CvSU Mission

CvSU Vision The Cavite State University shall provide

Republic of the Philippines excellent, equitable and relevant educational
opportunities in the arts, sciences and
historic
The premier university in
Cavite globally CAVITE STATE UNIVERSITY technology through quality instruction,
recognized for excellence in responsive research and development
activities.
character development,
academics, research, innovation,
Don Severino de las Alas Campus
It shall produce professional, skilled and
and sustainable community Indang, Cavite morally upright individuals for global
engagement.
competitiveness.

COLLEGE OF CRIMINAL JUSTICE

Department of Criminology

CHARACTER FORMATION, W/ LEADERSHIP, DECISION MAKING, MANAGEMENT AND ADMINISTRATION

(CFLM 2)

Decision Making
Decision comes from the Latin word “decerno” which means to decide, to determine, to
settle, to abide with, to hold on, to cling to, to adhere.

Make or “making” comes from the Latin word “facere” which means one’s way, become,
outcome, result, create, design, draw, form.

Literal meaning then - is one’s way of settling into an adherence or conviction.

Steps in Decision Making

1. Defining the problem
2. Gathering information and collecting data
3. Developing and weighing the options
4. Choosing best possible option
5. Plan and execute
6. Take follow up action
5 Decision Making Skills for Successful Leaders
• Identify critical factors which will affect the outcome of a decision
• Evaluate options accurately and establish priorities
• Anticipate outcomes and see logical consequences
• Navigate risk and uncertainty
• Reason well in contexts requiring quantitative analysis

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 Why is decision making an important skill?
Decision making is the key skill in the workplace and very important for leaders. It is
a critical skill for effective management and leadership. Some people are just not suited to
leadership roles because of their lack of ability to make decisions.

INDIVIDUAL DECISION MAKING TECHNIQUES

Analytic Style
The analytic style has a much higher tolerance for ambiguity than do directive
decision-makers. Analytic managers would be best characterized as careful decision-makers
with the ability to adapt to or cope with novel and unexpected situations.

Conceptual Style
Individuals with conceptual styles tend to use data from multiple sources and
consider many alternatives. Their focus is on taking long-run decisions, and they are very
good at finding creative solutions to problems.

Directive Style
People using a directive style have a low tolerance for ambiguity and seek rationality.
They are efficient and logical, but their efficiency concerns result in decisions made with
minimal information and with few alternatives assessed.
Directive style makes decisions fast, and they focus on the short run.
Behavioral Style
Lastly, behavioral style characterizes decision-makers who have a strong concern for
the people in the organization and their development. They are concerned with the well-
being of their subordinates and usually receive suggestions from others.

GROUP DECISION MAKING TECHNIQUES

1. Brainstorming - this offers a free-flowing structure to the discussion and allows the whole
team an opportunity to share their ideas on how to approach a particular situation. The
main goal of brainstorming is to come up with as many suggestions as possible and to then
decipher which idea may be the best approach.
2. The Delphi Method - this group decision-making process takes all of the ideas generated
by your team and compiles them for the leader of the group to break down into a smaller
list of possible approaches. Those fewer options are then taken back to the group for
further discussion and collective consideration. Essentially, the choices are condensed until
a majority decision can be made.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim

 3. Weighted Scoring - is ideal to use in a situation where your team has many ideas for
possible solutions but have not necessarily considered the implications of each decision thoroughly.
It is founded on the idea that certain ideas or approaches may be riskier than others and therefore
their implications need to be considered.
4. Nominal Group Technique - builds on the brainstorming discussion by including a voting
process at the end. Not only does each group member cast a vote, but each person is given the
opportunity to also give an explanation as to why they voted for whichever decision or option and
why they feel as if it is the best choice.
5. Possibility Ranking - means determining the best option through a voting system.
Everyone is asked to make a personal list of how they might rank different options or approaches.
After you determine the average of the best option, you can take that approach knowing that the
majority support it and agree with it.
6. The Stepladder Technique - similar to the Delphi method. The difference is that this
encourages each team member to give their personal opinion on a matter, before anyone can be
influenced by the rest of the group.
7. Pros and Cons list- is often referred to as Dialectical Inquiry. It is a group decision-making
approach that tries to fight against groupthink. When using this technique, split participants into
two groups: those advocating for an idea and those advocating against it and allows them to
explain it.
8. Didactic Interaction - is similar to your pros and cons list or do dialectical inquiry, but
unfolds a little differently. The type of problem should be such that it results in a "yes" or a "no"
solution. Using this approach, you can simplify the process of investigation, waste no time and get
straight to the point, without asking for any kind of elaboration.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim

 MANAGEMENT
a set of principles relating to the functions of planning, organizing, directing and controlling,
and the application of these principles in harnessing physical, financial, human, and informational
resources efficiently and effectively to achieve organizational goals.

