LEADING 2.

COLLECTIVISM
Are Fact Are decision
Filipinos generally value collectivism
Finders makers
LEADING is that management function and close-knit relationships within
which involves influencing others to Focus on Focus on groups, whether in families,
engage in the work behaviours necessary Efficiency Effectiveness communities, or organizations.
to reach organizational goals.
Are given Earn respect 3. FLEXIBILITY AND ADAPTABILITY
LEADING refers to the function while, immediate through actions Filipinos are known for their
LEADERSHIP refers to the process. authority adaptability and flexibility in various
situations. In practice, this means that
LEADERSHIP ACROSS CULTURE Follow Set new standards managers and leaders may need to
company wear multiple hats and take on a
FOUNDATION FOR LEADERSHIP objectives variety of roles to address the needs
✓ THE MANAGER-LEADER of the group or organization.
PARADIGM Have present Have future vision
vision 4. COMMUNICATION STYLE
Filipinos often value open and
Managers Leaders
Do things right Do the right things friendly communication, which can be
an essential aspect of leadership.
Can Learn Harbor innate
Skills characteristics WHAT CULTURES WOULD BE THE
5. AMERICAN INFLUENCE
Necessary MOST LIKELY TO PERCEIVE
American-style management and
DIFFERENCES BETWEEN
leadership concepts have also
Take care of Bring you to new MANAGERIAL AND LEADERSHIP
influenced the business culture in the
where you are horizons DUTIES?
Philippines.
Oversee Motivate 1. HIERARCHY AND RESPECT FOR
SOURCES OF POWER
AUTHORITY
Point out flaws Give recognition Filipino culture tends to be
to improve on for good work 1. POSITIONAL POWER
hierarchical and places a strong
This source of power is based on a
emphasis on respect for authority
Deal with Deal with leader's formal position or role within
figures.
complexity ambiguity an organization. It includes legitimate
 power, where authority comes from 6. REWARD POWER 2. COMMUNICATION
one's position in the hierarchy, and Reward power is linked to a leader's Strong communication skills are
coercive power, where the ability to capacity to provide rewards, essential for leaders.
punish or apply negative incentives, or positive reinforcements
consequences is derived from the to those they lead. It includes the 3. EMPATHY
position. ability to grant promotions, bonuses, Effective leaders understand and
recognition, or other desirable care about the needs, feelings, and
2. PERSONAL POWER outcomes. perspectives of their team members.
Personal power is rooted in the
leader's individual qualities and 7. CONNECTION POWER 4. DECISIVENESS
characteristics. Connection power is associated with Leaders are often required to make
a leader's affiliation with or tough decisions.
3. INFORMATIONAL POWER membership in influential or
Informational power is derived from a prestigious groups, organizations, or 5. INTEGRITY
leader's control over critical or associations. It can enhance a Integrity is a foundational trait of
valuable information. leader's credibility and influence. effective leaders.

4. RESOURCE POWER THE NATURE OF LEADERSHIP 6. RESILIENCE

Resource power stems from a
leader's control over important
resources, such as budgets,
materials, or technology. The ability
to allocate and manage resources
can be a significant source of
influence.
5. RELATIONSHIP POWER
Relationship power is based on a
leader's network and connections
within and outside the organization.
LEADERSHIP may be referred to as "the Leadership can be challenging, and
process of influencing and supporting effective leaders display resilience.
others to work enthusiastically toward
achieving objectives." Leadership is 7. ADAPTIBILITY
expected of any manager in charge of any Leaders must adapt to changing
unit or division. circumstances and be open to new
ideas and approaches.
TRAITS OF EFFECTIVE LEADERS
8. CONFIDENCE
1. VISION Confidence in one's abilities and
Effective leaders have a clear and decisions are important for
compelling vision for the future leadership.
9. ACCOUNTABILITY
Effective leaders take responsibility
for their actions and decisions.
10. EMPOWERMENT
Leaders empower their team
members by delegating responsibility
and encouraging autonomy.
11. INNOVATION
Leaders are often at the forefront of
change and innovation.
