Organization and

Management
Quarter 2 – Module 5:
Motivation, Leadership, and
Communication in Organizations
Organization and Management
Alternative Delivery Mode
Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations
First Edition, 2020

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 Organization and
Management
Quarter 2 – Module 5:
Motivation, Leadership, and
Communication in Organizations
Introductory Message
For the facilitator:

Welcome to the Organization and Management Alternative Delivery Mode (ADM)

Module on Motivation, Leadership, and Communication in Organizations!

This module was collaboratively designed, developed and reviewed by educators both
from public and private institutions to assist you, the teacher or facilitator in helping
the learners meet the standards set by the K to 12 Curriculum while overcoming
their personal, social, and economic constraints in schooling.

This learning resource hopes to engage the learners into guided and independent
learning activities at their own pace and time. Furthermore, this also aims to help
learners acquire the needed 21st century skills while taking into consideration their
needs and circumstances.

In addition to the material in the main text, you will also see this box in the body of
the module:

Notes to the Teacher

This contains helpful tips or strategies that
will help you in guiding the learners.

As a facilitator you are expected to orient the learners on how to use this module.
You also need to keep track of the learners' progress while allowing them to manage
their own learning. Furthermore, you are expected to encourage and assist the
learners as they do the tasks included in the module.

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For the learner:

Welcome to the Organization and Management Alternative Delivery Mode (ADM)

Module on Motivation, Leadership, and Communication in Organizations!

The hand is one of the most symbolized part of the human body. It is often used to
depict skill, action and purpose. Through our hands we may learn, create and
accomplish. Hence, the hand in this learning resource signifies that you as a learner
is capable and empowered to successfully achieve the relevant competencies and
skills at your own pace and time. Your academic success lies in your own hands!

This module was designed to provide you with fun and meaningful opportunities for
guided and independent learning at your own pace and time. You will be enabled to
process the contents of the learning resource while being an active learner.

This module has the following parts and corresponding icons:

What I Need to Know This will give you an idea of the skills or
competencies you are expected to learn in the
module.

What I Know This part includes an activity that aims to

check what you already know about the
lesson to take. If you get all the answers
correct (100%), you may decide to skip this
module.

What’s In This is a brief drill or review to help you link

the current lesson with the previous one.

What’s New In this portion, the new lesson will be

introduced to you in various ways such as a
story, a song, a poem, a problem opener, an
activity or a situation.

What is It This section provides a brief discussion of the

lesson. This aims to help you discover and
understand new concepts and skills.

What’s More This comprises activities for independent

practice to solidify your understanding and
skills of the topic. You may check the
answers to the exercises using the Answer
Key at the end of the module.

What I Have Learned This includes questions or blank

sentence/paragraph to be filled in to process
what you learned from the lesson.

What I Can Do This section provides an activity which will

help you transfer your new knowledge or skill
into real life situations or concerns.

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 Assessment This is a task which aims to evaluate your
level of mastery in achieving the learning
competency.

Additional Activities In this portion, another activity will be given

to you to enrich your knowledge or skill of the
lesson learned. This also tends retention of
learned concepts.

Answer Key This contains answers to all activities in the

module.

At the end of this module you will also find:

References This is a list of all sources used in developing

this module.

The following are some reminders in using this module:

1. Use the module with care. Do not put unnecessary mark/s on any part of the
module. Use a separate sheet of paper in answering the exercises.
2. Don’t forget to answer What I Know before moving on to the other activities
included in the module.
3. Read the instruction carefully before doing each task.
4. Observe honesty and integrity in doing the tasks and checking your answers.
5. Finish the task at hand before proceeding to the next.
6. Return this module to your teacher/facilitator once you are through with it.
If you encounter any difficulty in answering the tasks in this module, do not
hesitate to consult your teacher or facilitator. Always bear in mind that you are
not alone.

We hope that through this material, you will experience meaningful learning and
gain deep understanding of the relevant competencies. You can do it!

