WHOLE BRAIN LEARNING SYSTEM

OUTCOME-BASED EDUCATION

SENIOR HIGH SCHOOL Grade

Organization and Management 11/12

LEARNING QUARTER 2

MODULE WEEK
5-6

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 Module in
Organization and Management

Quarter 2
Weeks 5-6

Motivation, Leadership and

Communication

Development Teams
Writer: Eliza G. Salvador
Editor: Veronica S. Rabang Clarafina P. Verzosa
Romeo G. Uganiza
Layout Artist: Eliza G. Salvador
Management Team:
Vilma D. Eda Arnel S. Bandiola
Lourdes B. Arucan Juanito V. Labao
Marlyn S. Ventura

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Most Essential Learning Competencies
*Analyze motivation, leadership, and communication work in an organization
*Apply the concept and nature of different control methods and techniques in accounting and
marketing

After going through this module, you are expected to:

 Identify the different theories of motivation
 Differentiate styles of leaderships
 Appreciate the role of communication in directing people within the organization

HAPPY VS. UNHAPPY. Write HAPPY if the statement is correct. If you think the statement
is wrong write UNHAPPY

_____1. Motivation is generally done through promise and engagement.

_____2. Workers need to feel successful in their work to give their best effort to the
organization.
_____3. People have the way they do things because they learned through experiences that
certain behaviors are associated with pleasant consequences.
_____4. The process theory emphasizes how and by what goals individuals are unmotivated.
_____5. The content theory of motivation stresses understanding the factors within
individuals that cause them to act in a certain way
_____6. Controlling is the process of taking the unnecessary measure to ensure that the
organization’s mission and objectives are accomplished as effectively and efficiently
as possible.
_____7. Control can help alert managers to opportunities that might have otherwise gone
unnoticed such as hot-selling products, competitive prices materials and changing
trends.
_____8. Control systems can increase labor costs, eliminate waste, increase output and
increase product delivery cycles.
_____9. Control systems can’t help managers anticipate, monitor, and react to
changes in customers’ needs, competitors’ technologies, government
regulations and environment.
_____10. Control allows top management to decentralize decision-making at lower
levels within the organization and to encourage employees to work together.

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Lesson

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Leading

This module highlights another important management function -- leading. It

is important because it involves the organization’s people who possess different
attitudes, behaviors, personalities, and motivations, among others. Influencing them
to achieve a common goal is quite challenging because of their many diverse
characteristics. Therefore, understanding leading or directing begins with
understanding how people behave, what their motivations are, and how to
communicate with them.

In this module, we will be talking about:

 Leading an organization
 Leadership styles and theories
 Concept and Nature of Different Control Methods and Techniques in Accounting and
Marketing

Activity I. Identify the keywords that we are going to study on this module by
arranging the jumbled letters below.

JUMBLED ARRANGED
NIOAIOMTVT
PLIEAHSDRE SSTELY
MNOOTIAIV TSEHIEOR
PLEASHDREI THEROSIE
NCOOIMTUIACIN

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 Leading is establishing direction and influencing others to follow that direction.
Common to all definitions of leadership is the notion that leaders are individuals who, by their
actions, facilitate the movement of a group of people toward a common or shared goal. This
definition implies that leadership is an influence process.

The word leader is often used interchangeably with the word manager to describe
those individuals in an organization who have positions of formal authority, regardless of
how they actually act in those jobs. But just because a manager is supposed to be a formal
leader in an organization doesn’t mean that he or she exercises leadership.

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 for what is wrong is suggested to prevent mental and behavioral problems which are
barriers to achieving both organizational and individual goals.

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.

A person is said to possess a healthy personality if he or she is fully functioning in

mind, body, and spirit; he or she is an optimal person functioning at the highest level. Ideally,
individual human resources of organizations must have a healthy personality because when
one is functioning at the highest level, one, inevitably, becomes efficient in his or her work,
cooperative with managers and coworkers, and, therefore, could easily be influenced by
organization leaders to work toward the achievement of a common organizational goal.