12. COURAGE
Effective leaders have the courage to
take calculated risks, challenge the
status quo, and advocate for what
they believe is right.
13. HUMILITY
Humility is a valuable trait that allows
leaders to acknowledge their
limitations, learn from others, and
admit when they are wrong.
14. OPTIMISM
A positive outlook and optimism can
be infectious. Effective leaders
inspire hope and enthusiasm even in
challenging situations.
15. TEAM BUILDING
Leaders excel at building and
fostering teamwork. They create a
sense of unity and collaboration
among team members.
LEADERSHIP MODELS
1. GREAT MAN THEORY
An early leadership theory that
suggests that leadership qualities are
innate and that great leaders are
born, not made.
2. CONTINGENCY THEORY
This theory asserts that leadership
effectiveness depends on various
situational factors, such as the
leader's style, the task at hand, and
the maturity of the team.
3. ADAPTIVE LEADERSHIP MODEL
Adaptive leaders focus on addressing
complex challenges by mobilizing
their teams to adapt and thrive in
changing environments.
4. VROOM-YETTON-JAGO
DECISION MODEL
This model helps leaders determine
the most appropriate decision-
making style (autocratic, consultative,
or collaborative) based on the
situation and team dynamics.
KINDS/ TYPES OF LEADERS
1. TRANSACTIONAL LEADERS
Transactional leaders are task-
oriented and focus on managing and
controlling tasks. They use a system
of rewards and punishments to
motivate team members and ensure
that work is completed according to
established standards.
2. TRANSFORMATIONAL LEADERS
Transformational leaders inspire and
motivate their teams through a
compelling vision of the future. They
encourage creativity, innovation, and
personal growth among their
followers, often resulting in higher
levels of commitment and
performance.
3. SERVANT LEADERS
Servant leaders prioritize the needs
of their team members above their
own. They focus on serving and
supporting their team, emphasizing
empathy, listening, and personal
development.
4. CHARISMATIC LEADERS 8. COACH-STYLE LEADERS their teams bounce back from
Charismatic leaders have a magnetic Coach-style leaders focus on setbacks.
personality and use their charm and developing their team members' skills
persuasion to inspire and influence and abilities. They provide guidance, LEADERS ORIENTATION TOWARD
others. They often possess a strong feedback, and mentorship to help TASKS AND PEOPLE
sense of purpose and vision. individuals reach their full potential.
EMPLOYEE ORIENTATION
5. SITUATIONAL LEADERS 9. BUREAUCRATIC LEADERS A leader is said to be employee-
Situational leaders adapt their Bureaucratic leaders adhere strictly oriented when he considers
leadership style based on the specific to rules, policies, and procedures. employees as human beings of
situation or the readiness of their They ensure that tasks are carried out intrinsic importance and with
team members. They may use according to established protocols. individual and personal need to
different styles, such as directing, satisfy.
coaching, supporting, or delegating, 10. ADVISORY LEADERS
depending on the circumstances. Advisory leaders serve as trusted TASK ORIENTATION
advisors and mentors to their teams. A leader is said to be task-oriented if
6. CROSS-CULTURAL LEADERS They provide guidance and expertise he places stress on production and
Cross-cultural leaders have the ability while empowering team members to the technical aspects of the job and
to lead and manage teams from make their own decisions. the employees are viewed as the
diverse cultural backgrounds. They means of getting the work done.
prioritize cultural sensitivity, 11. STRATEGIC LEADERS
adaptability, and intercultural Strategic leaders have a strong focus CONTROLLING
communication skills. on long-term planning and vision.
They guide their organizations toward Controlling refers to the process of
7. ADAPTIVE LEADERS strategic goals and navigate complex ascertaining whether organizational
Adaptive leaders are flexible and challenges with a strategic mindset. objectives have been achieved; if not, why
responsive to change. They believe not; and determining what activities should
that leadership approaches should 12. RESILIENT LEADERS then be taken to achieve objectives better
evolve to address complex Resilient leaders are adept at in the future.
challenges and changing navigating adversity and uncertainty.
environments. They remain composed under
pressure, adapt to change, and help Objectives and goals that are set at the
planning stage are verified as to
achievement or completion at any given
point in the organizing and implementing
stages. When expectations are not met at
scheduled dates, corrective measures are
usually undertaken.