MANAGEMENT AS A PROCESS

Management as a process embarked upon with the sole aim of achieving a purpose.
1. To increase client satisfaction on the services offered by the organization.
2. Develop knowledge, skills, and capacity of the personnel, or
3. To achieve a specific goal or target.

MANAGERIAL FUNCTIONS:
1. Planning- This is required for setting goals and establishing strategies for coordinating
activities.
2. Organizing- This helps in determining what task are to be done, how to do them, how to
group the tasks, and when decisions are to be made.
3. Staffing- This is essential for employing various types of persons and performing various
activities like training, development, appraisal, etc.
4. Directing- This requires giving instructions and motivating subordinates to accomplish their
goals.
5. Controlling- This is the monitoring of activities to ensure that the personnel are
accomplishing the task.

THREE DIFFERENT TYPES OF MANAGEMENT STYLES

There are three broad categories of management styles:
Autocratic, Democratic, and Laissez-faire.

1. Autocratic Management Styles

This type of management follows a top-down approach, with one-way communication from
bosses to employees. This is the most controlling of the different management styles, with the
management making all workplace decisions and holding all of the power.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim

 Employees are treated as drones, to be monitored closely as they perform within clearly
defined perimeters. Employees are not encouraged to ask questions, submit ideas, or share their
thoughts on improving processes, and are in some cases actively discouraged from doing so.

A. Authoritative Management Style

In this style, managers dictate exactly what they require their subordinates to do and punish
those who do not comply. Employees are expected to follow orders, not question the authority of
management, and perform their tasks the same way each time.
Managers monitor the employees closely, micromanaging their performance without
placing trust or confidence that their employees can achieve their goals without direct and constant
supervision. These types of managers believe that without this supervision, employees will not
operate successfully.
Pros: This management style allows quick decision making, and creates clearly defined roles
and expectations. Productivity will increase, but only when the manager is present.
Cons: The negatives of authoritative management style include an increase in the
dissatisfaction of employees, which leads to higher turnover, resentment, a lack of professional
development and employee engagement, and the formation of an ‘us’ versus ‘them’ mentality
between employees and management. Innovation is stifled and inefficient processes will remain in
place.
When to use this style: If decisions need to be made and executed quickly, for example, in a
time of organizational crisis, this management style can be used successfully. It should otherwise be
avoided.

B. Persuasive Management Style

In this style, managers use their persuasive skills to convince employees that the unilateral
decisions that the manager implements are for the good of the team, department, or organization.

Rather than simply ordering employees to perform tasks, managers employing this style
would invite questions and would explain the decision-making process and rationale behind
policies. This can help employees feel as though they are a more trusted and valued part of the staff
and are involved in key business decisions, leading to lower levels of resentment or tension
between management and staff.

Pros: Management can establish a higher level of trust between themselves and employees, and
employees will accept top-down decisions more easily. Employees respond more positively to
reason and logic than they do the threat of punishment, and may feel less constricted than those
managed with an authoritative style.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim

Cons: Employees will still chafe under the restrictions they are placed under, and become
frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way.

When to use this style: This style can be used when you have more experience on the subject than
the team you are leading. In those cases, you are the expert. While it is helpful to explain your
thought process, ultimately, you know best. It can also be helpful when managing upwards.

