BASIC PRINCIPLE OF
MANAGEMENT
(Leading and Controlling)
NEIL MARIE MONSANTO-CHUA
Discussant
LEADING
Outline
Definition of leading
Types of leadership
Importance of leading in management
Leadership in power, politics, creativity and
innovation
Importance of motivation
Theories of motivation
Forms and types of communication
LEADING
Itis defined as a function of management
that directs and guides every aspiring
businessman in achieving its main goal and
binds the importance of motivation,
communication and leadership in an
organization.
LEADING
Directing and guiding is also
important in any business, as it sets
process and objectives in order to
meet its main target which is to
provide goods or services for
customer satisfaction for profit
LEADING
Motivation is another important
term in definition, as it provides a
power to shape loyalty of its
employees by giving incentives,
bonuses, benefits and more.
LEADING
Communication is necessary
in any organization for it
develops smooth transaction
and understanding with each
other.
Leading
Leadership is set to show authority, a
person in charge, someone who is able
to give commands and a perfect role
model that will inspire his employees
in the organization
Leadership
It refers to the organization of resources.
It also includes keeping employees able to
work with each other harmoniously in
achieving a common goal.
The ability to inspire confidence and
support among the people who are needed
to achieve organization goals (Dubrin,
2010).
Leadership
It comes from the Anglo-Saxon word “laed”
which means to set on a quest, to navigate into
the distant horizon (Shipka, 1997).
The process, by which a person exerts
influence over other people and inspires,
motivates and directs their activities to help
achieve group or organizational goals (Fang
and Kant, 2011).
LEADERSHIP STYLES
1. Participative Leadership- requires
to hear the voices of all people
concern. This is achieved by the active
participation of the employees in the
decision making process of the
organization.
Participative Leadership-
Share decision making with group members (Dubrin,
2010)
It involves subordinates in decision making but may
retain the final authority (Sibal and Gaddi, 2010)
Example: Donaid Trump, chairman and president of the
Trump Organization. He depends on collective effort of
his employees in facilitating of ideas and sharing of
information.
LEADERSHIP STYLES
2. Democratic Leadership- Both sides of
the parties point of view or idea will be
considered in coming up with a rightful
decision to be able to achieve the main
goal of the organization.
Democratic leader depends not only on
their own capabilities but encourage
consultation of subordinates (Inigo, 2000).
2. Democratic Leadership-
Considers the entire wish, cravings,
wants and desire of all the inferiors.
Example: Carlos Ghosn, chairman and
CEO of Renault- France and Nissan-
Japan. He believes in reasonable dealings,
empowers his employess and encourages
them to perform better.
Laissez-faire leadership is a leadership style
based on the free movement of ideas and
opinions of the public. Anyone under this type of
leadership can make decisions making anytime
they wanted.
It depends completely on subordinates to
establish their own goals and to make their own
decisions (Inigo, 2000)
Example: outside experts- staff specialist or
consultants
LEADERSHIP STYLES
3. Autocratic Leadership- leaders make decisions
themselves, without consulting subordinates.
Motivation takes the form of threats, punishments,
and intimidation of all tasks.
Autocratic leaders retain most of the authority
because they make decisions confidently, assume that
group members will comply and are not overly
concerned with group members’ attitude towards a
decision (Dubrin, 2010).
Autocratic Leadership-
Autocratic leaders assumes a paternalistic role
which forces subordinates to rely on the leader
for their satisfaction (Inigo, 2000)
Example: Most Chinese leaders exercise this type of
leadership. They employ strong discipline and
authority with fatherly benevolence and integrity
since it fits well with their traditional values.
LEADERSHIP STYLES
4. Dictatorial Leadership- it only
considers the opinion of the authority or
the “dictator” in the decision-making
process. No one has the right to act on
their choices or decisions unless they are
given the approval of the higher authority.
No ideas and opinions of any subordinates
will be considered.
. Dictatorial Leadership-
A dictatorial leader accomplishes tasks
through fear of penalties, and maintains
a highly critical and negative attitude in
relations with subordinates (Inigo,
2000)
Leadership Grid- based on decision making
through networking and close connections.