IMPORTANCE OF CONTROLLING
When controlling is properly implemented,
it will help the organization achieve its goal
in the most efficient and effective manner
possible.
✓ Accomplishing Organizational
Goals
✓ Judging Accuracy of Standards
✓ Using resources effectively
✓ Improving Employee Motivation
✓ Ensuring Order & Discipline
✓ Facilitating Coordination in Action
STEPS IN THE CONTROL PROCESS
1. ESTABLISHING PERFORMANCE
OBJECTIVES AND STANDARDS
• Sales targets - Which are expressed
in quantity or monetary terms.
• Production targets - Which are
expressed in quantity or quality.
• Worker attendance - Which are
expressed in terms of rate of
absences
• Safety record - Which are expressed
in number of accidents for given
periods;
• Supplies used - Which are
expressed in quantity or monetary
terms for given periods.
2. MEASURING ACTUAL
PERFORMANCE
There is a need to measure actual
performance so that when
shortcomings occur, adjustments
could be made. The measuring tools
will differ from organization to
organization, as each have their own
unique objectives. Some firms will
use annual growth rate standard
basis, while other firms will use some
other tools like the market share
approach and position in the industry.
3. COMPARING ACTUAL
PERFORMANCE TO OBJECTIVES
AND STANDARDS
Once actual performance has been
determined, this will be compared
with what organization seeks to
achieve. Actual production output, for
instance, will be compared with the
target output.
4. TAKING NECESSARY ACTION
BASED ON THE RESULTS OF
THE COMPARISONS
The purpose of comparing actual
performance with the desired result is
to provide management with the
opportunity to take corrective action
when necessary.
✓ Hire additional personnel
✓ Use more equipment
✓ Require overtime
TYPES OF CONTROL
1. FEED FORWARD CONTROL
It is sometimes called preliminary or
preventive controls, attempt to
identify and prevent deviations in the
standards before they occur.
 Feedforward controls focus on
human, material, and financial
resources within the organization.
2. CONCURRENT CONTROL
Concurrent control takes place while
an activity is in progress. It involves
the regulation of ongoing activities
that are part of transformation
process to ensure that they conform
to organizational standards.
Concurrent control is designed to
ensure that employee work activities
produce the correct results.
3. FEEDBACK CONTROL
This type of control focuses on the
outputs of the organization after
transformation is complete.
Sometimes called post action or
output control, fulfills a number of
important functions. For one thing, it
often is used when feed forward and
concurrent controls are not feasible
or are too costly.
COMPONENT/ TYPES OF
ORGANIZATIONAL CONTROL SYSTEM
1. STRATEGIC PLAN
A strategic plan provides the basic
control mechanism for the
organization. When there are
indications that activities do not
facilitate the accomplishment of
strategic goals, these activities are
either set aside, modified or
expanded. These corrective
measures are made possible with the
adoption of strategic plans.
2. THE LONG-RANGE FINANCIAL
PLAN
The planning horizon differs from
company to company. Most firms will
be satisfied with one year.
Engineering firms, will require longer
term financial plans. This is because
of the long head times needed for
capital projects.
3. THE OPERATING BUDGET
An operating budget indicates the
expenditures revenues, or profits
planned for some future period
regarding operations.
4. PERFORMANCE APPRAISALS
Performance appraisals measures
employee performance. Performance
appraisals also function as effective
checks on new policies and
programs.
5. STATISTICAL REPORTS
Statistical reports pertain to those
that contain data on various
development within the firm.
6. POLICIES AND PROCEDURES
Policies refer to the "the framework
within which the objectives must be
pursued”. A procedure is a “plan that
describes the exact series of actions
to be taken in a given situations.