C. Paternalistic Management Style

In this style, the manager acts with the best interests of their subordinates at heart. Usually,
theȫorganization will refer to staff as ‘family’ and ask for loyalty and trust from employees.
Management using this style will use unilateral decision making but will explain to
employees that the decision-makers are working from a place of expertise, and thus, legitimacy.
Decisions are explained to employees, but there is no room for collaboration or questioning.
Pros: A paternalistic manager is focused on the welfare of their employees, and will base
their decisions on what is best for their staff. Upskilling and employee education are valued, leading
to happier, more skilled, more productive employees.
Cons: Employees can become too dependent on management, leading to a lack of
innovation and problem- solving. There is a high chance of this style breeding resentment among
employees who do not believe in the ‘organization as family’ concept. Employees might find this
style condescending and infantilizing.
When to use this style: The use of this style is heavily culture-dependent. In Western
countries, there is less reliance on hierarchical structures, and employees will be less accepting of
the idea of a benevolent leader.
Smaller companies may find success in this type of leadership, but it should be avoided by
larger organizations.

2, Democratic Management Styles

In this style, managers encourage employees to give input during the decision-making
process, but are ultimately responsible for the final decision. Communication goes both ways, top-
down and bottom-up, and team cohesiveness is increased.
This process allows for diverse opinions, skills and ideas to inform decisions.

A. Consultative Management Style

In this style, managers ask for the opinions and thoughts of their team, consulting the
viewpoints of every member of their team.

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 The manager will make the final decision, but they will consider all of the information given
by team members before they do so.
This style is often used in specialized fields, where staff are experts and their input is needed
for the management to make informed decisions.

Pros: This style promotes a deeper bond between staff and management, and builds trust
within teams. Management grows with the team, as they learn from the ideas, opinions and
experience of the employees that they lead. Innovation and voicing opinions are encouraged,
leading to better problem-solving.
Cons: The process of consulting staff can be labor and time-intensive. If a manager is not
skilled in the time management aspect of this process, they can easily get bogged down. If there is
an appearance of favoritism or bosses not listening to opinions, employees may become resentful
and distrustful of the manager. Excessive reliance on this style can lead to staff losing trust in their
boss, as they will start to wonder why they are always called on to help solve problems instead of
management handling it as part of their job.
When to use this style: This style should be used when managing teams with specialized
skills or when the manager does not have as much experience with the subject as the team does.
For example, a manager assigned to run a team of developers who are creating a new SaaS would
want to consult with their team often, to gain the benefit of their experience.

B. Participative Management Style

In this style, managers and staff are all active members of the decision process. Staff are given
access to more information about the company and its goals, and are encouraged to innovate
solutions.
Management seeks the thoughts, ideas and opinions of staff, works together with staff to make
decisions and then the company acts on them.

Pros: Employees feel as though they are valued by their management team and the organization as
a whole, and will respond with increased motivation and productivity. The more they understand
and connect with the organization’s goals, the higher their engagement will be. Innovation is
increased.

Cons: This process can be a slow one, and there is a risk of staff with bigger personalities
steamrolling less assertive staff members, leading to conflicts and resentment. In industries with
trade secrets, letting staff have access to sensitive information can be risky. If employees do not
want to be involved in this type of decision making, they can grow to resent managers who employ
this style.

When to use this style: When implementing large changes in an organization, especially one where
employees are resistant to new concepts or strategies, encouraging participation from staff will

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result in a more positive outcome and less resistance to new policies. Organizations that want to
drive innovation, such as tech companies, will find this style useful.

C. Collaborative Management Style

In this style, management creates an open forum for ideas to be discussed extensively before
making decisions based on majority rule. Staff is empowered to take ownership of outcomes, which
can lead to increased engagement, innovation and creativity.

Pros: Staff feels trusted, valued and heard by all levels of their management team. They are
inspired to put forth their best work, find collaborative solutions to problems, and engage
completely with the process. Open communication means that workplace conflicts are often solved
before real issues arise. Turnover is decreased when employees are engaged, and diverse voices
often lead to better solutions and outcomes.

Cons: As with other democratic management styles, this process can be time-consuming. Majority
rule can also not always be the best choice for an organization, and if there is a decision that is not
in the best interests of the business, management will need to step in and change it, which can
breed resentment and mistrust.

When to use this style: When a business wants to foster innovation, drive collaboration, and
engage employees, this style should be used. Any organization that wants to increase engagement
and trust, especially in the face of large changes within the organization or industry, should
consider this style.