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 What I Need to Know

This module was designed and written with you in mind. It is here to help you master
the meaning, functions and theories of management. The scope of this module
permits it to be used in many different learning situations. The language used
recognizes the diverse vocabulary level of students. The lessons are arranged to
follow the standard sequence of the course. But the order in which you read them
can be changed to correspond with the textbook you are now using.
This module includes:
Lesson 1 – 5: Motivation, Leadership, and Communication in Organizations
After going through this module, you are expected to:
Analyze how motivation, leadership, and communication work in an
organization (ABM_AOM11-Ia-b-3).

What I Know

On your answer sheet, write the letter of the correct answer from among the given
choices.
1. It is a theory presented in the form of a pyramid. The hierarchy suggests that
man strives to satisfy his/her lower level needs before he/she attends to
his/her higher level needs.
a. McClelland’s 3-Needs Theory b. Alderfer’s ERG Theory
c. Maslow’s Hierarchy of Needs d. McGregor’s Theory X & Y
2. This personality trait may prefer routines and traditional way of doing things.
a. agreeableness b. extraversion
c. conscientiousness d. openness to experience
3. Managers must try to meet the following employees’ needs: Need for
Achievement (nAch); Need for Power (nPow); and Need for Affiliation (nAff). This
speaks about ___________.
a. McClelland’s 3-Needs Theory b. Alderfer’s ERG Theory
c. Maslow’s Hierarchy of Needs d. McGregor’s Theory X & Y
4. Communication has three basic elements except for one and this is the
______.
a. decoder b. message
c. recorder d. encoder
5. He is a social psychologist whose theories present two opposing assumptions
of managers about their employees’ work attitudes.
a. Douglas McGregor b. Abraham Maslow
c. Frederick Herzberg d. Clayton Alderfer

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 6. This theory states that the level of performance of employees is based on the
perceived value of the reward and the chance of getting the reward.
a. Equity Theory of Motivation b. Expectancy Theory of Motivation
c. Goal-setting Theory d. Equal Theory of Motivation
7. These are motivation theories that explain how individuals are motivated.
a. Content Theories of Motivation b. Job Satisfaction Motivation Theories
c. Process Theories of Motivation d. Personal Theories of Motivation
8. It is a communication barrier characterized by withholding other information
to present a favourable information to the receiver.
a. Filtering b. Emotion
c. Language d. Information Overload
9. The receiver of information in the communication process is the ________.
a. decoder b. message
c. recorder d. encoder
10. Information shared in this type of communication flow includes goals and
objectives, procedures, policies, and job-related instructions.
a. Upward b. Lateral
c. Horizontal d. Downward

Lesson
Motivation, Leadership, and
1 Communication in Organizations

Leading is another management function that requires a manager to possess

a skill that would enable him/her to motivate the employees under his/her care to
work harmoniously, hand-in-hand towards the achievement of a common goal. This
is so because the people in the organization possess various personalities, behaviors,
and attitudes.

Leading or directing entails having a good grasp of why and how people behave
in a particular manner, being able determine what makes them motivated to work
and learning how to effectively communicate with them.

What’s In

Before Moving On… Let us recall what you have learned about the previous
lesson. The following statements tell about various concepts about
compensation, performance evaluation, and rewards. Read the items carefully
and choose the letter of the correct answer and write it on your answer sheets.

1. Compensation is usually paid based on the number of units produced or the

amount of time spent in work. It may be based on the following except for
______________. a. piecework basis b. monthly basis
c. quality basis d. daily basis

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 2. Sometimes, performance evaluation programs fail due to the following
reasons except for:
a. The objectives of the performance evaluation program are not clearly
communicated to all.
b. Some forms do not relate well with the job descriptions/ competencies.
c. Unclear language or terms used in the evaluation forms.
d. Giving performance rating and scores based on actual quantity and
quality of work performed.
3. These are verbally expressed appreciation and acknowledgement done by the
superiors for an employee or subordinate’s excellent performance and
contribution.
a. Award b. Reward
c. Inspiration d. Praise
4. It is an employee movement which could either be voluntary if the employee
has already reached an age that would already warrant his/her moving out
of the organization.
a. Termination b. Retirement
c. Resignation d. Separation
5. This happens when the employer or management decides to end the
employment contract, lay-off or fire an employee. The company does not
have an obligation to pay the employee unless otherwise it is grounded on
valid and legal reasons.
a. Termination b. Retirement
c. Resignation d. Separation

What’s New

On a piece of paper, list down ten (10) characteristics or personalities that you
possess. Examine the list that you have created. Do you have what it takes to be a
good leader? Choose at least three characteristics and explain how these will be
helpful to you as a future leader.

