Chapter-6
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CHAPTER 6
LEADING
CHAPTER 6: LESSON 1
What Leading is? Leading -a management function that involves inspiring and influencing people in the organization to achieve common goal. Managing -is the process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change.
CHAPTER 6: LESSON 1
What Leading is? Successful leading must begin with focusing on the psychological capital of both the employer/leader and the employee/subordinate. Looking for what is right with people rather than what is wrong is suggested to prevent mental and behavioral problems which are barriers to achieving both organizational and individual goals.
CHAPTER 6: LESSON 1
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/problems among individuals.
CHAPTER 6: LESSON 1
Big Five Personality Characteristics According to Robbins and Coulter (2009), “research has shown that five basic personality dimensions underlie all others and encompass most of the significant variation in human personality.”
CHAPTER 6: LESSON 1
Big Five Personality Characteristics Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
CHAPTER 6: LESSON 1
Leading as an Organization Key work attitudes exhibited by the group or teams of workers must be taken into consideration in leading organization. Managers and leaders must focus their leadership strategies on the following key work attitudes in order to avoid distraction caused by varied reactions and behaviors.
CHAPTER 6: LESSON 1
Leading as an Organization Organizational Citizenship Behavior (OCB) Organizational Commitment Job Satisfaction and Productivity
CHAPTER 6: LESSON 2
Motivation It encourages individuals to work enthusiastically, often performing more work than what is required. According to Krietner and Kinicki (2003), early Theories of Motivation revolved around the idea that motivation is brought about by the employees’ desire to fulfill their need, work habits, and their job satisfaction.
CHAPTER 6: LESSON 2
Maslow’s Hierarchy of Needs Theory a. b. c. d. e.
Physiological Need Safety Needs Social Needs Esteem Needs Self-actualization
CHAPTER 6: LESSON 2
McGregor’s Theory X and Theory Y
Theory X - negative view Theory Y - positive view
CHAPTER 6: LESSON 2
Hezberg’s Two Factor Theory This theory is also known as the Hygiene Theory which states the: “intrinsic factors are associated with job satisfaction, while extrinsic factors are associated with job dissatisfaction.”
CHAPTER 6: LESSON 2
McClelland’s Three Needs Theory The three needs are: - the need for achievement (nAch) - the need for power (nPow) - the need for affliation (nAff)
CHAPTER 6: LESSON 2
Alderfer’s ERG Theory E stands for existence needs R refers to relatedness needs G pertains to growth needs The needs or desire for physiological and materialistic well-being, to have meaningful relationship with others and to grow as a human being are similar to the needs presented in Maslow’s Theory.
CHAPTER 6: LESSON 2
Goal Setting Theory A theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees, result in greater motivation to perform well, as compared to easy goals.
CHAPTER 6: LESSON 2
Reinforcement Theory states that behavior is a function of its consequences.
CHAPTER 6: LESSON 2
Job Design Theory states that employees are motivated to work well by combining tasks to form complete jobs.
CHAPTER 6: LESSON 2
Equity Theory states that employees assess job outcomes in relation to what they put into it and then compare these with their coworkers.
CHAPTER 6: LESSON 2
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 which may be attractive or unattractive to him/her.
CHAPTER 6: LESSON 3
Leadership Styles and Theories Trait Theory a theory based on leader traits or personal characteristics that differentiate leaders from followers.
CHAPTER 6: LESSON 3
Behavioral Theory a theory that focuses on the behavior, action, conduct, demeanor or deportment of a leader instead of his or her personality traits.
CHAPTER 6: LESSON 3
Contemporary Theories of Leadership Fiedler Theory
CHAPTER 6: LESSON 3
Hersey-Blanchard Model The theory focuses on the subordinates’ readiness or extent to which said subordinates have the ability and willingness to accomplish a specific work assignment.
CHAPTER 6: LESSON 3
Path-Goal Theory a theory developed by Robert House which stated that the leader’s task to lead his other followers and subordinates in achieving their goals.
CHAPTER 6: LESSON 3
Path-Goal Theory Four leadership behaviors: 1. 2. 3. 4.
Directive Leadership Supportive Leadership Participative Leadership Achievement-oriented Leadership
CHAPTER 6: LESSON 3
Modern Leadership Views 1. 2. 3. 4. 5. 6.
Transactional Leadership Model Transformational Leadership Model Charismatic Leadership Model Visionary Leadership Theory Team Leadership Theory Servant Leadership Theory
CHAPTER 6: LESSON 4
Communication Communication applies to all management functions and its general purpose for the organization to bring positive changes that influences activities leading to the firm’s welfare.