D. Transformational Management Style

This style of management is agile and growth-focused. Managers focus their efforts on pushing
their staff to ever greater accomplishments through encouragement, pushing them past their
comfort zones regularly, and consistently motivating their teams to raise their bar for
achievements.

Managers work alongside with their employees, inspiring their team to ever greater efforts by
demonstrating their own work ethic.

Pros: Innovation is increased, and employees will more easily adapt to change, disruptions, or
challenging projects. Creative thinking is encouraged, and problem-solving and product
development will benefit from the increased flexibility of the staff.

Cons: If not used carefully, this style will cause staff to burn out. Staff may end up spread too thin,
worn out from constantly pushing themselves, and unable to keep up with the pace.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim

When to use this style: This style is best used in companies that are in fast-paced industries, or are
anticipating a period of changes within the industry, organization, or department. This style will
help teams become more agile, flexible, and innovative while responding to the outside or inside
forces.

E. Coaching Management Style

In this style, managers see themselves as the coach and their employees as the valued members of
their team. The manager’s job is to develop and guide their team, putting their team’s professional
development at the forefront of their priorities. Long-term development is valued above short-term
failures in this style, and the manager wants to promote learning, upskilling and growing in the
workplace.

Pros: Employees feel valued, they know that they will learn and develop within their roles, and are
more likely to be engaged. Managers build a strong bond with their employees, who will in turn be
more likely to put forth their best work for their ‘coach’.

Cons: This style can lead to toxic environments, as staff jockey for favored roles and development
tasks. Too much focus on long-term development can leave short-term projects without proper
support.

When to use this style: This style is useful when organizations want to promote and develop talent
from within. Industries with competitive job markets would benefit from this style, as it can cost
time and money to recruit the right candidates.

3. Laissez-Faire Management Styles

In this style, management takes a hands-off approach to leadership. Staff is trusted to do their work
without supervision, and they are left to control their decision making and problem-solving.
Management is present at the delegation and delivery stages of work, but otherwise steps back and
gives staff the freedom to control their workflow and outcomes. Management is only involved
during the process if the staff requests their assistance.

A. Delegative Management Style

In this style, the manager is only present to assign tasks, although they still are responsible for tasks
being completed successfully.
Once the task is assigned, then the employees are empowered to do their work as they see fit.
After the task is complete, the manager steps back in to review the work and give advice about how
to improve future projects.

Pros: Innovation and creativity are fostered by this system, especially in organizations with highly
skilled workers. Problem solving and teamwork are strengthened, as staff are given space to handle

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their own issues and will work together to solve them. Job satisfaction may be increased in those
who crave autonomy in their workplace.

Cons: Without leadership, productivity may suffer. Teams can experience a lack of direction, focus,
or uniformity. Poorly managed conflicts may flare up and breed resentment. Some staff may feel
that the management is not contributing anything towards the team’s success and become
resentful.

When to use this style: This style is best used in organizations with more decentralized leadership
and where the team is much more skilled than the manager in the tasks. If the manager has no real
experience in producing new cloud management software, for example, they can step back, allow
their team the freedom to innovate, and offer support if needed.

B. Visionary Management Style

In this style, managers lead through inspiring their staff. Leaders explain their goals and the reasons
behind them, convincing their team to work towards executing their vision.

Team members are motivated by their manager, then allowed the freedom to achieve their tasks
with minimal interference. Managers will check in from time to time, but they trust that their
shared vision will keep employees on track and produce good results.

Managers offer a lot of constructive feedback during and after the process to assist their
employees, and make sure to give praise liberally.

Pros: Engagement is heightened because staff believes in what they are creating and are driven to
complete tasks to the best of their ability. Employees are more satisfied; motivation is higher and
turnover will be lowered. Innovation is higher, and problem-solving can happen quickly within
teams.

Cons: Not all managers can be legitimately inspiring. It depends on the job, the industry, the
product, and the person. This is not a style that can be faked, employees must actually be inspired,
or they will not perform as well.

When to use this style: This can be a great style in tech companies who are looking to disrupt
industries, nonprofits trying to innovate creative solutions to problems, or companies who have a
very strong sense of purpose. An organization that wants to drive innovation can turn to this style
to galvanize their staff into action.

Revised and Compiled by: Ms. Anna Franchezka D. Basco, RCrim