What is It

Leading is not just merely directing people towards the achievement of a

common goal. Along with it is the challenge to a manager to be a motivational leader
him/herself to be able to influence his/her subordinates to achieve the
organization’s goals and set himself/herself as a good example and become an
inspiration. He/she must give attention to the psychological dynamics of both the
employees or subordinates and the employer or leader.

Managers as leaders must be able to come up with leadership strategies that

will address various personalities exhibited by individuals or groups within the

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organization so as to avoid being derailed. As employees come from various walks
of life, a good understanding of their personalities and what would motivate them
to arouse their enthusiasm to work well is important.

Their reactions to certain situations, job assignments and to the people they
interact with in the organization will affect your leadership and will have an impact
on the overall performance of the organization if not given the proper attention.

The Big Five Personality Traits

Personality traits is the combination or the set of physical and mental

characteristics, behavior, feelings, and thinking patterns of an individual. OCEAN
is an acronym which will help you easily remember the big five personality models.
This is also known as the Five-Factor Model which stands for the idea that human
personality has five basic dimensions that remain relatively stable throughout the
majority of an individual’s lifetime.

The Big Five

Low Score High Score
Personality Traits
Prefers routines and Can work
Openness to traditional way of independently,
O
experience doing things intellectually, but may
tend to be impulsive
Tends to become Dependable,
C Conscientiousness impulsive and careless responsible and
with his/her actions organized, goal-oriented
Reserved and quiet Outgoing, sociable,
E Extraversion
talkative, assertive
Employees who are Helpful, emphatic,
A Agreeableness
suspicious and critical cooperative
Calm, secure, and Prone to negativity,
N Neuroticism
even tempered nervous, tensed

Understanding this will help you as a manager in understanding your

subordinates and in improving relationships within the organization, thus making
it easier for you to inspire and engage them to work.

MOTIVATION

Motivation is a psychological process that stimulates an individual to work

with enthusiasm and achieve a certain goal. It is essential in leading. It requires a
manager to be skillful in determining the needs and wants of his/her subordinates.
Needs and wants do not only refer to rewarding them with material things but more
often than not, it is giving them the inspiration to meet deadlines and boost morale.
Giving verbal praises and re-assuring gestures are among the ways to satisfy the
needs and wants of employees.

When an employee is motivated enough, he/she works with excitement and

passion; even achieving more than what is expected of him/her. It would be helpful
to you as a future manager to understand that motivation at work is rooted on job
satisfaction, human needs, perceptions, and beliefs as explained by the various
theories below.

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The following are content theories of motivation that explain what motivates an
individual:

Maslow’s Hierarchy of Needs

A theory proposed by Abraham Maslow which is presented in the form of a pyramid.

The hierarchy suggests that persons strive to satisfy their lower level needs before
they attend to their higher level needs.

Self-
actualization
achievement of Self-fulfilment
one's full
potential Needs
Esteem Needs
sense of
accomplishment,
recognition, fame
and prestige
Belongingness and Love Needs Psychological
human desire to be loved and Needs
to love by having a family,
intimacy, friendship

Safety Needs
security and protection from physical harm

Basic Needs
Physiological Needs
food, water, clothing, shelter

Figure 1. Maslow’s Hierarchy of Needs

McGregor’s Theory X and Theory Y

Developed in the 1960’s by Douglas McGregor, a social psychologist, these

theories present two opposing assumptions of managers about their employees work
attitudes.

Managers who believe in Theory X assume that employees are self-centered,

lazy, and they dislike work therefore close supervision and monitoring should be
done and instructions should always be given. Moreover, managers think that their
employees lack ambitions, dislikes responsibilities and must always be led in doing
things. Managers feel that they need to control the employees and effect changes in
their behaviour so that they would work for the best interest of the organization and
be punished in case they fail to accomplish their assigned tasks.