Developed in 1950’s by Robert Blake and
Jane Muoton.
High Work
accomplishment is
from commitment
Thoughtful attention to workers;
needs of workers leads to a interdependence
comfortable friendly through a "common
company atmosphere stake" in company
purpose leads to
Concern for People
relationships of
trust and respects.
Adequate company
performance is possible
through balancing the
necessity to get out work
with maintaining morale of
workers at a satisfactory
level.
Efficiency in
operations results
from arranging
Exertion of minimum effort
conditions of work
to get required work done is
in such a way that
adequate to sustain
workers needs and
employment with company
concerns interfere
to a minimum
Low degree.
Low High
Leadership:The two Dimensions
The goal of effective leadership is to make
others successful with their tasks. The
higher concern for both people and
production results to increased
productivity and employee engagement.
Gender Differences in Leadership-
the
leadership power of man and
woman.
Leading in Management-
it is important for the culture in the
organization to be disciplined in order for
the people in the organization to be
disciplined, organized and is able to meet
the goal of the management.
TYPES OF LEADERSHIP
1. Charismatic Leadership- a leader who possesses
charms, a powerful personality and dirable attributes
that is admired and accepted by many.
Charismatic leadership defined as the capacity to
make ordinary people do extraordinary things in the
face of adversity (Shackleton, 1995)
Example: The late founder of Apple, Steve Jobs is believed
to have a charismatic influence over Apple’s success.
TYPES OF LEADERSHIP
2. Transformational Leadership- refers to a
special quality and skill of a leader that brings
positivity, persuasion and changes to the
organization.
Transformational leadership is more concerned
with engagement betwwn leaders and followers.
Leaders attempt to engage the full person of the
subordinate and enthuse them (Shackleton,
1995)
2. Transformational Leadership-
Example: Jack Welch, President and CEO
of General Electric (GE), provides
profound effect on his employees, very
articulate in emphasizing his vision in
achieving significant accomplishments and
making major changes.
TYPES OF LEADERSHIP
3. Power Leadership- provides
a leader the ability to command
and implement force
TYPES OF LEADERSHIP
4. Politics Leadership- influenced
by negotiation and meditation
among members of the group.
TYPES OF LEADERSHIP
5. Creativity Leadership- it is not about
the experience, leaders should also know
how to think “out of the box” and to take
a risk beyond their comfort zones in order
to continually upgrade and become a
sustainable enterprise.
TYPES OF LEADERSHIP
6. Innovation Leadership- develops
an innovative mindset, offers new and
interesting products/ services in the
market and foster a consistent and
inventive in their work environment.
MOTIVATION
Considered as an encouragement to any
kind of activity.
It keeps the employees up and running to
achieve their main goal.
Inspires many to work hard and for some,
to keep their employees loyal in the
organization.
MOTIVATION
Motivation is a psychological state that exists
whenever internal and/or external forces
stimulate, direct or maintain behaviors (Slocum,
Jackson, Hellreigel, 2008)
Motivation refers to the psychological forces
that determine a person’s behavior (Fang and
Kant, 2011)
THEORIES OF MOTIVATION
1. Maslow’s Hierarchy of Needs –
developed by Abraham Maslow from 1943
paper titled “A Theory of human
Motivation” which identifies the basic
needs of every individual.
The basic human needs placed by Maslow
are listed in ascending order of
importance.
Maslow’s Hierarchy of Needs
1.1 Physiological Needs- sustaining human
life itself such as food, water, warmth, shelter,
sex and sleep. According to Maslow, until this
needs are satisfied to the degree necessary to
maintain life, other higher needs will not
stimulate people.
Maslow’s Hierarchy of Needs
2. Satisfy Needs- these are the
needs to be free of physical
danger and the fear of losing one’s
work, property, food or shelter.
Maslow’s Hierarchy of Needs
3. Social Needs- these needs cover
the value of the sense of
belongingness, love, care, acceptance
and understanding of family, relatives
and friends, and to be accepted by
others.