CHAPTER 6: LESSON 4
Communication The communication process starts with the sender who has an idea or a message, which is transmitted through 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.
CHAPTER 6: LESSON 4
Types of Communication Communication may be verbal( through the use of oral and written words) or non verbal ( through body movements, gestures, facial expression)
CHAPTER 6: LESSON 4
Types of Communication Communication may be verbal( through the use of oral and written words) or non verbal ( through body movements, gestures, facial expression)
CHAPTER 6: LESSON 4
Types of Communication Communication is formal when the manager gives assignment to a subordinate and informal when employees talk to their friends in the office.
CHAPTER 6: LESSON 4
Direct and Flow of Communication Communication flows in different directions within an organization. It may be vertical, upward, downward, horizontal/ lateral, or diagonal.
CHAPTER 6: LESSON 4
Communication Networks in Organization Communication Network- varied patterns of combined horizontal and vertical flows of organization communication. • Chain Network • Wheel Network • All Channel Network
CHAPTER 6: LESSON 4
Barriers to Communication • Filtering
• • • • •
Emotions Informational Overload Defensiveness Language National Culture
CHAPTER 6: LESSON 4
Overcoming Communication Barriers • Using Feedback • Using simple Language • Active Listening • Controlling Emotions • Observing body Languages
CHAPTER 6: LESSON 5
Management of Change and Diversity in Organizations • Management of change and organizational diversity are two related activities/functions of management because trying to bring change in the organizations is dependent on the kind and the behavior of the people within them.
CHAPTER 6: LESSON 5
Types of Change • Changes in people • Changes in structure • Changes in technology
CHAPTER 6: LESSON 5
Managing Resistance to Change • • • • • •
Education Participation Facilitation and support Manipulation of Information Selection of people Coercion
CHAPTER 6: LESSON 5
New Issues in Change Management Understanding Situational Factors Waiting for the appropriate time and situation is suggested when bringing change in organization.
CHAPTER 6: LESSON 5
Making Changes in the Organizational Culture Robbins and Coulter (2009) suggest the following steps:
• Set the tone through management behavior • Crate new stories, symbols, and rituals to replace those currently in use • Select and promote employees who adapt the new values. • Redesign socialization processes to align with new values
CHAPTER 6: LESSON 5
Making Changes in the Organizational Culture • Change the reward system to encourage acceptance of new values • Replace unwritten norms with clearly specified expectations • Shake up current subcultures through job transfer, job rotation, and/ or termination. • Work to get consensus through employee participation and create a climate with a high level of trust.
CHAPTER 6: LESSON 5
Managing Workplace Diversity Workforce diversity in organization is inevitable. It is a fact that the organization members may differ in age, gender, physical ability, ethnicity/race, culture, values, attitudes, beliefs and personality. Since workgroup diversity is associated with positive and negative outcomes, managers must try to reduce the potential negative effects of diversity through a.) encouraging employees to accept the organization's culture or its dominant values and b.) encouraging employees to accept differences in the workplace.
CHAPTER 6: LESSON 6
Filipino and Foreign Cultures in Organization Filipino-owned organizations exhibit a different organizational culture as compared to their foreign counterparts. Filipino and foreign culture in organizations exert big influence on how managers do their functions and how their subordinates responds to rules/regulations and leadership styles. Therefore, organizational structure is a critical factor in numerous organizational endeavors.
CHAPTER 6: LESSON 6
Shared Values and Beliefs of Filipinos Three Primary Filipino Values: - Social Acceptance - Economic Security - Social Mobility
CHAPTER 6: LESSON 6
Shared Values and Beliefs of Filipinos Examples of Filipino beliefs and practices are the: - Mañana habit -Ningas cogon -Filipino time
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Positive implications of the 3 primary Filipino values: -may motivate the Filipino workers to work hard -managers will find it easy to manage their firm
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Negative implications of the 3 primary Filipino values: -may influence the Filipino worker to be selfcentered, selfish, and unmindful -managers may have a problem managing some obsessive and selfish Filipino workers
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Negative implications of the Mañana habit, Ningas cogon, Filipino time: -postponing the completion of tasks -being energetic only at the beginning of projects -coming 15-30 mins. late for work
CHAPTER 6: LESSON 6
Influence of Foreign Culture on Organizational Management - Gender Egalitarianism - Assertiveness - Performance Orientation - Humane Orientation
GROUP 3 GROUP 4 GROUP 12 X-AYALA
LEADING
CHAPTER 6: LESSON 1
What Leading is? Leading -a management function that involves inspiring and influencing people in the organization to achieve common goal. Managing -is the process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change.
