Professional Documents
Culture Documents
HBO Final Exam
HBO Final Exam
HBO Final Exam
SUMMARY
internal stimulus situation. To understand the behavior of a person we have to understand what
evaluate based on their actions and relations to different stimuli. Behavior is mostly mostly
influenced by the nature of the person and the nature of the situation.
To learn more about the human behaviors to bring positive changes to your behavior, you
Based on the way people act or behave in different situations and in response to different
Moral Behavior- this type of behavior occurs after thinking. For example, a person
Overt Behavior- it is visible type of behavior that can occur outside of human beings.
Eating food, riding on a bicycle, and playing football are some examples.
Covert Behavior- this type of behavior is not visible. Thinking is a good example of
Involuntary Behavior- this type of behavior occurs naturally and without thinking.
1. Optimistic
About 20% of the people living in this world are believed to have this personality.
An optimistic person stays hopeful in all situations and keeps trying no matter how
hard circumstances get. Furthermore, these people can be pessimistic some situation
2. Pessimistic
There seems to be some balance in different personality types. About 20% of
people in the world are estimated to have this personality. A Pessimistic person
may doubt everything around his or her. Moreover, these people can be optimistic
in some situation.
3. Trusting
About 20% of the people living in this world are believed to have this personality.
One of the major traits of trusting people is to trust others. These people do not
need a major reason to believe others. There are situations when these people may
4. Envious
The number of people having this kind of personality varies from society to
society. According to research we are discussing here, about 30% of people in the
world are estimated to have this personality. Envious people are not always like this,
envious and trusting. It is due to the reason that these traits exist in all human beings. The people
who are able to easily trust others are known to as trusting so on and so forth.
The study of Organizational Behavior gives insight on how employees behave and
perform in the workplace. It helps us develop an understanding of the aspects that can motivate
employees, increase their performance, and help organizations establish a strong and trusting
Behavior is able to help leaders understand the motivational tools required to facilitate their
employees to reach their potential. It is significant for leaders to analyze the organizational
Performance
There are few factors where behaviors can affect one’s performance. According to a
study from IJEMS, those that can come to work with a positive attitude are more creative and it
Office Characteristics
The oppeness of an office can make employees feel a sense of calmness. Density also has
an impact on employee’s wellness. It is important not to over-densify office space because small
Principle of Organization- are set of principles, which determines the existence and functioning
of organization. The early theory on management and organization, in the earlz 20th century ,
Organization begins when people, even if they be only two or more, combine their
1. Principle of Objective
2. Principle of Specialisation
3. Principles of Co-ordination
5. Principle of Definition
6. Span of Control
7. Principle of Balance:
8. Principle of Continuity
9. Principle of Uniformity
11. Principle of Exception
12. Principle of Simplicity
RESPONSE
Republic of the Philippines
BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO
LANAO CENTRAL COLLEGE INC.
Awar St., East Basak Malutlut, Marawi City
SUMMARY
Some systems are consciously created and regularly looked at and updated.
The purpose of these systems is to help managers shift everything in the organization –
people, technology, structure and environment - to get results, or outcomes for the organization.
integrated set of assumptions and beliefs about the way things are, the purpose for these
These philosophies are sometimes explicit, and occasionally implicit, in the minds of
manager.
People should treat each other with consideration, trust, and respect.
Teamwork can, and should, produce far more that the sum of individual efforts. Team
Innovation is essential.
Fact premise are acquired through direct and indirect lifelong learning and are very
Value premise represent our views of the desirability of certain goals and activities.
Value premises are variable beliefs we hold and are therefore under our control.
VALUES
The rules by which we make decisions about right and wrong, should and shouldn't, god
and bad.
They also tell us which are more or less important, which is useful when we have to trade
VISION
Leaders need to create exciting projections about the organization should go and what
sell it throughout the ranks of employees so they will embrace it with commitment.
MISSION
Identifies the business it is in, the market niches it tries to serve, the types of customer it
It even includes a brief listing of the competitive advantages, or strengths, that the firm
believes it has.
GOALS
Goals are relatively concrete formulations of achievements the organization is aiming for
Goal setting is a complex process, for top management's goals need to be merged with
those of employees, who bring their psychological, social, and economic needs with them
to an organization.
1. AUTOCRATIC MODEL
o Those who are in command must have the power to demand "you do this - or else"
o The employees in turn are oriented towards obedience and dependence on the boss.
o Its principal weakness is its high human cost especially as caused by micromanagement.