Leading individuals in organizations becomes effortless for the manager and leader,
especially if he or she has a healthy and fully functioning personality.

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.”

The five personality traits in the Big Five Model are:

1. Extraversion - the degree to which someone is sociable, talkative, and assertive
2. Agreeableness - the degree to which someone is good natured, cooperative, and
trusting
3. Conscientiousness - the degree to which someone is responsible, dependable,
persistent, and achievement-oriented
4. Emotional Stability - the degree to which someone is calm, enthusiastic, and secure
(positive), or tense, nervous, depressed, and insecure (negative)
5. Openness to experience - the degree to which someone is imaginative, artistically
sensitive, and intellectual

MOTIVATION

Motivation encourages individuals to work enthusiastically, often performing more

work than what is required. What could be done to ensure such motivated and enthusiastic
performance among their subordinates? What could be done to inspire employees whose
work performance is limited to the minimum need? Understanding individual human needs,

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perceptions, thoughts, and beliefs may provide good answers to such questions that are
often asked in different work settings
.
3 Components of Motivation
1. Ignition – the initial feeling of interest that a person has towards achieving a set
goal.
2. Direction- the set of actions that people will take in order to achieve their goals.
3. Maintenance- consistency of behavior until the goal is achieved.

Theories of Motivation (Focus on Needs)

1. Abraham Maslow defined need as a physiological or psychological deficiency that a

person feels the compulsion to satisfy. This need can create tensions that can influence a
person’s work attitudes and behaviors.

2. In his two-factor theory, Herzberg identifies two sets of factors that impact
motivation in the workplace:
 Hygiene factors include salary, job security, working conditions, organizational policies,
and technical quality of supervision. Although these factors do not motivate employees,
they can cause dissatisfaction if they are missing.

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 Satisfiers or motivators include such things as responsibility, achievement, growth
opportunities, and feelings of recognition, and are the key to job satisfaction and
motivation.

3. Alderfer’s ERG theory. Clayton Alderfer’s ERG (Existence, Relatedness, Growth)

theory is built upon Maslow’s hierarchy of needs theory. To begin his theory, Alderfer
collapses Maslow’s five levels of needs into three categories.
 Existence needs are desires for physiological and material well-being.
 Relatedness needs are desires for satisfying interpersonal relationships.
 Growth needs are desires for continued psychological growth and development.
This approach proposes that unsatisfied needs motivate behavior, and that as lower
level needs are satisfied, they become less important. Higher level needs, though, become
more important as they are satisfied, and if these needs are not met, a person may move
down the hierarchy, which Alderfer calls the frustration-regression principle. What he means
by this term is that an already satisfied lower level need can become reactivated and
influence behavior when a higher level need cannot be satisfied. As a result, managers
should provide opportunities for workers to capitalize on the importance of higher level
needs.

4. McClelland’s acquired needs theory. David McClelland’s acquired needs theory

recognizes that everyone prioritizes needs differently. He also believes that individuals are
not born with these needs, but that they are actually learned through life experiences.
McClelland identifies three specific needs:

 Need for achievement is the drive to excel.

 Need for power is the desire to cause others to behave in a way that they would not
have behaved otherwise.
 Need for affiliation is the desire for friendly, close interpersonal relationships and
conflict avoidance.

Theories of Motivation (Focus on Behavior)

1. Equity theory. According to the equity theory, based on the work of J. Stacy Adams,
workers compare the reward potential to the effort they must expend. Equity exists when
workers perceive that rewards equal efforts.
But employees just don’t look at their potential rewards, they look at the rewards of
others as well. Inequities occur when people feel that their rewards are inferior to the
rewards offered to other persons sharing the same workloads.

2. Expectancy theory. Victor Vroom introduced one of the most widely accepted
explanations of motivation. Very simply, the expectancy theory says that an employee will be
motivated to exert a high level of effort when he or she believes that:

 Effort will lead to a good performance appraisal.

 A good appraisal will lead to organizational rewards.
 The organizational rewards will satisfy his or her personal goals.