On the other hand, Theory Y sees employees as self-directed, motivated, and

creative in accomplishing their work. They are ambitious enough and are always
ready to assume responsibilities and are committed to the organization’s goals.
Managers who support this theory do not believe that punishment is the best way to
ensure the achievement of the desired results.

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Herzberg’s Two-Factor Theory

Also known as Motivation-Hygiene Theory which became popular during the

1960s to early 1980s, Frederick Herzberg stated that there are factors that influence
the employees’ job satisfaction.

Intrinsic Factors like recognition, career growth, responsibilities and

achievement are associated with job satisfaction; they are called motivators. On
the other hand, Extrinsic Factors like salaries and benefits, job security, company
rules and policies are associated with job dissatisfaction. These are called hygiene
factors.

This theory further advises managers to give emphasis on motivators so as to

motivate their subordinates as employees who are satisfied with their jobs are
observed to be more productive and motivated.

McClelland’s Three-Needs Theory

David McClelland is the proponent of this theory which says that an individual
has three needs that serve as motivators at work. Managers should use their
knowledge of these three needs as a guide in motivating their employees by giving
them satisfying job assignments that are anchored on their needs. The three needs
that he refers to are the following:

1. Need for Achievement (nAch),

2. Need for Power (nPow), and
3. Need for Affiliation (nAff).

Alderfer’s ERG Theory

Developed by Clayton Alderfer in the 1960s, an individual’s behaviour may be

explained by a set of core needs. This set is composed of these three: E for existence
needs, R for relatedness needs and G for growth needs. This is somewhat parallel
to Maslow’s Theory: physiological or basic needs, psychological needs and self-
fulfillment needs.

There are also process theories of motivation that explain how individuals
are motivated.

Goal-setting Theory believes that when employees accept difficult goals, they
are more motivated to perform well as compared when they are given easy goals.
This suggests that managers should set goals for their subordinates that will serve
as or increase their motivation.

Equity Theory of Motivation is developed by J. Stacey Adams. This theory

states that employees are motivated if they see that there is balance in what they
put into the organization and in what they receive in return.

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 Moreover, if they feel that other co-workers receive more by doing less than
what they do, they get demotivated. Managers then should exercise fairness and
equity to ensure that their subordinates will be kept motivated.

Expectancy Theory of Motivation states that the level of performance of

employees is based on the perceived value of the reward and the chance of getting
the reward.

All theories of motivation anchor on human needs that managers should try
to satisfy so as to encourage and inspire their subordinates to perform at their best.

COMMUNICATION

In the course of leading their people in the organization, managers

communicate the organization’s goals and endeavors and how to implement them.
A good amount of time must be allotted by managers in communicating with their
subordinates as this will ensure that the job will be done by transmitting much
needed information.

Communication may be done verbally, in writing or through information and

communication technologies. This transfer or sharing of information to superiors,
peers, and subordinates has three basic elements:

1. the encoder or the source of information,

2. the message which is the information itself, and

3. the decoder or the receiver of the information.

ENCODER DECODER
MESSAGE
(Sender) (Receiver)

Figure 2. The Basic Elements of Communication

Types of Formal Organizational Communication and their Uses

Communication within the organization follows the lines of the organizational

chart. This is referred to as the formal organizational communication.

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 There are three (3) types of organizational communication which are used
either to promote the organization’s goals or to discharge functions or work. These
are the downward, upward and the lateral communication.

Downward is a communication that flows from any position in the organization to

another position below the organizational chart. Information shared in this type of
communication includes goals and objectives, procedures, policies, and job-related
instructions.

Lateral - This involves the horizontal flow of information between positions in the
organization. Information shared in this type of communication may include
coordination of activities between units and departments.

Upward pertains to communication that emanates from any position in the

organization to another position above the organizational structure. Information
shared in this type of communication include performance monitoring and
evaluation reports and grievances.

Chief Executive Officer

(ex. goals and objectives, procedures,

Downward Communication
policies, and job-related instructions)
(ex. performance evaluations, grievances)

Production Manager Marketing Manager Sales Manager

Upward Communication

Staff Staff Staff

Staff Staff Staff

Lateral Communication
(ex. coordination of activities among units)

Figure 3. Sample Illustration of Communication Flow

Communication is important for managers and employees alike. This is a

process where the tasks are explained, the procedures, and other relevant and
important information are being transmitted. However, there are times that
information cannot come across and reach its intended receiver. These that alter
the smooth flow of communication is referred to as barriers to communication.

Barriers to Communication

Filtering – It is withholding other information to present a favorable information to

the receiver.

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Emotions – This becomes a barrier when the receiver is in an emotional state that
may influence how he/she interprets the message being transmitted.

Information Overload – This happens when the amount of information being

transmitted exceeds the processing capacity of the receiver.

Language/ national culture - Some words may have different meaning to different
people of varying age groups, educational background or culture.

What’s More

MAKE A LIST! On a sheet of paper, enumerate the items that are being asked.
1. What are the big 5 personality traits?
2. What are the content theories of motivation?
3. What are the process theories of motivation?
4. What are the elements of communication?
5. What are three communication flows and barriers to communication?

What I Have Learned

1. Leading is not just merely directing people towards the achievement of a

common goal. Managers as leaders must be able to come up with leadership
strategies that will address various personalities exhibited by individuals or
groups within the organization so as to avoid getting off-track.

2. The big five personality model or also known as the Five-Factor Model stands
for the idea that human personality has five basic dimensions that remain
relatively stable throughout the majority of an individual’s lifetime: openness
to experience, conscientiousness, extraversion, agreeableness, and
neuroticism (OCEAN).

3. Motivation is a psychological process that stimulates an individual to work with

enthusiasm and achieve a certain goal and is essential in leading. The two
classifications of motivation theories are content theories of motivation that
explains what motivates an individual and process theories of motivation
that explain how individuals are motivated.

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 4. In the course of leading their people in the organization, managers
communicate the organization’s goals and endeavours and how to implement
them. Communication may be done verbally or in writing. This transfer or
sharing of information to superiors, peers, and subordinates has three basic
elements: the encoder, the message, and the decoder. Communication may take
the upward, downward or lateral directions.

What I Can Do

IDENTIFY THE NEED!

On a sheet of paper, draw the table below. List the various needs of an employee
that managers should be able to at least try to provide under the corresponding
column.

Maslow’s Hierarchy of Alderfer’s ERG Theory McClelland’s Three

Needs Needs Theory
• • •
• • •
• • •
• • •
• • •

Assessment

WRITE YOUR THOUGHTS!

The following items aim to solicit your opinions about matters concerning
motivation, leadership, and communication. Write your answers on a separate sheet
of paper. Answers should have at least three sentences.
1. Why is it important that the managers should be able to understand their
employees’ personalities and needs before they can motivate them?
2. What will happen if a wrong information is communicated by employees to their
superiors? Give an example.
3. If you are a manager, which theory will you choose to guide you in motivating
your subordinates – Theory X or Theory Y? Why?

REFERENCES
DepED MELCS

Organization and Management Textbook

Organization and Management Curriculum Guide

https://www.simplypsychology.org/big-five-personality.html. Accessed: December 2, 2020

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 15
theories-types-examples.html
by following this link: https://study.com/academy/lesson/workplace-motivation-
To further appreciate the importance of motivation in the workplace, watch a video
Additional Activities
What I Know
1. C What’s in What I can
2. D do
3. A 1. A
2. D Answers may
4. C
3. D vary.
5. A
6. B 4. C
7. C 5. A Assessment
8. A
9. A Answers may
10. D vary
What’s More
1. openness to experience, conscientiousness, extraversion, agreeableness,
neuroticism.
2. Maslow’s Hierarchy of Needs, McGregor’s Theory X & Y, Alderfer’s ERG
Theory, McClelland’s Three-Needs Theory, Herzberg’s Two-Factor Theory
3. Goal-setting Theory, Equity Theory of Motivation, expectancy Theory of
Motivation
4. Encoder/Sender, Message, Decoder/ Receiver
5.
a. Upward, lateral and downward communication flow
b. Information overload, filtering, emotions, language/ national
Answer Key
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