Useful:
alternatives.
2. CUSTODIAL MODEL
o The basis of this model is economic resources with a managerial orientation of money.
o The employees in turn are oriented towards security and benefits and dependence on the
organization.
3. SUPPORTIVE MODEL
o The employees in turn are oriented towards job performance and participation.
o Employees are strongly motivated because their status and recognition needs are better
4. COLLEGIAL MODEL
o “There is at least one important thing that cannot be done unless you do it”
o The employees in turn are oriented towards responsible behavior and self-discipline.
o Employees normally feel some degree of fulfillment, worthwhile contribution, and self-
actualization.
5. SYSTEM MODEL
o Employees want a work context that is ethical, infused with integrity and trust and
o There is spirituality at work the desire for employees to know their deepest selves better,
o This model reflects the values underlying positive organizational behavior, where
managers focus their attention on helping employees develop feelings of hope, optimism,
Influence people to learn continuously and share that learning with others.
Evolving Usage
Managerial Flexibility
Evolving Usage
The trend toward the supportive, collegial and system models will probably
continue.
Only these newer models can offer the satisfaction of the employees needs for
Though one model may be most used at any given time, some appropriate uses will
The five models will continue to be used, but the more advanced models will have
Managerial Flexibility
Managers need to identify their current behavioral model and must keep it flexible
and current.
Reference:
RESPONSE
Republic of the Philippines
BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO
LANAO CENTRAL COLLEGE INC.
Awar St., East Basak Malutlut, Marawi City
strategies, designing internal and external communications directives, and managing the flow of
questions:
5. Who are the person/s who will be responsible for transmitting the collated information?
The five W's in communication management are only the guidelines. Therefore, you do need
to take other considerations into account, such as cost and access to information.
Management and communication are closely tied together. As defined, communication is the
process by which information is shared between two or more people (which includes
COMMUNICATION FUNDAMENTALS
Communication
Effective communication plays a key role in fulfilling these needs and contributes
Despite its importance, communication has not been given enough attention and grown as
decoding of messages.
communication process.
It is human nature to assume that when we communicate we are doing so effectively, and
that if anything goes wrong consequently the responsibility for that must rest with the
recipient.
Communication is a skill and like any skill it requires practice. It is improvement through
1. Verbal communication
Effective verbal communication involves the use of both speech and writing to
Listening
be effective unless the audience is good at listening and most of its content is
2. Non-verbal communication
Non-verbal communication is a primitive form of communication that does not involve the
use of words. Non-verbal communication is less structured compared to its verbal counterpart
Barriers to Communication
into problems caused by the sender, problems in message transmission, problems in reception,
Though most communication barriers require situation specific handling, a few basic methods
for dealing with them are available. These methods such as know your subject, focus on the
DOWNWARD COMMUNICATION
hierarchy from leaders to followers. It is characteristic for organizations were hierarchies are
strictly followed, often also for upward communication. It can often lead to information loss as
each layer forwards the message, but it is often a necessity in large organizations.
MANAGER/DIRECTOR
ASSISTANT MANAGER/DIRECTOR
SUPERVISOR
STAFF/WORKERS
2. Lack of feedback
4. Unknown impact
Advantages
1. Organizational discipline
2. Efficiency
4. Ease of delegation
Disadvantages
1. Distortion
2. Slow feedback
3. Interpretative problems
UPWARD COMMUNICATION
Upward communication is the flow of information from front line employees to managers,
UPWARD
MANAGER-PRODUCTION
PRODUCTION SUPERVISOR
WORKERS
1. Performance
2. Focus groups
4. Company Meeting
5. Suggestion boxes
Upward communication keeps managers aware of how employees feel about their jobs,
Feedback
Upward communication can be used to give feedback to managers. It is very important for
the manager the feedback to assess if the new guidelines and policies are effective or not.
Upward communication seems easy enough. But sometimes, employees face significant
Filtering
Delay
Reluctance
Education or experience:
Cultural differences
1. Intrapersonal Communication
Source (sender) and receiver is only one. so, the feedback works without any interruption.
Example: A person can communicate himself through pain, thinking, feelings and emotion etc.
2. Dyadic Communication
The Source becomes a receiver and receiver become Source because of dynamic communication
process were the feedback’s are shared between Source and the receiver.