When an employee has a high level of expectancy and the reward is attractive,
motivation is usually high. Therefore, to motivate workers, managers must strengthen
workers’ perceptions of their efforts as both possible and worthwhile, clarify expectations of
performances, tie rewards to performances, and make sure that rewards are desirable.

3. Reinforcement theory. The reinforcement theory, based on E. L. Thorndike’s law of

effect, simply looks at the relationship between behavior and its consequences. This theory

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focuses on modifying an employee’s on-the-job behavior through the appropriate use of one
of the following four techniques:
 Positive reinforcement
 Avoidance
 Extinction
 Punishment

4. Goal-setting theory. The goal-setting theory, introduced in the late 1960s by Edwin
Locke, proposed that intentions to work toward a goal are a major source of work motivation.
Goals, in essence, tell employees what needs to be done and how much effort should be
expanded. In general, the more difficult the goal, the higher the level of performance
expected.

Role of Communication in the Management Process

Communication is the exchange of ideas, messages or information by speech, signals, or

writing. Communication is central to the entire management process for four primary
reasons:
1. Communication is a linking process of management.
2. Communication is the primary means by which people obtain and exchange information.
3. The most time-consuming activity a manager engages in is communication.
4. Information and communication represent power in organizations.

The ability to communicate well, both orally and in writing, is a critical managerial skill and a
foundation of effective leadership.

Lesson

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Leadership Styles and Theories

Leadership is a process of social influence in which a person can enlist the aid and support
of others to accomplish common task.

Leadership Styles
1. Autocratic.
 Leader makes decision without reference to anyone else.
 Team agreement is not needed.
 Demotivation, alienation of staff as they cannot question a decision or give
suggestions.
 Valuable when quick decisions are needed or high level of management control are
needed

2. Democratic
 Encourage decision making from different perspective
 Team agreement is needed
 Help motivation, involvement, improving share of ideas and experience business.
 Can delay decision making as this is time-consuming.
 Need knowledgeable and skillful team members.

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3. Laissez Faire
 The leadership responsibilities are shared by all.
 Leader doesn’t involve people other than to provide resources or advice if required.
 Can be useful when team members are highly capable, able to analyze the situation
and close monitoring of decision is not needed.
 When there’s full trust and confidence in the team members as it depends on good
teamwork and good interpersonal relation
 Not suitable for lesser experienced employees or poor self-motivation people
 This French phrase mean (let them do it)

4. Bureaucratic
 Leader follows rules and procedures without any deviation
 They act as enforcer rather than leader.
 This style doesn’t work in organization that requires staff to be creative, innovative,
and flexible plus this style produces culture of resentment.
 Suitable for work involving high level of health safety, security concerns

5. Charismatic
 Leaders instill inspiration, motivation, excitement and commitment in staff.
 They adept using body, verbal language can tailor their actions and words to suit
given situation or person.
 The team can become reliant on one person and collapse if they leave.
 Similar to transformational leader

6. Task Oriented
 Focus only on getting the job done
 Monitor and organize people’s work and put structure plan, roles ensure deadlines
are met.
 Leaders work well with staff who cannot self-manage their time
7. Transformational
 Leaders arouse emotions in their followers which motivates them to act.
 Leadership is proactive and forms new expectations in followers.
 Leaders are distinguished by their capacity to inspirational motivation and provide
individual consideration, intellectual stimulation and idealized influence to their
followers.
 Leaders create learning opportunities for their followers and stimulated followers to
solve problems.
 Leaders possess good visioning and management skills, to develop strong emotional
bonds with followers.
 Leader changes the organizational culture.

8. Transactional
 Leaders are aware of the link between the effort and reward.
 Leadership is responsive and its basic orientation is dealing with present issues.
 Leaders rely on standard forms of inducement, reward, punishment and sanction to
control followers
 Leaders motivate followers by setting goals and promising rewards for desired
performance
 Leadership depends on the leader’s power to reinforce subordinates for their
successful completion of the bargain
 Leaders work within the organizational culture as it exists.
 Transactional has four element contingent reward, active management by exception,
passive management by exception and laissez faire.