STRATEGIC CONTROL SYSTEM
To be able to assure the accomplishment
of the strategic objectives of the company,
strategic control systems become
necessary. These systems consist of the
following:
1. FINANCIAL ANALYSIS
The success of most organizations
depends heavily on its financial
performance. It is just fitting that
 certain measurements of financial
performance be made so that
whatever deviations from standards
are found out, corrective actions may
be introduced.
2. FINANCIAL RATIO ANALYSIS
Financial ratio analysis is a more
elaborate approach used in
controlling activities. Under this
method, one account appearing in
the financial statement is paired with
another to constitute a ratio. The
result will be compared with a
required norm which is usually
related to what other companies in
the industry have achieved, or what
the company has achieved in the past
IDENTIFYING CONTROL PROBLEMS
Recognition the need for the control is one
thing, actually implementing it is another.
When operations become complex, the
engineer manager must consider useful
steps in controlling. Kreitner mentions
three approaches.
1. EXECUTIVE REALITY CHECK
Employees at the frontline often
complains that management imposes
certain requirements that are not ORGANIZATIONAL DESIGN
realistic. Aims to create a framework that aligns the
organization's resources and activities with
2. COMPREHENSIVE INTERNAL its mission and vision. Organizational
AUDIT design aims to create a framework that
An internal audit is one undertaken to aligns the organization's resources and
activities with its mission and vision.
determine the efficiency and
affectivity of the activities of an
HERE ARE KEY ASPECTS AND
organization.
CONSIDERATIONS RELATED TO
ORGANIZATIONAL DESIGN:
3. GENERAL CHECKLIST OF
SYMPTOMS IF INADEQUATE
1. ORGANIZATIONAL STRUCTURE
CONTROL
This is one of the central elements of
If a comprehensive internal audit
organizational design. It defines the
cannot be availed of for some reason,
hierarchy of authority, reporting
the use of a checklist for symptoms of
relationships, and the way tasks are
inadequate control may be used.
divided and coordinated within the
organization. Common structural
ORGANIZING
types include functional, divisional,
matrix, and flat structures.
The organizing function in management is
one of the fundamental functions that
2. CULTURE AND VALUES
involves arranging and structuring an
Organizational design considers the
organization's resources, people, and
desired culture and values of the
tasks to achieve its goals effectively and
organization. It encompasses the
efficiently. It is the process of creating an
norms, beliefs, and shared behaviors
organizational structure that defines roles,
that shape how employees interact
responsibilities, and relationships within
and make decisions.
the organization, allowing it to function
smoothly and accomplish its objectives.
3. ROLES AND RESPONSIBILITIES allocated to various departments or 10. TECHNOLOGY AND TOOLS
Defining clear roles and units within the organization. The choice and integration of
responsibilities for employees is technology and tools play a role in
essential for effective organizational 7. INTEGRATION AND organizational design. It includes
design. This helps prevent role COORDINATION decisions about which systems and
ambiguity, ensures accountability, Organizational design addresses tools will support the organization's
and promotes efficiency. how different parts of the organization processes and operations.
will work together to achieve common
4. DECISION-MAKING PROCESSES goals. Coordination mechanisms and 11. LEGAL AND REGULATORY
Organizational design outlines how integration strategies are put in place COMPLIANCE
decisions are made within the to avoid silos and promote Organizational design ensures that
organization. It specifies the decision- collaboration. the organization complies with
making authority at different levels relevant laws and regulations in its
and the processes for gathering 8. ADAPTABILITY AND FLEXIBILITY industry or region.
input, evaluating options, and A well-designed organization should
implementing decisions. be adaptable to changing 12. FEEDBACK MECHANISMS
circumstances and external factors. Designing mechanisms for gathering
5. COMMUNICATION CHANNELS Organizational design considers how feedback from employees,
Effective communication is vital for the organization can remain agile and customers, and other stakeholders is
organizational success. responsive to evolving challenges essential for continuous improvement
Organizational design includes and opportunities. and adaptation.
decisions about communication
channels, information flow, and how 9. CUSTOMER-CENTRIC FOCUS DETERMINANTS OF STRUCTURE
to disseminate important information Some organizations prioritize Refers to the factors and considerations
to employees and stakeholders. customer-centric design, which that influence the design and configuration
means structuring the organization of an organization's structure.
