and counselling for
employees to minimize their fear of change.

70. MANAGING RESISTANCE TO
CHANGE
 Manipulation of Information- withhold
damaging information about change to make
it accceptable to organization members
 Selection of People- select people who are
open to change to help disseminate the
beneficial effects of change, resistance to
change is lessened
 Coercion- the use of direct threats or force to
make people accept change, however, this
method is perceived as a form of bullying

71. NEW ISSUES IN CHANGE
MANAGEMENT
Waiting for the appropriate time and
situation is suggested when bringing
change in organizations.

72. MAKING CHANGES IN
ORGANIZATIONAL CULTURE
Changes in organizational culture cannot be
done easily. Thus, this must be done slowly to
avoid violent resistance. Robbins and Coulter
suggest the following steps:
1. Set the tone through management behavior
– top managers, particularly, need to be
positive role models
2. Create new stories, symbols and rituals to
replace those currently in use

73. 3. Select and promote employees who adapt
the new values
4. Redesign socialization processes to align
with the new values
5. Change the rewards system to encourage
acceptance of new values
6. Replace unwritten norms with clearlt
specified expectations
7. Shake up current subcultures through job
transfers, job rotation and/or termination
8. Work to get consensus through employee
participation and create a climate with a high
level of trust

74. MANAGING WORKPLACE
DIVERSITY
Workforce diversity in organizations is enivitable.
So, managers must try to reduce the potential
negative effecets of diversity through:
a) Encouraging employees to accept the
organization’s culture or its dominant values
b) Encouraging employees to accept differences
in the workplace

75. FILIPINO AND
FOREIGN
CULTURES IN
ORGANIZATIONS

76.  CULTURE
-a set of beliefs and values about how a
community should act and do things
 ORGANIZATIONAL CULTURE
-a set of shared values and
norms/standards for behavior and expectations
that influence the interation of organization
members in order to achieve their set mission,
vision, goals and objectives

77. SHARED VALUES AND
BELIEFS OF FILIPINOS
Three primary Filipino values:
 SOCIAL ACCEPTANCE- This value focuses
on the desire of Filipinos to be accepted and
treated well by others in accordance with his
or her status, for what he or she is and for
what he or she has accomplished.
 ECONOMIC SECURITY- This value
emphasizes that one must have financial
stability and that he or she must be able to
stand on his own feet, without incurring debt
in order to meet his basic material needs.

78. SHARED VALUES AND
BELIEFS OF FILIPINOS
 SOCIAL MOBILITY- This value is concerned
with his or her desire to move up the social
ladder, to another higher economic level, to a
higher job position, to a position of respect in
his or her family or in the community where he
or she lives or in the organizations where he
or she belongs.

79.  The Filipino values of social acceptance, economic
security and social mobility may have both positive
and negative implicatios to organizational
management.
 All these values may motivate the Filipino workers
to work hard and to be really serious in trying to
help achieve the organization’s goals as these will
lead to the fulfillment of values.
 However, an exagerated valuing of these three
may influence the Filipino worker to be self-
centered, selfish and unmindful of wherther he or
she “steps on the toes” of his or her coworkers, just
so he or she could fulfill these values quickly.

80. Other examples of Filipino beliefs
and practices
 Mañana Habit – pertains to the belief that it is
alright to postpone work or finish tasks to
another day.
 Ningas Cogon – refers to the initial show of
enthusiasm over a project during its beginning
and the waning of the interest.
 Filipino time – pertains to the common Filipino
practice wherein arriving 15 to 30 minutes late
to work or meetings with associates and
friends is considered acceptable.

81. These three all have negative
implications to organizational
management. These are all counter-
productive and will delay the
achievement of company goals.
Managers may also find it difficult to
manage Filipino workers with negative
beliefs as it will inevitably result in
endless conflicts.

82. INFLUENCE OF FOREIGN CULTURE ON
ORGANIZATIONAL MANAGEMENT
 Gender Egalitarianism- refers to the amount of
effort which must be put into minimizing gender
discrimation and role inequalities.
 Assertiveness- refers to how confrontational and
dominant individuals should be in social
relationships.
 Performance Orientation- refers to how much
individuals should be rewarded for improvement
and excellence
 Humane Orientation- refers to how much society
should encourage and reward people for being
kind, fair, friendly and generous

83. CULTURE RELATIVISM VS. ETHNOCENTRISM
Refers to the different
interpretations of the same or
similar behavior by members
of different cultures.
• It is important to interpret
the actions of the
members of other groups
in terms of their particular
cultures
Example:
An American manager’s
direct and brusque manner
of reprimanding a Filipino
subordinate is acceptable in
the American culture; this,
however, is considered
insulting when he is udged
according to the Filipino
culture
The belief that one’s own
way of life of culture is
superior to others.
• It is important to
understand that people
develop culture through
adaptation to their
surroundings
Example:
A Chinese manager who is
ethnocecntric may not have
high regard for Filipino
managers who have different
management techniques.

84. THANK YOU AND
GOD BLESS US IN
OUR LONG TEST!!!