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Lesson Concept and Nature of Different

3 Control Methods and Techniques in

Accounting and Marketing

Management control makes sure that the firm's operating cash flow is for daily
operations such as financing, inventories, credit payments to Working capital, when properly
controlled, must be adequate enough suppliers, reinvestment of cash surplus, and salaries
of employees, or, in general, maintaining an acceptable capital structure. The decision to
seek is a valuable instrument for helping managers determine and establish sufficient,
efficient, and, if possible, profitable when invested, funds should be appropriate, so as not to
incur expenses since borrowing would be subjected to payment of interest. Spending without
thinking of how it could be regained in the future could put any starting business or even a
well-established one in jeopardy. There should be a continuous monitoring of the
organization's activities, followed by corrective actions based on previously planned
programs of action. Moreover, tasks should be completed with less errors. This could be
achieved by comparing tasks with previously set standards or with competitor's standards or
standards prevailing in a particular industry setting
.

The Control Process

Control techniques used for controlling financial resources, office management,

quality assurance, and others are essentially the same. The typical control process involves
establishing standards, measuring and reporting actual performance, and comparing it with
standards, and taking action.

1. Establishing standards means setting criteria for performance. Managers must identify
priority activities that have to be controlled, followed by determining how these activities
must be properly sequenced. In doing so, managers will be able to set key performance
standards that need to be achieved. The value chain, or the proper sequencing of
activities needed to convert the company's raw materials into finished products, key
performance standards.
2. Measuring and reporting actual performance and comparing it with set standards is
essentially the monitoring of performance. To be able to do this, managers must develop
appropriate information systems which will help them identify, collect, organize, and
disseminate information. Managers are able to control facts and figures called data, and
information, which have been given meaning and considered to have value. Analyses of
data/information gathered measure actual performance and comparing it with set
standards serves as a means for detecting deviations. Deviations must be revealed as
early as possible in order to correct them.
3. Taking action involves the correction of deviations from set standards. This activity clearly
shows the control function of management. Managers may rectify deviations by modifying
their plans or goals, by improving the training of employees, by firing inefficient
subordinates, or by practicing more effective leadership techniques.

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t

Activity II. Interview two of your family members who are working. Know what motivates
them to work. Use the guide questions below:
1. Where are you working? Is it private or public?
2. Do you enjoy your work? Why?
3. Do you work to be recognized? Do you work to achieve something? Do you work
because of your compensation?
4. What do you do to keep your job?
Rubric for the Essay Report:

Compare and Multiple Multiple Few similarities Interviewee

contrast
similarities and similarities and and differences perspectives
perspectives
differences are differences are are discussed and
and
discussed with discussed experiences are
experiences of
conclusions not compared
interviewees.
related to
course topics

General Detailed General Minimal Little to no

background
descriptions of descriptions of descriptions of description of
information
both both both interviewees or
about the
interviewees interviewees interviewees or information
interviewees
related to the related to the information is does not relate
assignment assignment unrelated to to assignment
assignment

Focus and There is one There is one There is one The topic and
Details clear, well- clear, well- topic. Main main ideas are
focused topic. focused topic. ideas are not clear.
Main ideas are Main ideas are somewhat clear.
clear and are clear but are not
well supported well supported
by detailed and by detailed
accurate information.
information.

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Activity III. Fill in the blanks to complete the sentences below.
(1) ____________is establishing direction and influencing others to follow that direction. (2)
____________are individuals who, by their actions, facilitate the movement of a group of
people toward a common or shared goal. This implies that (3) ____________is an influence
process. (4) ____________encourages individuals to work enthusiastically, often performing
more work than what is required. The ability to (5) ____________well, both orally and in
writing, is a critical managerial skill and a foundation of effective leadership. (6)
____________is a process of social influence in which a person can enlist the aid and
support of others to accomplish common task. There are different leadership styles such as
autocratic, democratic, transformation, transaction, laissez faire, bureaucratic, charismatic
and task oriented but there is no specific leadership style suggested to be used for it
depends upon the personalities of your employees. To achieve objectives there should be a
continuous (7) ___________ of the organization's activities, followed by corrective actions
based on previously planned programs of action. The typical (8) ___________involves
establishing standards, measuring and reporting actual performance, and comparing it with
standards, and taking action.