Maslow’s Hierarchy of Needs
4. Esteem Needs- these needs explain the
importance of self-esteem, recognition,
status of an individual and the general
acceptance of the society to an individual.
This kind of need produces such
satisfaction as power, prestige, status and
self-confidence.
Maslow’s Hierarchy of Needs
5. Self-actualization Needs- these needs
explain the worth of the person’s self-
development, growth and realization and
achievement. According to Maslow, this is the
highest need in the hierarchy. It is the desire to
become what is capable of becoming- to
maximize one’s potential and to accomplish
something.
THEORIES OF MOTIVATION
2. Expectancy Theory- states that one
motivational factor for anybody to keep working
hard and loyal to their job is the importance of
the reward that they’ll be getting in return.
Expectancy theory of motivation is based on the
premise that the amount of effort people
expend depends on how much reward they
expect to get in return (Dubrin, 2010)
Expectancy Theory
Example: Employees who reports for work
daily, maintains a perfect attendance,
performs and produces high quality work
is expected to receive positive evaluation
and possible promotion.
THEORIES OF MOTIVATION
3. Goal Theory- this theory gives importance on setting
the main ambition and aspiration of an individual,
wherein all of its is considered as their guiding principle
to work relatively hard to achieve their own success.
The premise underlying goal theory (goal-setting
theory) is that behavior is regulated by values or goals.
Example: Athletes who are task-oriented are focused and
dedicated in winning a competition.
THEORIES OF MOTIVATION
4. Achievement-Power-Affiliation Theory-
developed by David McClelland; it states that the three
important desires of an individual are desire for
achievement, desire for power and desire for affiliation.
Achievement is anyone’s reason in striving for
excellence when it comes to their work or studies.
Power gives an individual prestige, a chance to
dominate and control people.
Affiliation is the goal to an individual to feel and
experience social and community acceptance
Achievement-Power-Affiliation Theory
This theory provides a significant approach in
managerial perspective, that if an organization
can measure the skills and capabilities of an
individual, they can simply place people with high
need for achievement to challenging and difficult
tasks while that are driven by need of power can
be offered leadership positions wherein they can
set goals and create directive decisions.
COMMUNICATION
Communication is the transfer and
exchange of information and
understanding from one person to
another through meaningful symbols
(Slocum, Jackson, Hellriegel, 2008)
Forms of Communication
1. Speaking- allows anyone to hear their voice in the
organization regarding their opinions and
suggestions.
2. Writing- uses this to compose memos, formulate
contracts, corporation by-laws, rules, electronic mails
and more.
3. Listening- helps the organization accept the voice;
opinions and suggestions of employees that will help
the company internally.
Types of Communication
1. Formal Communication- refers to the
type of communication that uses proper,
directive and more suggestive way of
connecting within an organization.
Example: Disseminating of memos to the
company, providing rules and regulations hand-
outs to new employee.
Types of Communication
2. Informal Communication- it considers the
upward communication to a group and
interpersonal communication. Grievances raised
from the employees can be considered as an
upward communication, wherein they use to
voice-out their needs up to their superiors.
Example: instant messaging, casual discussion
during breaks, telephone conversations,
meetings, brainstorming.
WAYS TO COMMUNICATE
1. Training and Seminars
[Link] Aids
3. Exhibition and displays
4. Bulletin boards
5. Meeting (departmental group or whole
company)
6. Conferences and Conventions
7. Electronic Mail
WAYS TO COMMUNICATE
8. Social Networking
9. Reports
10. Letters and Memoranda
11. Telephone and Mobile Calls
12. Texting
13. All types of media
14. Company websites/webpage
15. Company Network Partners
BARRIER TO COMMUNICATION
1. Distance
2. Distortion
3. Semantics
4. Lack of leveling
5. Lack of trust
6. Inaccessibility
BARRIER TO COMMUNICATION
7. Lack of clear responsibilities
8. Personal incompatibility
9. Refusal to listen
10. Failure to use proper media
11. Communication gap
12. Lack of direction
CONTROLLING
Outline
Definitionof control
Importance of control in
management
Control process
Organizational control focuses
CONTROLLING
A regulatory process of establishing
standards. These standards are used to
achieve organizational goals, comparing
actual performance to the standards, and
taking corrective actions when necessary
to restore performance to those standards
(Williams, 2012)
Control Process
1. Standards- are a basis of comparison for
measuring the extent to which organizational
performance are satisfactory or unsatisfactory. It
can also be determined by benchmarking with
other companies.