In this communication process, everyone becomes a Source as well as receiver through sharing
4. Public Communication
In public communication, Source or messages from a single person will reach or received
by huge number of audience. But in this communication there is no mutual feedbacks between
source and receiver like small group communication and it’s only focused on Speaker.
5. Mass Communication
In mass communication, basically have a large number of audience and they are all can’t
grouped together in one place so we need certain tool or technology for communication process.
But in mass communication, there is no direct access with receiver. So, for that they need media
like newspaper, radio, television and internet. Here the audience feedback is very less or delayed.
Verbal Communication
Verbal communications in business take place over the phone or in person. The medium of
communications require more planning, reflection, and skill than normal day-to-day
interactions at work.
1. Written Communication
mails, letters, training manuals, and operating policies. They may be printed on paper,
2. Nonverbal Communication
What you say is a vital part of any communication. But what you don’t say can be
Here are a few examples of nonverbal cues that can support or detract from a Sender’s
Message.
Body Language- A simple rule of thumb is that simplicity, directness, and warmth
given with a warm, dry hand, is a great way to establish trust. A weak, clammy
Eye Contact- In business, the style and duration of eye contact considered
appropriate vary greatly across cultures. In the United States, looking someone in the
Facial Expressions- The human face can produce thousands of different expressions.
different emotional states. Our faces convey basic information to the outside world.
Happiness is associated with an upturned mouth and slightly closed eyes; fear with an
open mouth and wide-eyed stare. Flitting (“shifty”) eyes and pursed lips convey a
character.
Posture- The position of our body relative to a chair or another person is another
settle back in her seat. The subtle repetition of the other person’s posture conveys that
Touch- The meaning of a simple touch differs between individuals, genders, and
cultures.
Space- Anthropologist Edward T. Hall coined the term proxemics to denote the
different kinds of distance that occur between people. These distances vary between
cultures. The figure below outlines the basic proxemics of everyday life and their
meaning:
have the advantage of immediate feedback, are best for conveying emotions, and can involve
synchronicity, of reaching many readers, and are best for conveying information. Both verbal
and written communications convey nonverbal messages through tone; verbal communications
are also colored by body language, eye contact, facial expression, posture, touch, and space
INFORMAL COMMUNICATION
Informal Communication
Is the communication among the people of an organization not on the basis of formal
relationship in the organizational structure but on the basis of informal relations and
understanding?
or gossip. It is direct, spontaneous and flexible. It is personal, unofficial, and mostly verbal.
The term ‘Grapevine Communication’ originated during the American Civil War (1861-
1865). During the period the communication of intelligence information through telegraph
was not effective and reliable because the telegraph system was unorganized. Telegraph lines
were strung in a haphazard way through the trees like a real grapevine.
The informal communication is a part and parcel of the organizational process. Proper
analysis and suitable clarification of informal communication will be helpful in making its
1. sharing of information
3. making friendship
5. Resolving conflicts
Informal Communication is conveyed through verbal and gestural means in all directions
v. Body movement
vi. Silence
Grapevine works through informal channels; it does not follow any scheduled path or
persons like a chain. A tells something to B, who tells it to C, who tells it to D and so on.
It is generally a long chain. The longer the chain the greater is the possibility of distortion of the
information.
2. Gossip Chain:
In Gossip Chain one person actively conveys information to other persons around him. A
circle or wheel-like figure is formed in this communication. Gossip Chain is generally used when
3. Probability Chain:
It is a random process in which information may move from one person to any other
some people of the organization will be informed and some others will remain outside the arena
of the communication.
4. Cluster Chain:
Cluster chain is mostly used and the dominant pattern of grapevine communication. In
this type one person tells something to some selected trust worthy persons. Some of these
whereas, grapevine or informal communication are like veins. Where formal communication
iv. It is conveyed through conversation, facial expression, body movement, silence, etc.;
vi. Small groups are formed with like-minded people in such communication:
iii. New ideas, suggestions, opinions may come out through such communication as
iv. It can create an atmosphere congenial for work as the relationship between the
vi. Sharing of information in a free atmosphere makes the picture clear, bringing out the
suspicion;
i. Inaccurate, incomplete and half true information’s are spread through informal
ii. In most cases it is emotional and full of sentiments which can change its meaning;
iii. No one can be held responsible as it is not possible to find out the supplier of wrong
iv. It is not reliable. The managers cannot depend upon such information as it does not
follow any norm and is too loose a system. No decision can be taken depending upon
such communication;
communication more effective. There is no golden rule of arriving at the right mixture but the
experienced managers and executives who are familiar with the ins and outs of the department
and understand the nature of the employees can find out a proper blend for a particular situation.