CHAPTER 6: LESSON 1
What Leading is? Successful leading must begin with focusing on the psychological capital of both the employer/leader and the employee/subordinate. Looking for what is right with people rather than what is wrong is suggested to prevent mental and behavioral problems which are barriers to achieving both organizational and individual goals.
CHAPTER 6: LESSON 1
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/problems among individuals.
CHAPTER 6: LESSON 1
Big Five Personality Characteristics According to Robbins and Coulter (2009), “research has shown that five basic personality dimensions underlie all others and encompass most of the significant variation in human personality.”
CHAPTER 6: LESSON 1
Big Five Personality Characteristics Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
CHAPTER 6: LESSON 1
Leading as an Organization Key work attitudes exhibited by the group or teams of workers must be taken into consideration in leading organization. Managers and leaders must focus their leadership strategies on the following key work attitudes in order to avoid distraction caused by varied reactions and behaviors.
CHAPTER 6: LESSON 1
Leading as an Organization Organizational Citizenship Behavior (OCB) Organizational Commitment Job Satisfaction and Productivity
CHAPTER 6: LESSON 2
Motivation It encourages individuals to work enthusiastically, often performing more work than what is required. According to Krietner and Kinicki (2003), early Theories of Motivation revolved around the idea that motivation is brought about by the employees’ desire to fulfill their need, work habits, and their job satisfaction.
CHAPTER 6: LESSON 2
Maslow’s Hierarchy of Needs Theory a. b. c. d. e.
Physiological Need Safety Needs Social Needs Esteem Needs Self-actualization
CHAPTER 6: LESSON 2
McGregor’s Theory X and Theory Y
Theory X - negative view Theory Y - positive view
CHAPTER 6: LESSON 2
Hezberg’s Two Factor Theory This theory is also known as the Hygiene Theory which states the: “intrinsic factors are associated with job satisfaction, while extrinsic factors are associated with job dissatisfaction.”
CHAPTER 6: LESSON 2
McClelland’s Three Needs Theory The three needs are: - the need for achievement (nAch) - the need for power (nPow) - the need for affliation (nAff)
CHAPTER 6: LESSON 2
Alderfer’s ERG Theory E stands for existence needs R refers to relatedness needs G pertains to growth needs The needs or desire for physiological and materialistic well-being, to have meaningful relationship with others and to grow as a human being are similar to the needs presented in Maslow’s Theory.
CHAPTER 6: LESSON 2
Goal Setting Theory A theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees, result in greater motivation to perform well, as compared to easy goals.
CHAPTER 6: LESSON 2
Reinforcement Theory states that behavior is a function of its consequences.
CHAPTER 6: LESSON 2
Job Design Theory states that employees are motivated to work well by combining tasks to form complete jobs.
CHAPTER 6: LESSON 2
Equity Theory states that employees assess job outcomes in relation to what they put into it and then compare these with their coworkers.
CHAPTER 6: LESSON 2
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 which may be attractive or unattractive to him/her.
CHAPTER 6: LESSON 3
Leadership Styles and Theories Trait Theory a theory based on leader traits or personal characteristics that differentiate leaders from followers.
CHAPTER 6: LESSON 3
Behavioral Theory a theory that focuses on the behavior, action, conduct, demeanor or deportment of a leader instead of his or her personality traits.
CHAPTER 6: LESSON 3
Contemporary Theories of Leadership Fiedler Theory
CHAPTER 6: LESSON 3
Hersey-Blanchard Model The theory focuses on the subordinates’ readiness or extent to which said subordinates have the ability and willingness to accomplish a specific work assignment.
CHAPTER 6: LESSON 3
Path-Goal Theory a theory developed by Robert House which stated that the leader’s task to lead his other followers and subordinates in achieving their goals.
CHAPTER 6: LESSON 3
Path-Goal Theory Four leadership behaviors: 1. 2. 3. 4.
Directive Leadership Supportive Leadership Participative Leadership Achievement-oriented Leadership
CHAPTER 6: LESSON 3
Modern Leadership Views 1. 2. 3. 4. 5. 6.
Transactional Leadership Model Transformational Leadership Model Charismatic Leadership Model Visionary Leadership Theory Team Leadership Theory Servant Leadership Theory
CHAPTER 6: LESSON 4
Communication Communication applies to all management functions and its general purpose for the organization to bring positive changes that influences activities leading to the firm’s welfare.
