Organization and

Management
Leadership is the art or process of
influencing people so that they will
strive willingly and enthusiastically
toward the achievement of group
goals. It is the ability of getting the
people do or not do certain activities
directed towards the achievement
of organizational goals.
Motivation is the willingness to
exert high levels of effort to reach
organizational goals, conditioned by the
ability of the effort to satisfy some
individual need. A motivated person is in
a state of tension; and to relieve this
tension, he/she exerts efforts. The
higher the tension, the higher the level
of effort exerted in order to attain his
Communication is the essence
of leadership--- it is the process
of sharing and exchanging of
messages between people for
the purpose of achieving
common
meaning.
Activity 1: Compare
and Contrast, a good
Leader will always
make a blast!
Directions: Read the
definition of leadership
and cite the difference
between a leader and a
manger.
Leading or directing is a management
function that involves influencing,
supervising, training, guiding and motivating
subordinates to do their best so that they
would be able to help the organization’s
endeavor to attain their goals. It begins with
understanding how people behave, what
motivates them and how you communicate
with them in order to attain your common
goal.
Leading vs.
Managing
Warren Bennis, a leadership guru,
differentiates leader from manager by
saying a “leader is one who do the right
thing” while “manager do things right”.
According to Bennis, leadership is the
capacity to create compelling vision and
to translate it into actions and sustain it.
Below is a comparison between a Leader
and a Manager as described by Bennis:
 Leader Manager
- innovates - administers
- develops - maintains
- focuses on people - focuses on systems and structures
- inspires trust - relies on control
- has a long range of perspective - short-range view
- asks what and why - asks how and when
- has his eye on the horizon - has his eye always on the bottom
- originates line
- challenge the status quo - imitates
- does the right thing - accepts the status quo
- does things right
According to Genevieve Capowski, a
leader embodies the “soul” of an
organization, characterized as
visionary, passionate, creative,
flexible, inspiring, innovative,
courageous, imaginative,
experimental, change initiator, with
power based on personal trait.
On the other hand, a manager
embodies the “mind”,
characterized as rational,
consulting, persistent, tough-
minded, analytical, structured,
deliberate, authoritative,
stabilizing, with power based on
SEAT WORK
Directions: Read the
following statements and
identify whether it is True or
False.
Write your answers on a
1. A leader does the right thing and a manager does
things right.
2. A leader embodies the soul and mind of an
organization.
3. The secondary function of a leader is to produce
change in the organization.
4. Leadership begins with understanding how people
behave, what motivates them and how you
communicate with them in order to attain your
common
goal.
5. A manger only has a shot range view on the company
Motivation refers to the
psychological process that arouse
and direct goal directed behavior. As
mentioned earlier, it is the willingness
of an individual to exert high levels of
effort to reach organizational goals;
thus, a motivated person tries hard.
 Some of the known
theories that explains
about motivation are as
follows:
1. Maslow’s Hierarchy of Needs
Theory
Maslow created a theory based on his
assumption of human needs known as
Maslow’s Hierarchy of Needs that are
classified according to hierarchal
structure of importance from lowest to
highest. It states that the lower the
hierarchy of needs, the greater the need
Tay L, and Diener E.
(2011). Needs and
subjective well-being
around the world. Journal
of Personal Social
Psychology, 101, 2, 354-
65. Retrieved from
http://changingminds.org/e
xplanations/needs/maslow.
htm
a. Physiological Needs refer to
the humans’ basic necessities
such as food, clothing, sleep.
b. Safety Needs refer to human
needs for safety and protection
from any danger whether in
physical or psychological form.
c. Social Needs refer to the
needs of an individual to feel the
sense of belongingness to a
certain group and the need for
affection. Man as a social being,
prefer to work to interact with
other people.
d. Esteem Needs pertains to
the human needs for self-respect,
self-fulfillment and become the
best according to one’s
capability. Fulfilling this need
makes an individual more self-
confident in expressing himself.
e. Self-actualization is the last
final need in Maslow’s hierarchy.
This is achieved when all of the
four needs have already been
satisfied. This is the level where
an individual actually realizes his
full potential and what he can do.
2. McGregor’s Theory X
and Theory Y
McGregor highly proposed that
managers should be guided by
Theory Y, giving every individual a
chance to play a part of the
organization and participate, if not,
give a feedback in the decisions
made in order to have a good
working relation.
 3. Herzberg’s Two Factor Theory
Two Factor Theory also known as the
Motivation-Hygiene Theory was
proposed by Frederick Herzberg in 1964.
This theory cites that factors that are
associated with employees’ job
satisfaction and dissatisfaction. These
factors are called motivators and
hygiene factors.
 4. McClelland’s
Three Need Theory
The theory states that there are
needs that serves as motivators
in a
workplace:
 Need for Achievement (nAch) is
the drive to excel and drive to
succeed. People with this kind of
need seek situations where they
can take responsibility in finding
solutions to the problem and
receive positive feedbacks from
the management.
 Need for Power (nPow) is
the desire to become influential
and to have an impact. People
in high nPow enjoys being in
charge of tasks and prefer to
work in a competitive
environment.
Need for Affiliation (nAff) is
the desire to be liked and
accepted. The need to feel sense
of belongingness is high and
people with this need prefer to
work in a cooperative
environment rather than
 5. Alderfer’s ERG
Theory
Clayton Alderfer’s ERG Theory set of core
needs explains behavior. From Maslow’s Five
Hierarchy of Needs Theory, Alderfer
condensed it into three parts abbreviated as
ERG that stands for Existence needs,
Relatedness needs and Growth needs.
Aside from the known theories about
motivation, there are also Modern
Theories that explains motivation and
these are:
1. Goal-setting Theory
This theory is a proposition that the more
specific the goal, even if it is difficult, if
accepted by the workers, the higher their
performance will be.
2. Reinforcement Theory
It is the counterpoint of goal-setting
theory and thus this theory explains that
an individual’s purpose directs his or her
actions and is a function of its
consequences. This theory ignores
factors such as goals, needs and
expectations, it only focuses on what
happens to a person when he/she takes
For example, employee E got
rewarded for being the most efficient
sales person for the month and is
given cash incentives, what do you
think his response will be? This
explains that the more positive the
reinforcement is, the more motivated
the workers will be.
3. Job Design Theory
This theory states that the employees are
more motivated to work well by combining
tasks to complete their jobs. Managers are
advised to design jobs deliberately and
thoughtfully to reflect the demands of the
ever-changingenvironment and
organization’s technological advances. The
job design must also suit the skills and
abilities of its employees.
4. Equity Theory
A theory developed by J. Stacey
Adams and it states that every
employee compares his job’s
inputs-outputs to his co-employee
and then corrects any inequity.
Managers are encouraged to
exercise fairness among its people.
5. Expectancy Theory
Expectancy theory states that an
individual tends to act based on
expectation that the act will be
followed by an outcome that may
or may not be attractive to him.
Enrichment Activity 1
Directions: Below are some of
the known theories and styles of
leadership, read and ponder on
each of them and answer the
following questions after the
discussion.
Managers vary in many ways on
their leadership styles. As
management knowledge is
supported by theories, leadership
is authenticated by the following
theories:
1. Trait Theories holds that certain
distinguishing features that differentiates a
leader from the group. Its started from the
“great man” theory that leaders are born,
not made, a belief dating back to the ancient
Greek Romans and popularized by Thomas
Carylyle in modern times, researchers have
tried to identify the physical, mental and
personality traits a leader must possess.
2. Behavioral Theories on
Leadership proposed by Kurt
Lewin, Lippitt and White focuses on
how leaders behave and assumes that
their leadership traits can be copied by
other leaders. This theory explains the
two types of leadership styles: the
autocratic style of leadership and the
democratic style.
 Autocratic Style - this style of
leadership ensures to perform
highly as long as the leader is
directly supervising the workers
during working hours. There are
limited inputs or none at all from
the employees thus feeling of
displease arises from them.
 Democratic Style - the leader
delegates authority ant trust to
its members and makes them
participate in decision-making
or if not, the leader at least
considers feedbacks from
them.
Laissez-faire Style – suggests
a hands-off style of leadership.
The leader minimizes group
communication and interaction.
This style of leadership only
applies for highly self-motivated
people.
3. Situational/ Contingency
Theory on Leadership argues that
the successful leadership depends on
the relationship between the
organizational situation and the
leader’s style and that the most
effective leadership style depends on
the particular situation.
Directions: Supply the correct
answer/s for the following questions.
1. Who are the proponents
of Behavioral Theories on
Leadership?
2. This style of leadership only
accepts a little or no inputs from
its subordinates.
3. A theory on leadership that
states that the most effective
leadership style always depends
on a particular situation.
4. A leadership style where the
leader delegates tasks and asks
for inputs from his subordinates
in decision-making.
5. The “great man” theory states
that________________.
6. A theory that tells that a leader
possesses distinct features that
distinguishes him from the group.

7. A style of leadership that only

works on highly motivated employees
because the leader does not
participate in directing them.
8. A theory that focuses on how
leaders behave and assumes
that their leadership traits can be
copied by other leaders.

9. The proponent of Traits theory.

10.Before the Behavioral
Theory, what theory did
Lewin, Lippitt and White
proposed that tackled about
laissez-faire style of
leadership?
Enrichment Activity 2.
Comparing and
Contrasting theories
Directions: In not more than
five (5) sentences, compare
and contrast the following
1. Maslow’s Hierarchy of
Needs Theory and Adelfer’s
ERG Theory
2. Herzberg’s Two Factor
Theory and McGregor’s Theory
X and Theory Y
3. Reinforcement Theory and
Deepen
Among the leadership theories and
styles discussed, the essence of
leadership is conveyed through
communication. Without
communication, no leader and no
manager can perform their functions
well in the organization.
Communication is the interpersonal
process of sending and receiving
messages through words, symbols or
even gestures. As for managerial
perspective, it is the process of
exchanging plans and information in
order to achieve a mutual understanding
about work-related issues.
 Elements of the
Communication Process
 Sender – the initiator of the
message
 Encoding – the process of
translating the intended
message into words and
 Message – the encoding
process outcome that have
been developed to convey
meaning to its receiver
 Medium – the method used to
convey the message
Receiver – the person with
whom the message is
exchanged
Decoding – the process of
interpreting the symbols into
interpreted messages.
Noise – any factor in the
communication that
interferes with exchanging
messages
Feedback – the receiver’s
basic response to the
 Management of Change
and Diversity
Managing change and diversity
means planning and implementing
systems and practice to manage
people to maximize the advantages
of diversity and minimize its
potential disadvantages.
Diversity recognizes, respects and accepts
that everyone is unique and different from
one another in various ways such as
beliefs, cultural background and
preferences. Businesses nowadays adopt
to the ever-changing environment and
learns that doing it is not only about
numbers but also on how the management
deal and treat their employees.
 Types of Change in an
Organization
Changes in People – people’s
attitudes, values, wants and needs,
expectations
change as time goes by but changing
them for the better is not easy and so
Kurt Lewin formulated the most noted
He proposed that change consisted
of three broad phases:
Unfreezing stage – this is the stage
where the current behavior,
assumptions
and attitudes of a system is being
openly questions and the desire for
change is
Changing stage – the factors
mentioned in the unfreezing
stage is consciously altered in a
planned direction;
Refreezing stage – new forms
of operation becomes a part of
the normal functioning system.
Changes in Structure –
alteration of organizational
structure must be done
depending on the needs of the
organization.
Changes in Technology – this
refers to the change in methods
used and introduction of new
technology to cope up with the
global technological changes.
 Filipino and
Foreign Cultures in
Organization
Filipino and foreign culture in an
organization greatly influences
the functions of a manager and
how will his subordinates react
on his leadership styles.
Culture is the set of beliefs and
values about how a community
should act and do things and
Organizational culture is defined as a
set of shared values and norms/
standards for behavior and
expectation towards achieving
organizational goals
Below are some of the
Shared Values and Beliefs of
Filipinos that influences our
attitude about work:
1. Social Acceptance – this
value focuses on the desire to
be accepted and treated well
by others especially by our
own family.
2. Economic Security – this
Filipino value greatly stresses the
need to be financially
independent, and that you are
expected to stand in your own
feet and be free of any financial
liabilities to other in order to
3. Social Mobility – this
value emphasizes the
desire to move up from the
social
ladder.
Among the mentioned shared
values by Filipinos, the most
popular example of beliefs and
practices among Filipinos are
the manana habit, ningas cogon
and Filipino Time.
Manana habit – common
practice among Filipinos to
procrastinate what is supposed
to be done now because they
think that there will be a lot of
time even if they do the task
later.
Ningas cogon - is a Filipino
practice that refers to the
initial show of interest about
a
certain project but gradually
lowers during the course.
Filipino Time – this
Filipino belief states that
being late is acceptable.
These beliefs impose negative effect
to organization management and so
Kreitner and Kinicki (2013) cited
cultural dimensions to help
administrators manage
his subordinates easier:
Gender Egalitarianism -
refers to the amount of effort
exerted to minimize gender
discrimination;
Assertiveness – refers to
how confrontational and
dominant one should be in a
social relationship;
Performance Orientation –
refers to how much an
individual 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.
Activity 2: Relate and Elaborate!
Directions: Choose and relate the
above cited values and cultural
dimensions to ourself as a learner
and support your choice by
discussing it in not more than 10
sentences.