Benchmarking is the process of determining, how
well other companies (though not just competitors)
performs business functions or task.
Control Process
2. Comparison of Standards-
this is to compare actual
performance to performance
standards.
Control Process
3. Corrective Actions- this is to identify
performance deviations, analyze
performance deviations, and then develop
and implement programs to correct them
Control Process
4. Dynamic, Cybernetic Process- this begins
by setting standards and then measuring
performance and comparing performance to the
standards. If the performance deviates from the
standards, managers and employees analyze the
deviation and develop and implement corrective
programs that achieve the desired performance
standards.
Control Process
5. Control isn’t always worthwhile or
possible. It is achieved when behavior and
work procedures conform to standards
and goals are accomplished. By contrast,
control loss occurs when behavior and
work procedures do not conform to
standards.
Control processes are indicators for
managers to serve as their guidelines in
managing workforce. It is very essential for a
manager to quickly identify and easily
recognize controllable and uncontrollable
situations, as basis of efficiently and
effectively providing smart decisions.
METHODS OF CONTROL
1. Bureaucratic Control- is from up to
down control, in which managers try to
influence employee behavior by rewarding
or punishing employees for compliance or
non compliance with organizational
policies, rules and procedures.
METHODS OF CONTROL
2. Objective Control- is the use
of observable measures of
employee behavior or output to
assess performance and influence
behavior.
2. Objective Control
2.1Behavioral Control- is the regulation
of behaviors and actions of workers do on
the job. The basic assumptions of behavior
control is that if you do the right things
everyday, then those things should lead to
goal achievement.
2. Objective Control
2.2 Output Control- measures the
results of their efforts. It gives mangers
and workers the freedom to behave as
they see fit as long as they accomplish
pre-specified, measurable results and it
is often coupled with rewards and
incentives.
METHODS OF CONTROL
3. Normative Control- to shape the beliefs and values
of the people who work, normative control is a
company’s widely shared values and belief’s guide
worker’s behavior and decisions.
created in two ways: (1) companies that use normative
controls are very careful about whom they hire; (2)
managers and employees learn what they should and
should not do by observing experienced employees and
by listening to the stories they tell about the company.
METHODS OF CONTROL
[Link] Control- are based on
beliefs that are shaped and negotiated
by work groups
Elements:
4.1 Control
Control shifts from management to workers.
Workers create rules an norms.
Management provides value-based corporate vision that team
members use that guide their day-to-day action.
4.2 Identification
Perception of oneness
Persons define him/her self in which he/she is a member.
4.3 Discipline
Work groups develop techniques to reward or punish
behavior that deviates from the values identified by the work
group.
Phases:
[Link] members learn to work with each
other, supervise each other’s work, and
develop the values and beliefs that will
guide and control their behavior.
2. The emergence and formalization of
objective rules to guide and control
behavior.
METHODS OF CONTROL
5. Self-control- is a control system in
which managers and workers control
their own behavior.
Leaders and managers provide
workers with clear boundaries within
which they may guide and control their
own goals and behaviors.
Organizational Focus
1. Feed forward control- it is a control that focuses
on human, material, and financial resources flowing into
the organization; also called as preliminary or
preventive control.
2. Concurrent control- it is a control that consists of
monitoring ongoing activities to ensure that they are
consistent with standards.
3. Feedback control- a control that focuses on the
organization’s outputs; also called as post action or
output control.
References:
Manahan, Antonio Arturo C. [Link].
Principle of Management., 2018 pp.64-111
Miller, Katherine. Critical Approaches.
Organizational Communication
Approaches and Processes. Fifth ed. 2006
[Link]