While formal communication will help the execution of official orders, informal
Social system
Is a complex set of human relationships interacting in many ways; possible
Each small group is a subsystem within larger groups that are subsystems of even
larger groups, and so on, until the entire world’s population is included.
Two points stand out in the complex interactions among people in a social system:
1. The behavior of any one member can have an impact, directly or indirectly, on the
behavior of any other. Although these impacts may be large or small, all parts of the
system are mutually interdependent. Simply stated, a change in one part of a system
affects all other parts, even though its impact may be slight.
2. Important point revolves around a system’s boundaries. Any social system engages in
exchanges with its environment, receiving input from it and providing output to it (which
then becomes inputs for its adjacent systems). Social systems are, therefore, open
A. Social Equilibrium
working balance.
o Equilibrium is a dynamic concept, not astatic one. Despite constant change and
movement in every organization, the system’s working balance can still be retained.
o The system is like a sea: in continuous motion and even suffering substantial disruption
from storms, over time the sea’s basic character changes very little.
o If the effects of change are favorable for the system, it has a functional effect. When an
action or a change creates unfavorable effects, such as a decline in productivity, for the
o They can be creative, productive, and enthusiastic and actively seek to improve the
o On the other hand, they can be tardy, absent frequently, unwilling to use their talents, and
o For employees to exhibit functional behaviors, they need to receive clear expectations
employees.
with it, although often they are not conscious of doing so. This contract is in addition to
o Employees agree to give a certain amount of loyalty, creativity, and extra effort, but in
return they expect more than economic rewards from the system.
o On the other hand, if both their psychological and economic expectations are met, they
tend to experience satisfaction, stay with the organization, and perform well.
o Desirable sense of mutuality has been reached. The psychological contract builds upon
SOCIAL CULTURE
social culture.
Culture is the conventional behavior of society, and influences all actions of a person
Social cultures are often portrayed as consistent within a nation, thereby producing a so-
At the simplest level, national cultures can be compared on the bases of how their
Social cultures can have dramatic effects on behavior at work. Some of the ways in which
cultures differ include patterns of decision making, respect for authority, treatment of
understand and appreciate the backgrounds and beliefs of all members of their work unit.
It gives them stability and security, because they can understand what is happening in
their cultural community and know how to respond while in it. This one-culture
dependency may also place intellectual blinders on employees, preventing them from
gaining the benefits of exposure to people from other cultural backgrounds. Cultural
more cultures into the workplace. Employees need to learn to adapt to others in order to
consequences.
A. Cultural Diversity
work raises the issue of fair treatment for workers who are not in positions of
authority. Problems may persist because of a key difference in this context
an action, whereas prejudice is an attitude. Either may exist without the other. The
Work ethic means that they view work as very important and as desirable
goal in life. They tend to like work and derive satisfaction from it. They usually
have a stronger commitment to the organization and to its goals than do other
The available research indicates that two conclusions can be safely reached.
First, the proportion of employees with a strong work ethic varies sharply among
sample groups. Differences depend on factors such as personal background, type of work
performed, and geographical location. The range is quite broad, with the proportion of
employees in different jobs who report that work is a central life interest extending from
15 to 85 percent. Second conclusion, is that the general level of the work ethic has
declined gradually over many decades. The decline is most evident in the different
attitudes between younger and older workers. Not only are younger employees not as
supportive of the work ethic, but the level of support that young people once exhibited
has dropped substantially. It carries serious implications for industrial productivity,
C. Social Responsibility
Every action that organization takes involves costs as well as benefits. Previous
years there has been a strong social drive to improve the cost-benefit relationship to make
it possible for society to gain benefits from organizations and for the benefits to be fairly
distributed.
influence on the social system and that this influence must be properly considered and
balanced in all organizational actions. The presence of strong social values such as social
responsibility has a powerful impact on organizations and their actions. It leads them to
use socioeconomic model of decision making, in which both social costs and benefits are
ROLE
Role reflects a person’s position in the social system, with its accompanying rights and
In order to be able to interact with one another, people need some way of anticipating
occupational role of worker, the family role of parent, the social role of club president,
UNDER OF ROLE:
A. Roles Perceptions
The activities of managers and workers alike are guided by their role perceptions, that is,
how they think they are supposed to act in their own roles and how others should act in
their roles.
Managers perform many different roles, they must be highly adaptive (exhibiting role
Supervisors especially need to change roles rapidly as they work with both subordinates
When two people, such as a manager and an employee, interact; each one needs to
1. First, there is the manager’s role perception as required by the job being performed (A).
2. Then there is the manager’s perception of the role of the employee being contacted (B).
3. Finally there is the manager’s perception of his or her role as likely to be seen by the
employee (C).
B. Mentors
A mentor is a role model who guides another employee (a protégé) by sharing valuable
Mentors teach advice, coach, and support, encourage, act as sounding boards, and
faster movement up the learning curve, better succession planning through development
Some organizations actually assign protégés to various mentors, but this practice can
other firms simply encourage employees to seek out their own mentors.
C. Role Conflict
When others have different perceptions or expectations of a person’s role, that person
Such conflict makes it difficult to meet one set of expectations without rejecting another.
D. Role Ambiguity
When roles are inadequately defined or are substantially unknown, role ambiguity
exists, because people are not sure how they should act in situations of this type.
When role conflict and role ambiguity exist, job satisfaction and organizational
On the other hand, employees tend to be more satisfied with their jobs when their roles
A better understanding of roles helps people know what others expect of them and how
they should act. If any role misunderstanding exists when people interact, then problems
STATUS
recognition, honor, esteem, and acceptance given to a person. Within groups, differences
in status apparently have been recognized ever since civilization began. Wherever people
gather into groups, status distinctions are likely to arise, because they enable people to
define their rank relative to others in the group. If they become seriously upset over their
for most people; it is considered a much more devastating condition, however, in certain
societies.
People, therefore, become quite responsible in order to protect and develop their status.
Since status is important to people, they will work hard to earn it. If it can be tied to
actions that further the company’s goals, then employees are strongly motivated to
A. Status Relationship
High-status people within a group usually have more power and influence than those with
low status.
They also receive more privileges from their group and tend to participate more in group
activities.
They interact more with their peers than with those of lower rank. Basically, high status
As a result, lower-status members tend to feel isolated from the mainstream and to show
In a work organization, status provides a system by which people can relate to one
Though status can be abused, normally it is beneficial because it helps people interact and
B. Status Symbols
The status system reaches its ultimate end with status symbols.
These are the visible, external things that attach to a person or workplace and serve as
They exist in the office, shop, warehouse, refinery, or wherever work group congregate.
They are most in evidence among different levels of managers, because each successive
level usually has the authority to provide itself with surroundings just a little different
Many organizations have a policy that persons of equal rank in the same department
There maybe some variation between departments, such as production and sales, because
In any case, managers need to face the fact that status differences exist and must be
managed successfully.
Managers have the power to influence and control status relationships somewhat. The
C. Sources of Status
The sources of status are numerous, but in atypical work situation several sources are
easily identified.
Education and job level are two important sources of higher status.
A person’s abilities, job skills, and type of work also are major sources of status.
Other sources of status are amount of pay, seniority, age, and stock options. Pay gives
economic recognition and an opportunity to have more of the amenities of life, such as
travel.
Seniority and age often earn for their holder certain privileges, such as first choice of
Method of pay (hourly versus salary) and working conditions also provides important
Stock options provide employees with the opportunity to share the financial success of
the firm.
D. Significance of Status
are consumed by the desire for status, it often is the source of employee problems and
conflicts that management needs to solve. It influences the kinds of transfers that
employees will take, because they don’t want a low-status location or job assignment. It
helps determine who will be an informal leader of a group, and it definitely serves to
Some people are status seekers, wanting a job of high status regardless of other
working conditions. These people can be encouraged to qualify themselves for high-
ORGANIZATIONAL CULTURE
operate. It provides the complex social system of laws, values, and customs in which
Kurt Lewin, is a function of the interaction between personal characteristics (P) and the
Organizational culture is the set of assumptions, beliefs, values and norms that
are shared by an organization’s members. This culture may have been consciously
created by its key members, or it may have simply evolved across time. It represents a
key element of the work environment in which employees perform their jobs.
touch it, but it is present and pervasive. Like the air in a room, it surrounds and affects
A. Characteristics of cultures
Organizations, like fingerprints and snowflakes, are unique. Each has its own history,
stories and myths which, in their totality, constitute its distinctive culture.
Cultures are relatively stable in nature, usually changing only slowly over time.
Exceptions to this condition may occur when a major crisis threatens a firm or when two
organizations mere with each other (requiring a careful blending of the two as to avoid
culture clash).
Most organizational cultures have historically been implicit rather than explicit. More
recently, though, organizations have begun talking about their intended cultures, and
many top leaders see one of their major roles as speaking out about the kind of
A final defining characteristic of most cultures is that they are seen as symbolic
inferences about it from hearing stories about the way things are done, from reading
slogans that portray corporate ideals, from observing key artifacts, or from watching
1. There is no best culture for all firms; culture clearly depends on the organization’s goals,
2. Cultures will be more easily recognized when their elements are generally integrated and
consistent with each other; in other words, they fit together like pieces of a puzzle.
3. Most members must at least accept, if not embrace, the assumptions and values of the
culture.
Employees seldom talked explicitly about the culture in which they worked; more
employees.
Most cultures evolve directly from top management, who can have a powerful influence
However, management’s actions are even more important to watchful employees, who
can quickly detect when managers give only lip service but not true support to certain
Finally, cultures have varying strengths – they can be characterized as relatively strong or
weak, depending largely on the degree of their impact on employee behavior and how
Most early attempts by researchers relied on examination of stories, symbols, rituals, and
In other cases, examination of corporate philosophy statements has provided insight into
the espoused culture (the beliefs and values that the organization states publicly).
Another approach is to survey employees directly and seek their perceptions of the
organization’s culture.
One of the more interesting methods is to become member of the organization and
If organizations are to consciously create and manage their cultures, they must be able to
People are generally more willing to adapt and learn when they want to please others,
intentional approach that helps make this happen is used by many firms.
These cultural communication acts may be lumped under the umbrella of organizational
corporate orientation training for new employees) and informal means (like the role
All these approaches help shape the attitudes, thoughts, and behavior of employees.
From the employee’s viewpoint, it is the essential process of learning the ropes to survive
and prosper within the firm. The important point is that socialization can be functional for
Managers are encouraged to engage in storytelling as a way to forge a culture and build
organizational identity.
Good stories tap into the emotions of an audience and have proven to be powerful ways
Stories convey a sense of tradition, explain how past problems have been solved, convey
personal frailty through tales of mistakes made and learned from, and enhance cohesion
These stories highlight purposeful plots and patterns that the organization cherishes, they
point out consequences of actions, and they provide valuable lessons that carry forward
MOTIVATION
Motivation describes the wants or needs that direct behavior toward a goal. It is an urge
to behave or act in a way that will satisfy certain conditions, such as wishes, desires, or goals.
Older theories of motivation stated that rational thought and reason were the guiding factors in
human motivation; however, psychologists now believe that motivation may be rooted in basic
MOTIVATION BASIS
1. Acquire and achieve. This area focuses on acquiring resources, status, and possessions,
which means that leaders should optimize extrinsic incentive programs around this drive.
as much motivation for enhancing career paths as financial rewards. In other words,
Employees need to create connections, perceive a fit with the corporate culture, and
engage with others. Nevertheless, systems, processes, and rules can prevent this, so it is
essential that opportunities for connecting and interacting with team members are
available.
3. Create and challenge. Employees perform better when they are engaged and learning on
the job. Motivation centers around attaining mastery, learning, improving, and creating.
4. Define and defend. An organization’s reputation, moral bearing, and company culture all
influence workplace motivation. Those who are driven to protect their status,
relationships, and ideas also need to clarify their purpose in the company. The business
can activate the define and defend drive inclusively, but usually it’s smaller sub-groups
HUMAN NEEDS
Maslow’s hierarchy of needs is used to study how humans behavioral motivation. Maslow used
the terms “physiological”, “safety”, “belonging and love”, “social needs” or “esteem”, and “self-
actualization” to describe the pattern through which human motivations generally move.
This means that in order for motivation to arise at the next stage, each stage must be satisfied
within the individual themselves. Additionally, this theory is a main base in knowing how effort
1. Self – actualization
Achieving one’s full potential, including creative activities.
2. Esteem needs
4. Safety needs
5. Physiological needs
Behavior modification refers to the techniques used to try and decrease or increase a
particular type of behavior or reaction. This might sound very technical, but it’s used very
frequently by all of us. Parents use this to teach their children right from wrong. Therapists use it
to promote healthy behaviors in their patients. Animal trainers use it to develop obedience
between a pet and its owner. We even use it in our relationships with friends and significant
others. Our responses to them teach them what we like and what we don’t.
The purpose behind behavior modification is not to understand why or how a particular
behavior started. Instead, it only focuses on changing the behavior, and there are various
Positive reinforcement
Negative reinforcement
Punishment
Flooding
Systematic desensitization
Aversion therapy
Extinction
Motivational Applications
Motivational applications, at its most basic, motivation can be defined as the fulfillment
of various human needs. These needs can encompass a range of human desires, from basic,
psychological well-being
Application of motivation
In organizations motivation factors have been used to increase the performers of the
workers by increasing their salaries and allowances which in turn increases the level of
Without motivation, you can't achieve anything. Motivation is an important life skill. The
reason it's important is because every person on this earth is unique and has a purpose. To
steward your purpose well, you have to be motivated to work towards your goals which helps
going to do [action]
4. Growth – “I want to feel like I am continually improving, progressing, moving forward, so I’m
going to do [action]
5. Power – “I want to feel strong, powerful and influential, so I’m going to do [action]
6. Social factors – “I want to feel a sense of belonging, like I am part of a tribe, coven or
There are several reasons why employee motivation is important. Mainly because it
allows management to meet the company's goals. Motivated employees can lead to increased
productivity and allow an organization to achieve higher levels of output. Imagine having an
Expectancy theory, initially put forward by Victor Vroom at the Yale School of
proposed that a person decides to behave in a certain way based on the expected result of the
chosen behavior.
number of other atoms with which an atom of the element can combine.
individual will behave or act in a certain way because they are motivated to select a specific
behavior over others due to what they expect the result of that selected behavior will be.
B. COMPARISON MODELS
Comparison bar models are a simple and intuitive way to help learners visualize all sorts
of problems. You can apply them across the curriculum for any problem where learners need to
compare two or more amounts. Let's look at how comparison bar models work and explore ideas
At a simple level, it seems obvious that people do things, such as go to work, in order to
get stuff they want and to avoid stuff they don't want.
No model is perfect, but all of them add something to our understanding of motivational
process
SUMMARY
Leadership
Leadership is defined as the ability to influence others. Leadership is the work that is done by
the leader.
It is also defined as the capacity to influence as a group towards the realization of a goal.
Leaders are required to develop a future vision and to motivate the organizational
so that they will strive willingly towards the achievement of group goals.”.
Nature of Leadership
Leadership derives from the power and is similar to, yet distinct from, management. In
fact, “leadership” and “management” are different. There can be leaders of completely
unorganized groups, but there can be managers only of organized groups. Thus it can be
said that a manager is necessarily a leader but a leader may not be a manager.
Leadership is essential for managing. The ability to lead effectively is one of the keys to
being an effective manager because she/he has to combine resources and lead a group to
achieve objectives.
can appreciate better what people want and why they act as they do. A leader can
to follow a person that makes that person a leader. Moreover, people tend to follow those
whom they see as providing a means of achieving their desires, needs and wants.
Leadership involves an unequal distribution of power between leaders and group
members. Group members are not powerless; they can shape group activities in some
ways. Still, the leader will usually have more power than the group members.
Leaders can influence the followers’ behavior in some ways. Leaders can influence
workers either to do ill or well for the company. The leader must be able to empower and
The leader must co-exist with the subordinates or followers and must have a clear idea
about their demands and ambitions. This creates loyalty and trust in subordinates for their
leader.
Leadership is to be concerned about values. Followers learn ethics and values from their
leaders. Leaders are the real teachers of ethics, and they can reinforce ideas. Leaders need
Leading is a very demanding job both physically and psychologically. The leader must
have the strength, power, and ability to meet the bodily requirements; zeal, energy, and
The nearly four decades of research that focused on identifying the personal traits
associated with the emergence of leaders and leader effectiveness resulted in two observations.
First, leader traits are important—people who are endowed with the “right stuff” (drive, self-
confidence, honesty, and integrity) are more likely to emerge as leaders and to be effective
leaders than individuals who do not possess these characteristics. Second, traits are only a part of
the story. Traits only account for part of why someone becomes a leader and why they are (or are
Contingency Theory
whether or not their leadership style suits a particular situation. According to this theory, an individual
can be an effective leader in one circumstance and an ineffective leader in another one. To maximize
your likelihood of being a productive leader, this theory posits that you should be able to examine each
situation and decide if your leadership style is going to be effective or not. In most cases, this requires
Leadership is a term that conjures up different images in different people while to some it
means charisma, to other, it means power and authority. Leadership skills emerge out of
spontaneity and contagion needs, spontaneity refers to the need for initiating a wide range of
activities or creating opportunities for other with a view to influence people. In contracts, people
with contagion needs are influenced by others and will develop leadership skills. In fact,
There are different approaches emerging in the field of leadership. Some of them are:
1. Attribution theory of leadership: It deals with people trying to make sense out of
something. This theory tells that leadership is merely an attribution that people make
charismatic leaders are John F. Kennedy, Martin Luther King, Jr. Walt Disney, Ted
Turner, Barack Obama etc. They are found to have extremely high confidence,
motive their followers in the direction of established goals and clarifying role and
transcend their own self-interests for the good of the organization, and they are
and culture so that they have a better bit with the surrounding environment. They are
change agents who energies employees and direct them to a new set of corporate
attractive vision of the future for an organization unit that grows out of and improves
upon the present. This vision, if properly selected and implemented, is so energizing
that leads to great success of the organization. A vision has clear and compelling
imagery that offer an innovative way to improve, which recognizes and draws on
traditions, and connects to action that people can take to realize change. Vision taps
people’s emotions and energy, properly articulated a vision creates the enthusiasm
that people have for sporting events and other leisure time activities, binging the
Still under the influence of the great man theory of leadership, researchers
In the workplace, there are dozens of factors that can affect a leader’s effectiveness. These include
things like the size of the team, the scope of a project and the expected delivery date for a result.
Different leaders, each with unique leadership styles, will respond to these variables in different ways.
Contingency theorists would say that no matter how successful a leader is, there will always be a
particular situation that will challenge them. Therefore, leaders must be willing to acknowledge the fact
that their success depends partially on their circumstances in addition to their personal skills.
Leadership thus, plays a crucial role in organizational dynamics. It fill many of the voids left in
groups within the organization, and facilitates organizational membership and personal needs
satisfaction. It is the quality of managerial leadership that often differentiates effective from
ineffective organizations. Therefore, rational leader should know different emerging approach of
the leadership and also they should be aware of current issue in leadership.
Republic of the Philippines
BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO
LANAO CENTRAL COLLEGE INC.
Awar St., East Basak Malutlut, Marawi City
People
Processes
Rules
Procedures
Decision-making activities
Drives - Achievement –oriented employees monitor their total pay and compare it with
others
Needs – Herzberg model, pay is viewed as a maintenance factor. Other need-based
models, pay is seen as in its capacity to satisfy lower-order needs (i.e. Maslow and
Alderfer’s existence needs)
Equity - employees identify and compares personal costs and rewards to determine
equality
Allocate resources
Appraisal System
Part of appraisal system which requires supervisor to assess employees on various aspects
Productivity.
Behavior
Personal traits
Quality of work
Quantity of output
Attendance
Appraisal Interview - A session in which the supervisor provides: † feedback to the employee on
past performance † discusses any problem † invites a response † opportunity to motivate the
employee
Performance Feedback
Helps employees know what to do and how well they are meeting their goals
Enhances an employee’s self-image and feeling of competence
Lead to both improved performance and improved attitudes
Attribution: the process by which people interpret and assign causes for their own and
others’ behavior
I. Incentive
3. Profit Sharing
Profit sharing rates the company in terms of the its general economic performance
and rewards employees to improve performsnce on the job.
Employees on the workplace may have either a positive or negative attitudes towards products or
-- Positive Attitude has the ability to engage employees in their work. Positive
-- Negative Attitude, in the workplace – whether yours, your employees, your co-
workers or your boss, might include laziness, tardiness, rudeness, rumor mongering or
impact it can have on the people around them. People with a positive attitude can lift the spirit of
their co-workers, while the negative attitude can lower their spirit. “Attitudes may affect both the
functions as part of a team. For instance, as many companies attempt to create a more
diverse workplace, employees may need to work with people of a different race,
Between a high salary and job satisfaction, job satisfaction is definitely more
important. You can get a good pay but if you are not happy there’s no point to it.
Online Survey: nowadays, one of the most popular types is an onlne survey
Paper Survey: As the name suggests, this survey uses the traditional paper and pencil
approach.
One-to-one interviews
employee attitudes is to motivate the employee. Motivation, one of the most critical skills
for effective leadership and management is the ability to motivate others. Refers to those