Directions: Read the case below and answer the questions at the end of the article.

The Gasat Telecompany, Incorporated (GTI) was awarded the fiber optic
connections for the PLTC customers in Laoag City, Ilocos Norte, for a three-year period.

The GTI director, who worked with PLTC before retirement, was elected president
after the transfer.

The newly elected president reorganized the enterprise. GTI Laoag City now has
three fiber optic teams. Each team has two fiber optic technicians and a driver-messenger
per service vehicle. The three teams are assigned to different districts in Laoag City and
they work on eight-hour shifts for six-day work weeks.

One team is assigned to stay in living quarters of the new office on a bi-weekly basis,
to reduce their commuting time and budget. A senior technician stays in the living quarters
on a monthly basis. All teams do round-robin shifts for the Laoag City office stay.

The newly elected GTI president budgeted allowance for the Laoag City stay of the
teams. The human resources officer has observed that productivity of the teams increases
during their in-houses stay, due to early movement from the office-warehouse, while
productivity decreases once they are out of their in-house stays.

However, the team have developed a fellowship that often discourages teamwork
and professional relationships. Senior technicians sometimes assign housework to the
driver-messenger and younger technicians. The GTI Board think the newly elected

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president often lets the senior technicians get away with shortened work hours, especially for
teams that do not stay in the Laoag City office.

What style of management should the team leader or senior technician use? What
should the human resource officer do with the fluctuating productivity? Is the shortened
working hours the GTI President’s prerogative? Why or why not?

Rubrics for Scoring

Criteria Score
The content and idea are CORRECT; the response directly answers the 25
question; give solution to the problem with further explanations and citations
MOST of the content and idea is CORRECT and the response relatively 22
answers the question.
FEW content and idea are CORRECT and the response to the question is not 18
clear.
ALMOST all of the content and idea is NOT CORRECT and the response to 15
the question is not clear
NO CORRECT information at all. 5

HAPPY VS. UNHAPPY. Write HAPPY if the statement is correct. If you think the statement
is wrong write UNHAPPY

1. Workers need to feel successful in their work to give their best effort to the organization.
2. People have the way they do things because they learned through experiences that
certain behaviors are associated with pleasant consequences.
3. Control systems can’t help managers anticipate, monitor, and react to changes in
customers’ needs, competitors’ technologies, government regulations and environment.
4. Controls allow top management to decentralize decision-making at lower levels within
the organization and to encourage employees to work together.
5. The process theory emphasizes how and by what goals individuals are unmotivated.
6. The content theory of motivation stresses understanding the factors within individuals
that cause them to act in a certain way
7. Controlling is the process of taking the unnecessary measure to ensure that the
organization’s mission and objectives are accomplished as effectively and efficiently as
possible.
8. Control can help alert managers to opportunities that might have otherwise gone
unnoticed such as hot-selling products, competitive prices materials and changing
trends.
9. Motivation is generally done through promise and engagement.
10. Control systems can increase labor costs, eliminate waste, increase output and increase
product delivery cycles.

Answer Key

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References:

Bateman, Thomas S., and Scott A. Snell, Management: Leading and Collaborating in a
Competitive World. New York: McGraw Hill, 2008

Helena Ma. F. Cabrera, Anthony DC. Altejeros, Riaz Benjamin, Organization and
Management Textbook for Senior High School, Department of Education, Vibal
Group, Inc. Quezon City, Phillippines, 2016.

Orjalo, Victoria Garalde, Pefianco, Erlinda C., Organization and Management: Concepts,
Caselets, and Exercises, The Phoenix Publishing House Inc., Quezon City,
Philippines 2016

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For inquiries or feedback, please write or call:

Department of Education – Schools Division of Laoag City

Curriculum Implementation Division
Brgy. 23 San Matias, Laoag City, 2900
Contact Number: (077)-771-3678
Email Address: laoag.city@deped.gov.ph

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