6. RESOURCE ALLOCATION around customer needs and Organizational structure defines how
It involves determining how preferences. This approach often tasks, roles, responsibilities, and authority
resources, such as budget, leads to improved customer are distributed throughout the
personnel, and technology, will be satisfaction and loyalty. organization.
HERE ARE SOME OF THE KEY
DETERMINANTS OF
ORGANIZATIONAL STRUCTURE:
1. STRATEGY
The organization's strategic goals
and objectives are a primary
determinant of its structure. Different
strategies (e.g., cost leadership,
differentiation, innovation) require
different structures to support them
effectively.
2. SIZE
The size of the organization,
including the number of employees
and geographical locations, can
significantly impact its structure.
Larger organizations tend to have
more complex structures with
multiple layers of management and
specialized departments.
3. ENVIRONMENT
The external environment, including
industry dynamics, market
conditions, and regulatory
requirements, plays a role in shaping
an organization's structure.
4. TECHNOLOGY
The type of technology used by the
organization can influence its
structure. Technology can enable
greater communication and
collaboration, potentially reducing the
need for hierarchical layers.
Conversely, technology can also lead
to the creation of specialized roles
and departments.
5. CULTURE
Organizational culture, which
includes the shared values, norms,
and beliefs of employees, can impact
the structure. A culture that values
innovation and collaboration may
lead to a flatter, more team-oriented
structure, while a culture
emphasizing hierarchy and control
may result in a more traditional,
hierarchical structure.
6. LEADERSHIP STYLE
The leadership style and preferences
of top executives and managers can
influence the organizational structure.
Leaders who prefer centralized
decision-making may implement a
more hierarchical structure, while
those who value delegation and
empowerment may refer a flatter
structure.
7. HISTORY AND TRADITION
Organizational structures can be
influenced by historical factors and
traditions. Companies may maintain
structures that have been in place for
many years, even if they are no
longer the most efficient or effective.
8. MARKET AND CUSTOMER NEEDS
The needs and preferences of the
organization's target market and
customers can also impact its
structure. A customer-focused
organization may structure itself
around customer segments or
product lines to better serve its
markets.
9. COMPETITIVE PRESSURES
The competitive landscape can drive
changes in organizational structure.
Companies may restructure to
respond to competitive threats or to
exploit new opportunities in the
market.
10. HUMAN RESOURCES
The availability and skills of the
workforce can affect the structure.
 Skilled employees may enable a
more decentralized structure that
relies on their expertise, while a
shortage of certain skills may lead to
a more centralized structure.
11. GEOGRAPHY
For organizations with a global
presence, geography can impact the
structure. The need for coordination
and management of international
operations may result in a matrix
structure or regional divisions.
12. OWNERSHIP AND GOVERNANCE
The ownership structure (e.g., public,
private, family-owned) and
governance mechanisms (e.g., board
of directors) can also influence the
organization's structure.
JOB DESIGN
Is the process of structuring and
organizing job tasks, responsibilities, and
elements to enhance employee
performance, satisfaction, and well-being.
Job design aims to strike a balance
between achieving organizational
objectives and fulfilling the psychological
and social needs of workers.
One popular framework used in job design allocating workloads and tasks in a
is the Job Characteristics Model (JCM), way that ensures engineers can
which was developed by Richard manage their responsibilities
Hackman and Greg Oldham in the 1970s. effectively without becoming
The JCM is based on the premise that overwhelmed.
certain core job characteristics can lead to
improved job satisfaction and motivation 3. SKILL MATCHING
among employees, ultimately resulting in It's important to match employees'
higher performance and lower turnover. skills and expertise to the tasks they
are assigned. Job design should take
EFFECTIVE JOB DESIGN IN into account the qualifications,
ENGINEERING MANAGEMENT CAN experience, and competency of each
LEAD TO BETTER engineer to ensure that they are
UTILIZATION OF RESOURCES, placed in roles that align with their
IMPROVED TEAMWORK, AND strengths.