CHAPTER 6: LESSON 4
Communication The communication process starts with the sender who has an idea or a message, which is transmitted through 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.
CHAPTER 6: LESSON 4
Types of Communication Communication may be verbal( through the use of oral and written words) or non verbal ( through body movements, gestures, facial expression)
CHAPTER 6: LESSON 4
Types of Communication Communication may be verbal( through the use of oral and written words) or non verbal ( through body movements, gestures, facial expression)
CHAPTER 6: LESSON 4
Types of Communication Communication is formal when the manager gives assignment to a subordinate and informal when employees talk to their friends in the office.
CHAPTER 6: LESSON 4
Direct and Flow of Communication Communication flows in different directions within an organization. It may be vertical, upward, downward, horizontal/ lateral, or diagonal.
CHAPTER 6: LESSON 4
Communication Networks in Organization Communication Network- varied patterns of combined horizontal and vertical flows of organization communication. • Chain Network • Wheel Network • All Channel Network
CHAPTER 6: LESSON 4
Barriers to Communication • Filtering
• • • • •
Emotions Informational Overload Defensiveness Language National Culture
CHAPTER 6: LESSON 4
Overcoming Communication Barriers • Using Feedback • Using simple Language • Active Listening • Controlling Emotions • Observing body Languages
CHAPTER 6: LESSON 5
Management of Change and Diversity in Organizations • Management of change and organizational diversity are two related activities/functions of management because trying to bring change in the organizations is dependent on the kind and the behavior of the people within them.
CHAPTER 6: LESSON 5
Types of Change • Changes in people • Changes in structure • Changes in technology
CHAPTER 6: LESSON 5
Managing Resistance to Change • • • • • •
Education Participation Facilitation and support Manipulation of Information Selection of people Coercion
CHAPTER 6: LESSON 5
New Issues in Change Management Understanding Situational Factors Waiting for the appropriate time and situation is suggested when bringing change in organization.
CHAPTER 6: LESSON 5
Making Changes in the Organizational Culture Robbins and Coulter (2009) suggest the following steps:
• Set the tone through management behavior • Crate new stories, symbols, and rituals to replace those currently in use • Select and promote employees who adapt the new values. • Redesign socialization processes to align with new values
CHAPTER 6: LESSON 5
Making Changes in the Organizational Culture • Change the reward system to encourage acceptance of new values • Replace unwritten norms with clearly specified expectations • Shake up current subcultures through job transfer, job rotation, and/ or termination. • Work to get consensus through employee participation and create a climate with a high level of trust.
CHAPTER 6: LESSON 5
Managing Workplace Diversity Workforce diversity in organization is inevitable. It is a fact that the organization members may differ in age, gender, physical ability, ethnicity/race, culture, values, attitudes, beliefs and personality. Since workgroup diversity is associated with positive and negative outcomes, managers must try to reduce the potential negative effects of diversity through a.) encouraging employees to accept the organization's culture or its dominant values and b.) encouraging employees to accept differences in the workplace.
CHAPTER 6: LESSON 6
Filipino and Foreign Cultures in Organization Filipino-owned organizations exhibit a different organizational culture as compared to their foreign counterparts. Filipino and foreign culture in organizations exert big influence on how managers do their functions and how their subordinates responds to rules/regulations and leadership styles. Therefore, organizational structure is a critical factor in numerous organizational endeavors.
CHAPTER 6: LESSON 6
Shared Values and Beliefs of Filipinos Three Primary Filipino Values: - Social Acceptance - Economic Security - Social Mobility
CHAPTER 6: LESSON 6
Shared Values and Beliefs of Filipinos Examples of Filipino beliefs and practices are the: - Mañana habit -Ningas cogon -Filipino time
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Positive implications of the 3 primary Filipino values: -may motivate the Filipino workers to work hard -managers will find it easy to manage their firm
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Negative implications of the 3 primary Filipino values: -may influence the Filipino worker to be selfcentered, selfish, and unmindful -managers may have a problem managing some obsessive and selfish Filipino workers
CHAPTER 6: LESSON 6
Influence of Filipino’s Shared Values and Beliefs on Organizational Mgt. Negative implications of the Mañana habit, Ningas cogon, Filipino time: -postponing the completion of tasks -being energetic only at the beginning of projects -coming 15-30 mins. late for work
CHAPTER 6: LESSON 6
Influence of Foreign Culture on Organizational Management - Gender Egalitarianism - Assertiveness - Performance Orientation - Humane Orientation
GROUP 3 GROUP 4 GROUP 12 X-AYALA
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