ENHANCED PROJECT
OUTCOMES. HERE ARE SOME KEY 4. TEAM STRUCTURE
ASPECTS TO CONSIDER: Engineering projects often involve
cross-functional teams. Job design
1. TASK ALLOCATION must consider how these teams are
Job design begins with defining the structured, how communication flows
tasks and responsibilities of each within the team, and how team
engineering position. This includes members collaborate to achieve
determining what specific project goals.
engineering tasks need to be
performed, such as design, analysis, 5. CLEAR JOB DESCRIPTIONS
testing, or project management. Each engineering position should
have a clear and detailed job
2. WORKLOAD DISTRIBUTION description that outlines the
Engineers often work on complex responsibilities, goals, and
projects that require a balance of expectations. This helps employees
skills and effort. Job design involves
 understand their role within the
organization.
6. FEEDBACK MECHANISMS
Job design should incorporate
feedback mechanisms to ensure that
employees have opportunities to
provide input and suggestions for
process improvement and job
refinement.
7. FLEXIBILITY
In dynamic engineering
environments, job design should
allow for some degree of flexibility.
Engineers may need to adapt to
changing project requirements or
technology advancements.
8. WORK-LIFE BALANCE
Engineering management should
also consider the well-being of
employees. Job design should strive
to maintain a healthy work-life
balance by managing workloads and
scheduling in a way that prevents
burnout.
9. MOTIVATION AND INCENTIVES
Incorporating motivational factors,
such as performance-based
incentives and recognition programs,
into job design can help motivate
engineers to perform at their best.
10. ERGONOMICS AND SAFETY
For certain engineering roles,
particularly in fields like
manufacturing or construction, job
design should also take into account
ergonomics and safety
considerations to ensure the well-
being of employees.
11. JOB ROTATION
Some organizations implement job
rotation programs, where engineers
periodically switch roles or
responsibilities. This can help
employees gain a broader skill set
and fresh perspectives on their work.
12. TRAINING AND DEVELOPMENT
Job design should also include
opportunities for ongoing training and
professional development to keep
engineers updated with the latest
industry trends and technologies.
THE JOB CHARACTERISTICS MODEL
Is a work design theory that seeks to
identify the key factors that make a job
motivating, satisfying, and engaging for
employees, and has since become a
widely used framework for job analysis and
job design research.
THE MODEL IDENTIFIES FIVE CORE
JOB CHARACTERISTICS:
1. SKILL VARIETY
This refers to the extent to which a job
requires employees to use a variety
of different skills and abilities. Jobs
that offer diverse tasks and
challenges are often more engaging
and fulfilling for employees.
2. TASK IDENTITY
Task identity is the degree to which a
job involves completing a whole,
identifiable
piece of work. Jobs with a clear
beginning and end, where employees
can see the tangible results of their
efforts, tend to be more satisfying.
3. TASK SIGNIFICANCE
Task significance measures the
impact of a job on the lives or well-
being of others, both within and
outside the organization. Jobs that
have a meaningful impact are
generally more motivating.
4. AUTONOMY 1. EXPERIENCED
Autonomy refers to the degree of MEANINGFULNESS OF WORK
independence and control employees Employees feel that their work is
have over their work. Jobs that allow meaningful and contributes to a
individuals to make decisions, set larger purpose.
their own goals, and have a say in
how they 2. EXPERIENCED RESPONSIBILITY
perform their tasks tend to be more FOR WORK OUTCOMES
fulfilling. Employees believe they have control
and accountability for the outcomes
5. FEEDBACK of their work.
Feedback is the information
employees receive about their 3. KNOWLEDGE OF RESULTS
performance. Regular and Employees receive clear and timely
constructive feedback helps feedback about their job
individuals understand how well they performance.
are doing and provides opportunities
for improvement.

THE JOB CHARACTERISTICS MODEL

Is a work design theory that seeks to
identify the key factors that make a job
motivating, satisfying, and engaging for
employees, and has since become a
widely used framework for job analysis
and job design research.

THREE CRITICAL PSYCHOLOGICAL

STATES: