CFLM 2

Leadership, Decision Making, Management

and Administration
Prepared by: Hannah Lou L. San Diego, RCrim.

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 Leadership, Decision Making, Management and
Administration

COURSE OVERVIEW
The concept of leadership often is about leading and inspiring others. It may
seem right, perhaps but it is important to suggest that before we grasp the
complexities of leadership, we must first overcome and lead our self before
influencing others. However, our culture has always been certain when one is made or
born to be a leader, whether we agree with that or not; one thing matters. Being a
leader involves mastering oneself, understanding the types of becoming a good leader
and realizing one’s limitations to be effective. (Caballero & Barican, 2021)
Character Formation and Leadership Management 2 is all about leadership,
decision making, management and administration, it tackles topics and lessons about
how important self-leadership is, how to become an effective leader in an
organization, how to supervise, lead, inspire, train and coach your subordinates, how
important ethics and values in leadership, how to manage people effectively, how to
make decisions and understanding administration.
To ensure student’s learning, this course pack has been structured into two
modules as follows:

Module 1: Leadership
Module 2: Understanding Management
Module 3: Decision Making & Understanding Administration
At the completion of this course pack learners should be able to:
 Understand and discuss the idea of self-leadership and appreciate the
important role it plays in the success of an organization;
 Discern and demonstrate the simple ways of leading oneself;
 Fully understand and discuss the concept of leadership;
 Enumerate and demonstrate the leadership principles;
 Discuss correctly how to become an ethical leader;
 Comprehensively define what management is;
 Describe accurately the manager and their different levels, their functions and
skills; and
 Developed knowledge and skill in behavioral management.
Students in this course are encouraged to go through each lessons in every module
sequentially to maximize their learning. You should work on all exercises as they
build on the concepts of each topic introduced in each lesson.
So to make this learning experience rewarding for you, study this course pack
with your co-learners at your own pace and at the comfort of your home. You can also
ask the help of your friends, family and me as your instructor.
Feel free to contact or reach me through my mobile number 0918-703-8311 or my
email address [email protected]. Good luck and have fun learning!

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 TABLE OF CONTENTS

Module 1: Leadership
Module Overview……………………………………………………………………..4
Lesson 1: Understanding Self- Leadership……………………………………5
Lesson 2: Organizational Leadership 1……………......……………………..10
Lesson 3: Organizational Leadership 2………………………………………19
Module Summary…………………………………………………………………….27
Module Assessment…………………………………………………………………..28
Reference…………………………………………………………………………..…29

Module 2: Understanding Management

Module Overview…………………………………………………………………….30
Lesson 1: Management……………………... ……….………………………31
Lesson 2: Roles of the Manager.. ……………………………………………40
Lesson 3: Behavioral Management… ……………………...………………..49
Module Summary…………………………………………………………………….56
Module Assessment…………………………………………………………………..58
Reference……………………………………………………………………………..57

Module 3: Decision Making & Understanding Administration

Module Overview……………………………………………………………………59
Lesson 1: Decision Making……………………... ……….…………………60
Lesson 2: Decision Making in Criminal Justice……………………………..68
Lesson 3: Understanding Management… ……………………...……………75
Module Summary…………………………………………………………………….82
Module Assessment…………………………………………………………………..83
Reference……………………………………………………………………………..84

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 MODULE 1

Module Overview

Leadership

Lessons in this Module

Understanding Self-Leadership
Organizational Leadership1
Organizational Leadership2

Welcome to Module 1! This module is divided into two main lessons which are
about understanding self-leadership and organizational leadership. In understanding
self-leadership it tackles the significance and development of self-leadership, the
simple ways to lead yourself and to choose either to influence or be influenced. While
in organizational leadership it discuss about the concept of leadership, the four
primary factors of leadership, theories of leadership, the leader and its roles, the keys
to effective leadership, its principles, how to supervise, inspire, train and coach.
Furthermore it talks about leadership traits, leadership ethics, the 4-V model of ethical
leadership and reasons why values matters to leaders.
At the completion of this module, you should be able to:
 Understand and discuss the idea of self-leadership and appreciate the
important role it plays in the success of an organization;
 Discern and demonstrate the simple ways of leading oneself;
 Fully understand and discuss the concept of leadership;
 Enumerate and demonstrate the leadership principles;
 Discuss correctly how to become an ethical leader;
 Illustrate and explain correctly the 4-V model of ethical leadership
 Lecture on the values formation in leadership and the reasons why values
matter to leaders.
That’s it! Are you excited? Are you ready to learn? Then let’s start the lesson
now! Have fun learning.

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 LESSON 1 MODULE 1

Understanding Self-Leadership

INTRODUCTION
This lesson focuses on understanding self-leadership, its significance and its
development. It talks about simple ways to lead yourself and to choose either to
influence or be influenced.

ACTIVITY
Complete the words below by writing the correct letter on the
blanks. Then read the words and familiarize them as they are part of
this lesson.

1. _ E A _ E R S _ I P T _ A _ T _
2. R _ W A _ D _ O W _ R
3. E T _ I C _ L LE _ D E _
4. _ A L _ E S F _ R _ A T I _N
5. _ E A _ E R _ H I P S _ Y L _ S

ANALYSIS

 Is self-leadership important?
_____________________________________________________
______________________________________________________
 What are the simple ways to lead yourself?
_____________________________________________________
_____________________________________________________
 What are the ways of developing self-leadership?
_____________________________________________________
__________________________________________________

Feel free to read the abstraction to learn the answers to these reflective
questions.

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 ABSTRACTION
SIGNIFICANCE OF SELF-LEADERSHIP
Self-leadership is the first stage, or leadership level. Self-leadership is of great
importance to the staff, whether managers or ordinary subordinates.
1. Self-leadership allows leaders or senior officers, who undergo very little or no
supervision, to prepare and set targets on their own, as well as to control their
own self to execute such plans.

2. For lower-level employees or subordinates, self-management enables them to

become effective and efficient workers under any leadership they may
encounter, be it laissez faire, free-rule, democratic or autocratic.

3. Self-leadership helps make individual decision makers proactive, focused, and

autonomous. People who do not have a strong sense of self leadership tend to
feel that they are not in control of themselves, frequently lose concentration
and easily get frustrated.
Thus, the effectiveness of organizational objectives accomplishment depends
on the self-leadership of both superiors and subordinates. (Caballero & Barican, 2021)

DEVELOPMENT OF SELF-LEADERSHIP
As mentioned earlier, everybody is a future leader. Leadership is therefore not
an inborn trait, but it is developed to become a leader through learning and training
people with a sincere interest. The following are the ways of developing self -
leadership:

1. Clarity of Purpose
Without clearly planned expectations or intent for your life, you will be at risk,
attempting to fulfill the wishes or ideas of people for life and you will end up lost in
the middle of nowhere.

2. Aim at Success and Take Reasonable Risks

Challenge yourself to take on challenging assignments. Do not deter yourself
or others from past failures rather concentrate on success. However, risks which are
applicable to your intent should be fairly measured.

3. Spend Time to Reflect on Your Life

Reflections can also mean letting others make an objective evaluation of you.
Taking some time off to think about life. Compare experience of current and present
to hopes of the future. You can never notice those small defects until you pause to
examine yourself.

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 4. Don't Tolerate Just Anything
You should learn to be intolerant to any suggestions or ideas that don't suit
your vision. It involves not tolerating negative factors such as laziness, anxiety and
many others in your nature. (Caballero & Barican, 2021)

SIMPLE WAYS TO LEAD YOURSELF

1. Know your Values and Stick to Them
The ones with real values and ethics are the most trustworthy leaders. People
tend to be drawn instinctively to somebody who has a dream, intent and dignity. One
who treats people respectfully and is empathetic to their needs. Personal beliefs in
leadership, core values, and the implementation of those values help leaders become
successful.

2. Move Towards Purpose

One has to spend time questioning the real intent or inspiration behind being a
leader. As a leader, you can inspire, guide, and encourage your subordinates to
achieve larger objectives. If you have a clear purpose, then you can make sure the
team is aligned with a common purpose.

3. Keep Improving Yourself

Great leaders are working hard to improve, expand and evolve into better
versions of them. Whether you've just started leading or you've been a veteran in your
place, make it a point to learn something new by going back home.

4. Make Mistakes But Never Make The Same Mistake Twice

The only thing that sets a leader different from a great leader is that he never
makes the same mistake twice. Note also that on the back of disappointment always
come the greatest successes.
5. Lead By Example
None is easier than leading from the front. Not only is it a brave thing to do
but it is a very leading thing. Perhaps that's why they all find it toughest. The only
thing that can turn you into a leader is when you begin to act like one. (Caballero &
Barican, 2021)

INFLUENCE OR INFLUENCED?
If you influence others and provide direction and guidance, then you lead
them. Leader must influence and should be influenced. Everyone can influence
somebody either for the good or for bad. Even the shyest person can influence at least
10,000 people in his or her lifetime. A person to be called a leader should have
followers for him. He has to direct his people to something which will bring
goodness, not harm. Just as a good leader should, it only takes skill, knowledge and
compassion for an individual to harness influence. (Caballero & Barican, 2021)

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 APPLICATION
Multiple Choices. Select the best answer. Write the letter of your answer on
the space provided that corresponds to the given question.
_______1. This means that, being your own leader, your purpose or vision will be the
foundation upon which you will build self-leadership.
a. Leading by example
b. Clarity of example
c. Clarity of purpose
d. Aiming for success

_______2. It was considered as the first level or stage of leadership.

a. autocratic leadership
b. democratic leadership
c. participative leadership
d. self — leadership

_______3. What best define self— leadership?

a. person must first lead himself before he can lead others
b. person must be born to become a leader
c. person must undergo seminars and trainings in order to become a good
leader.
d. person must be a good follower to become a great leader

_______4. Which of the following is not an appropriate character of a person with

self - leadership?
a. exhibits dedication towards achieving goals
b. ability to consciously influence his own thoughts and behavior
c. has self— awareness
d. lack of foresight to make right decisions

_______5. What is the importance of self - leadership to subordinates?

a. To make themselves effective and efficient workers despite whatever
leadership they may come across
b. To enable them to plan and set objectives on their own
c. To influence their own self to follow the plans they made
d. To become a leader someday

_______6. Which of the following is not a positive outcome of practicing self —

leadership?
a. Proactive
b. Disciplined
c. Independent decision maker
d. Too overwhelmed

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_______7. The success of the achievement of organizational goals is dependent on the
self-leadership of both superiors and the subordinates. Is this statement correct?
a. Yes
b. No
c. Probably yes
d. The statement is vague

_______8. What does the statement "keep improving yourself" means?

a. You have to learn something new
b. Not making the same mistake twice
c. Start acting like a great leader
d. Have a clear purpose

_______9. Primarily, what makes a good leader?

a. skills and talents
b. character and attitude
c. trainings and experiences
d. goals and motivations

_______10. Which of the following statement is conclusive?

a. Leaders must be influenced
b. Leaders are influencers
c. Leaders must influence and should be influenced
d. Leaders can be influence

Well done! You have just finished Lesson 1 of this module. Should there be any
part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 2 of this module which
will discuss about Organizational Leadership 1.

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 LESSON 2 MODULE 1

Organizational Leadership 1

INTRODUCTION
This lesson talks about organizational leadership, its concept, its four primary
factor and different theories of leadership. It defines a leader, its roles, the keys and
principles to effective leadership and lastly how a leader should supervise, inspire,
train and coach his/ her subordinates.

ACTIVITY
Matching Type: Column A are words and phrases related to
our lesson while Column B is the synonyms of the words found in
Column A; match Column A to Column B. Write the letter of your
answer on the space before the number.

COLUMN A COLUMN B
________1. FOLLOWER ASSESSMENT
________2. LEADER EXERCISE
________3. TRAINING DISCIPLINE
________4. EVALUATION TEACHING
________5. COACHING HEAD

ANALYSIS

 Does leadership plays an important role in success and efficiency

of subordinates?
_____________________________________________________
_____________________________________________________
 Is there a difference between a boss and a leader?
_____________________________________________________
_____________________________________________________
 Does over-supervision and under-supervision is bad or not
beneficial to your subordinates?
_____________________________________________________
_____________________________________________________
Feel free to read the abstraction to learn the answers to these reflective
questions.

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 ABSTRACTION
CONCEPT OF LEADERSHIP
Leadership is the practice of driving people to achieve goals. This plays an
important role in success and efficiency of subordinates. It's a process whereby an
individual influences others and guides the organization in a manner that makes it
more cohesive and coherent. (Caballero & Barican, 2021)
FOUR PRIMARY FACTORS OF LEADERSHIP
(U.S. Army, 1983)
1. Leader
An individual appointed as a leader must understand himself honestly, what he
knows and what he can do. Take note that it is the followers that decide whether the
leader is successful, not the leader or anyone else. If they don't trust their leader, or
lack confidence, they'll be uninspired. To be successful you have to persuade your
followers that you are worthy of being followed, not yourself or your superiors.

2. Followers
Different people expect different leadership styles. A newly-employed
deserves more supervision than an accomplished subordinate does. An individual
without motivation needs a different approach than one with a high motivation level.

3. Communication
Being a leader, you lead by bidirectional communication. A great deal of that
is nonverbal. For example, when you "set an example," that shows your people you
wouldn't ask them to do something you wouldn't want to do.

4. Situation
Everything you do in one situation isn't automatically going to work in
another. You have to use your discretion to determine the best course of action and
the style of leadership needed for each situation. (Mischel, 1968).

THEORIES OF LEADERSHIP
The theories below explain how people turn themselves into leaders.

1. Trait Theory
Some personality traits may lead people naturally into leadership roles.

2. Great Events Theory

A crisis or important event can cause a person to rise to the occasion, putting
forth extraordinary qualities of leadership in an ordinary person.

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3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People can opt for leadership. People
can learn the ability to take leadership.

THE LEADER AND ITS ROLES

A leader sets the company or organization a specific vision, motivates
employees, guides workers through the cycle of work, and creates morale. They're
made good leaders, not born. You will become a successful leader if you have the will
and the willpower. Good leaders grow through a cycle of self-study, education,
training and experience that never ends (Jago, 1982).

BOSS OR LEADER?
Although your role as a manager or supervisor gives you the authority to
accomplish certain tasks and objectives within the organization (Assigned
Leadership), this power does not make you a leader, it simply makes you a boss.
Leadership differs in that it makes the followers want to achieve high goals
(Emerging Leadership), rather than simply ordering people around (Rowe, 2007).
Thus, by your position, you get Assigned Leadership and you display Emergent
Leadership by influencing people to do great things.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
(Lamb, McKee, 2004)
1. Trust and Confidence

2. Effective Communication
 Helping employees understand the overall business strategy of the
organization.
 Helping workers understand how they help achieve the organizational
goals.
 Sharing information with workers on how the organization is doing
and how its own group of employees is doing.
So leaders need to be trustworthy and be able to convey a vision of where the
organization needs to go.

LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to continually reinforce your attributes. This
can be done by study, formal classes, reflection, and interaction with others.
In knowing self and seeking self-improvement leaders should:
a. Evaluate their selves by using the leadership traits and determine their
strengths and weaknesses.
b. They must work to improve their weaknesses and utilize their strengths.
c. By knowing their selves, and their experience and knowledge of group
behavior, they can determine the best way to deal with any given situation.
(Caballero & Barican, 2021)

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2. Be Technically and Tactically Proficient
We can't give that which we don't have. We can make the things we don't
know right. Respect is the leader's reward showing competence. Thus, leader must:
a. Know their job and have a solid familiarity with their subordinates' tasks.
b. Demonstrate their ability to accomplish t] mission.
Tactical and technical skills can be learned from on the-job training, seminar
and self-directed learning efforts, as mentioned above. (Caballero & Barican, 2021)

3. Seek Responsibility and Take Responsibility for your Actions

Leaders must:
a. look for ways to drive the organization to new heights.
b. look aggressively for demanding tasks.
c. not blame someone as they often prefer to do sooner or later when things go
wrong. They will look at the situation; take corrective measures and move on
to the next challenge.
Seeking responsibilities also means that leaders:
a. should be held responsible for their actions.
b. are responsible for the results of the acts of their subordinates. Regardless of
their subordinates' actions, they are held responsible for the decisions and their
execution.
c. must issue all directions in their own name.
d. must stick to their beliefs and do what they believe to be right, but accept
justified and constructive criticism. (Caballero & Barican, 2021)

4. Make Sound and Timely Decisions

This principle suggests that leaders must:
a. use good problem solving, decision making, and planning tools.
b. estimate a situation quickly, and make a sound decision based on that estimate.
Hesitation or a reluctance to take a decision leads subordinates to lose
confidence in their leadership skills. In effect; loss of trust creates confusion
and reluctance within the organization.
c. seek their subordinates advice and suggestions wherever possible before
making the decisions.
d. announce decisions in time to allow the required plans to be made by
subordinates.
e. encourage subordinates to actively predict and make plans.
f. make sure their policies and plans are familiar with them.
g. consider the effects of their actions on all organization's leaders. (Caballero &
Barican, 2021)

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5. Set the Example
Leaders of the organization must:
a. be a good role model for their employees. They must not only hear what they
are expected to do, but also see.
b. As a leader, your duty is to set by personal example the expectations for your
subordinates.
c. show their subordinates a desire to do the same things that they expect them to
do.
d. be physically fit, well groomed, and dressed appropriately.
e. behave themselves so that their personal habits are not open to criticism.
f. exercise initiative in their subordinates and foster the spirit of initiative.
g. avoid showing favoritism to any subordinate.
h. develop the thought among their subordinates that they are the best officer for
their position.
i. delegate authority and avoid over-supervision to create leadership among its
subordinates. (Caballero & Barican, 2021)

6. Know Your People and Look Out for their Welfare

Leaders should:
a. know human nature, and the importance of caring genuinely for its
subordinates.
b. know their subordinates and their responses to different situations.
c. put the interests of their subordinates before theirs.
d. correct complaints and do away with discontent.
e. see the company or organization leaders and let them see him / her, so that
every subordinate knows them and thinks they know them.
f. be accommodating.
g. get to know the subordinates under their control, and understand them.
h. let them see that they are ready to be completely prepared to perform any role
that they can be assigned.
i. help their workers get the appropriate help from the personal resources that are
available.
j. protect the well-being of their subordinates by strong hygiene and sanitation
supervision.
k. determine what the mental disposition of their subordinate is; maintain
communication with their thoughts.
l. ensure bonuses are allocated equally and equitably. Encourage customized
development.
m. provide ample time for leisure, and focus on participation.
n. share their subordinates' struggles so that they can understand their reactions
better. (Caballero & Barican, 2021)

7. Keep Your Subordinates Informed

To promote efficiency and morale, a leader should:
a. inform the subordinates of all happenings in his organization and give reasons
why things should be done.

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 b. explain whenever possible why they have to do the activities and how they
plan to do them.
c. Be alert to detect the spread of rumors. Stop rumors by replacing them with
the truth.
d. create morale and esprit de corpse by publishing knowledge about the unit's
achievements.
e. keep their subordinates aware of existing legislations and regulations
concerning their salaries, promotions, rights and other than confidential
matters. (Caballero & Barican, 2021)

8. Develop a Sense of Responsibility in Your Subordinates

a. Leader should help develop good character qualities that will assist them in
carrying out their professional duties.
b. Assigning tasks and delegating the authority to carry out tasks fosters mutual
trust and respect between the leaders and subordinates.
c. Operate through the Chain of command.
d. Provide regular opportunities for your subordinates to perform duties usually
performed by the next higher ranks.
e. Be quick to acknowledge the achievements of your subordinates when they
show initiative and creativity..
f. Avoid public criticism or condemnation. Give free advice and assistance when
the subordinates need it.
g. Assign the subordinates to roles according to demonstrated or potential
capability.
h. Be prompt in helping subordinates, and be fair. (Caballero & Barican, 2021)

9. Ensure that Tasks are Understood, Supervised, and Accomplished

a. Before your subordinates begin a job, let them have the opportunity to ask
questions or seek advice. Supervision is paramount.
b. Let subordinates use their own strategies, and then test their progress
regularly.
c. Ensure that an order is required before the order is issued. Use the chain of
command established. Give clear, concise, and constructive orders through
research and practice.
d. Encourage subordinates to ask questions about anything that they do not
understand in your instructions or directives.
e. Ask your subordinates if there is any question or confusion about the mission
or task/ s to be done.
f. Monitor the execution of your orders and ensure that your subordinates have
the resources necessary to carry out the tasks or assignment.
g. Vary the monitoring schedule and the points you emphasize during
inspections. Exercise care and supervisory thinking. (Caballero & Barican,
2021)

10. Train as a Team

a. each waking hour subordinates should be trained and developed, challenged
and checked, corrected and encouraged.
b. Subordinates are measured in appearance, bearing and attitude, self-
improvement and most importantly, performance.

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 c. There can be no reason for leaders failing to train their subordinates to the
highest state of physical condition and instructing them to be the very best in
the arms profession.
d. Train with a reason and emphasize the core element of teamwork. (Caballero
& Barican, 2021)

11. Employ Your Command In Accordance With Its Capabilities

a. If the assigned role is one that the subordinates were not prepared to do, it is
very likely to result in failure.
b. Seek challenging tasks for your subordinates but be sure the team is equipped
for them and is able to complete the task successfully.
c. Do not volunteer the team for activities that they are not able to complete.
d. Keep yourself updated as to the operational effectiveness of the team.
e. In an emergency, do not hesitate to demand the utmost.
f. Analyze all assigned tasks. If the means available to you are insufficient,
notify the immediate supervisor and request the appropriate support.
g. Assign duties to your subordinates equally.
h. Use your unit's full capabilities before you ask for help. (Caballero & Barican,
2021)

SUPERVISION FOR LEADERS

Supervision maintains an understanding of the situation, and ensures proper
implementation of plans and policies (U.S. Army Handbook, 1973). This involves
giving guidance and reviewing the performance of a job.
Over-supervision stifles initiative creates resentment and decreases morale and
motivation. Under-supervision leads to miscommunication, lack of coordination and
the subordinates' impression that the leader is not concerned with. (Caballero &
Barican, 2021)

INSPIRING SUBORDINATES
Three main actions will aid you in accomplishing this:

1. Be Passionate
You have to devote yourself to the job that you do. Do not expect your people
to be worked up about it if you don't express the excitement.

2. Involve subordinates in the decision making process

Help them contribute, and inform them that you value their opinions. When it
makes sense to do so, listen to them and integrate their suggestions.

3. Know what your organization is about

The primary responsibility of a leader is to grow people and encourage them
to attain their full potential. Your people may come from various of backgrounds, but
they all have goals they want to achieve. Create a "people setting" in which they can
really be everything they can be. (Caballero & Barican, 2021)

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 TRAINING AND COACHING
Training and coaching are two different things although some use them
interchangeably:
Training - Is a structured lesson designed to give people the knowledge and skills to
perform a task.
Coaching - Is a process designed to help the employee develop more expertise and
resolve obstacles to improving job performance.
Training and coaching are going hand in hand. First you train people with a
great deal of technical support and then you teach them with motivational tips.
(Caballero & Barican, 2021)

COMMON POINTS OF BOTH COACHING AND TRAINING

a. Testing to assess levels of knowledge, capacity and trust.
b. Defines targets that can be routinely calculated. This helps differentiate these
into step-by-step actions.
c. Clarify course, goals and responsibility. To promote accountability, include
the individual or team in the decision-making process.
d. Encourage peer coaching by reminding them that everyone has a stake in each
other's success.
e. Coaching is more than telling people how to do something, it involves giving
guidance, building skills, generating obstacles, removing barriers to success,
building better systems, learning through discovery.
f. Cope with emotional challenges by helping them analyzing and pointing out
ways they hold back, encouraging them when they become frustrated, and so
on.
g. Give feedback by pointing and suggesting solutions, rather than actively
criticizing errors.
As a leader you must view coaching from two different viewpoints:
1. Coaching to lead others, and
2. Being coached to achieve self-improvement. (Caballero & Barican, 2021)

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 APPLICATION
Identification; Identify the answer that corresponds to each question. Write
your answer on the space provided before the number.

_____________________1. Jayson is just an ordinary person until a crisis happened

in their barangay that make his leadership qualities applicable and known by everyone
resulting him to become a barangay chairman a year after the crisis. What theory of
leadership is this?
_____________________2. A leadership principle done by self- study, reflection,
evaluating their selves and knowing their selves.
_____________________3.Vina really wanted to become a president of the
Philippines one day, so she takes up political science and read a lot of books about
leadership to develop her leadership knowledge and skills. What theory of leadership
is this?
_____________________4. One of the leadership principle wherein a leader should
inform the subordinates of all the activities, keeping them aware of the existing
happenings.
_____________________5. What theory of leadership explains that a person who
possess leadership personality may lead people into leadership roles?
_____________________6. Another principle of leadership wherein the leader must
be a good role model for their employees.
_____________________7. Who decide whether the leader is successful or not?
_____________________8. What supervision that stifles initiative, creates restraint
and decreases morals and motivation?
_____________________9. This involves looking at the ways people accomplish a
task, it also involves receiving feedback and understanding feedback on how
everything is done.
_____________________10. What supervision leads to miscommunication, lack of
coordination and creates impression that the leader is not concerned with the
subordinates?

Well done! You have just finished Lesson 2 of this module. Should there be
any part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 3 of this module which
will discuss about Organizational Leadership 2.

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 LESSON 3 MODULE 1

Organizational Leadership 2

INTRODUCTION
This lesson is a continuation of lesson 2; it discusses learning, its conditions
and the six points of leadership power. It teaches the significance of self-control in
leadership, leadership traits, styles and their pros and cons, and lastly it tackles all
about ethics in leadership, how to become an ethical leader, the impacts of an ethical
leadership and reasons why values matters to leaders.

ACTIVITY
The Jumbled Words below are phrases and words that is
related to our lesson, solve or arrange them properly to find out the
correct word.
________________________1. DERSHILEAP STRAIT
________________________2. DWARER ERPOW
________________________3. HIETCAL ALEDRE
________________________4. LUEVAS MAFORTION
________________________5. LEASHIPDER TYSLES

ANALYSIS

 As a leader is self-control very important?

_____________________________________________________
_____________________________________________________
 Give one possible impact of an ethical leadership.
_____________________________________________________
_____________________________________________________
 Give one reason why values matter to leaders.
__________________________________________________
__________________________________________________

Feel free to read the abstraction to learn the answers to these reflective
questions.

19
 ABSTRACTION
LEARNING
Conditions of Learning
To be successful in guiding subordinates, the leader must familiarize himself
with these learning conditions and strictly follow them while training his people:

a. The Person Must Be Motivated to Learn.

You cannot teach certain people who are not inspired to learn
knowledge or skills. They've got to feel the need to learn what you say. Their
motivation is to be able to carry out their work in return for a salary,
rewards, challenges, job satisfaction etc.

b. Involve Your Subordinates In The Process.

Keep their attention in the learning process by deliberately engaging
their minds and emotions. Participate in them through active capability
practice, or through conversation. (Caballero & Barican, 2021)

THE SIX POINTS OF LEADERSHIP POWER

Power refers to the ability a person has to control another's actions such that
he or she behaves according to his or her wishes. Such power is a capacity or potential
as it means a potential that does not need to be realized in order to be effective. That
is, there may be a power but it doesn't need to be used to be successful.
Below are French, Raven's (1959), Six Points of Leader Power. These power
points will help you to assess the impact you and others have on achieving full
negotiating skills.
1. Coercive Power - Power that is based on fear.
A person with coercive power can make things hard for humans. These are the
people you wish to avoid being angry with. Employees who work under a coercive
boss are unlikely to commit themselves, and are more likely to resist the manager.
2. Reward Power — Compliance achieved on the basis of the ability to distribute
rewards which others find important.
3. Legitimate Power - The power a person receives in an organization's formal
hierarchy as a consequence of his or her role. The person has the right to expect you
to comply with valid demands, given his or her status and your job responsibilities.
4. Expert Power — Influence based on special skills or knowledge. Experience and
knowledge give the person respect. Expert influence is the most firmly and regularly
connected to productive output of subordinates.
5. Referent Power - Influence based on individual or desirable possession of wealth
or personal traits. Sometimes this is seen as beauty, elegance, or appreciation. You
like the individual and you want to do things for him or her.

20
6. Informational Power — Providing information to others which leads to thinking
or acting in a new way. (Caballero & Barican, 2021)

SIGNIFICANCE OF SELF-CONTROL IN LEADERSHIP

Leaders being influential individuals within the organization and having the
greatest impact on the lives of their people must learn and exercise self-control.
Leaders are gaining people's trust, power and respect when they exemplify self-
control. Will you have a calm area like the cyclone? Have you been self-disciplined?
Can one define your life as one of self-control?

LEADERSHIP TRAITS
1. HONESTY AND INTEGRITY
How can you expect honesty from your followers when you yourself lack
these qualities? Leaders flourish when they hold to their core values and beliefs and
this won't be possible without ethics.

2. CONFIDENCE
If your own decisions and values are uncertain, otherwise your subordinates
will never obey you. You must be oozing with confidence as a leader, display some
assertiveness in order to gain the respect of your subordinates.

3. INSPIRE OTHERS
They look up to you when the going gets tough, and see how you react to the
situation. They’ll follow you, when you handle it well. As a leader, you should think
positive and your actions will make this positive approach clear. When you succeed in
empowering your subordinates, you can easily resolve every obstacle now and in the
future.

4. COMMITMENT AND PASSION

The team looks up to you and you'll have to be enthusiastic about that too if
you want them to give their all. When they believe you are not fully committed or
lack motivation, then inspiring your followers to achieve the goal would be an uphill
task for you as a leader.

5. GOOD COMMUNICATOR
As a leader you have to communicate your vision clearly to your team and tell
them the plan for achieving the goal, it will be very difficult for you to get the results
you want if you don't. You can never be a good leader because you can't effectively
express your message to your team. Words have the potential to get people motivated
and make them do the unthinkable.

6. DECISION-MAKING CAPABILITIES
A leader should have the ability to take the right decision at the right time, in
addition to having a futuristic vision. A leader should think long and hard before
taking a decision but stand by it once the decision is made.

21
7. ACCOUNTABILITY
Make sure each of the subordinate is responsible for what they do. Give them
a pat on the back if they do well but when they fail make them realize their mistakes
and work together to improve.

8. DELEGATION AND EMPOWERMENT

Empower and delegate the duties to your followers. Delegate the subordinate's
duties and see how they do. Provide them with all the resources and support they need
to attain the target and give them an opportunity to bear responsibility.

9. CREATIVITY AND INNOVATION

In order to get ahead to today's fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team stand out from
the crowd, is creative thinking and relentless creativity. Think about coming up with
unique ideas out of the box and transforming those ideas and goals into reality.

10. EMPATHY
Don't adopt a dictatorial style, and utterly lack empathy. Knowing the
followers' issues, and experiencing their pain, is the first step towards becoming
effective leaders. (Caballero & Barican, 2021)

LEADERSHIP STYLES
Below are the leadership styles Lewin, K. has defined. et al.

1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary, and is often called a leadership style of
"telling." The leader gives instructions to the members of his team and then uses
various incentives and punishments to either appreciate or punish what they do in
response. Leaders give praise for a job well done or for a group member to perform a
department-wide mission hated because they missed a deadline.

2. TRANSFORMATIONAL LEADERSHIP
Empowering their workers to change, leaders are trying to enhance or
transform the individual or group into which they lead. Such leaders are working at
making changes and finding new ways to get things done.

3. SERVANT LEADERSHIP
Servant leaders work with this traditional motto: "Serve first and lead." Instead
of thinking about how to inspire people to follow their lead, they channel most of their
energies into seeking ways to help others. They make other people's needs a priority
over their own.

22
4. DEMOCRATIC LEADERSHIP
Democratic leaders respect other people's ideas and feedback, and encourage
discussion of those inputs. We don't carry on orders from above, but take a much
more inclusive approach to doing things. If you think the best meetings are the ones
where everyone has a fair chance to weigh in, you might be a democratic leader.

5. AUTOCRATIC LEADERSHIP
Autocratic leaders see themselves as having absolute power and making
decisions on their subordinates' behalf. They decide not just what needs to be done,
but how to accomplish certain tasks too. You may be an autocratic leader if you think
that group meetings and brainstorming just slow things down.

6. BUREAUCRATIC LEADERSHIP
A power comes from a formal position or title rather than from the unique
characteristics or characteristics they hold. They also have a set list of duties, as well
as clear rules and procedures for how they will handle and make decisions for others.
They just have to follow the path set out for them.

7. LAISSEZ-FAIRE LEADERSHIP
Laissez-faire leaders have the tools and services required to do so. But then
they step back and let their team members make decisions, solve problems and get
their work done without having to worry about their every move being obsessively
watched by the leader.

8. CHARISMATIC LEADERSHIP
Charismatic leaders have charismatic personalities, and a great deal of
determination to achieve their goals. Such leaders use eloquent communication and
persuasion to unite a team around a cause, instead of promoting actions by strict
instructions. (Caballero & Barican, 2021)

HOW TO BECOME AN ETHICAL LEADER?

a. Define and Align Your Values
Consider the morals you were raised with:

 "Treat others how you want to be treated"

 "Always say "thank you,"
 "Help those who are struggling," etc.

b. Champion the Importance of Ethics

An ethical leader's job is to focus on the overall significance of ethics,
including ethical standards and other ethical issues, and how those factors that
influence society.

23
c. Hire People with Similar Values
Although your views need not be identical to those of vour workers, you
should be able to establish common ground with them.

d. Promote Open Communication

Be open with every decision you make, and seek input from your team. It
makes you become a better leader and helps you feel more comfortable in expressing
your thoughts or concerns with your subordinates.

e. Beware of Bias
Leaders need to look at themselves and be honest in fact having prejudices
that can impinge on the feeling of ease at work of another person. For you to build
and maintain better relationships with your subordinates, be an open-minded leader.

f. Lead by Example
It is important to remember as an ethical leader, that actions always speak
louder than words. Ethical leaders may begin to earn the respect of their peers by
practicing and demonstrating the use of ethical, truthful, and unselfish conduct to
subordinates.

g. Find Your Role Models

In history, there are many leaders, doing a little study of strong, powerful
leaders and trying to identify what they are doing well. Then incorporate it into their
own style of leadership.

h. Care for Yourself so you are able to Care for Others

This can be done by ensuring that you, as a person, are focused on fulfilling
your own needs such as sleep, nutrition and a true relationship with loved ones.
It may seem easy to devote time to self-care, but ultimately it's crucial to
improving your leadership abilities. The leader who is happy and satisfied with life
seeks peace and fulfillment for those they lead. (Caballero & Barican, 2021)

IMPACTS OF ETHICAL LEADERSHIP

1. The Well-Being of the Individual
Ethical leaders leading by example should persuade others to do likewise.
People are generally influenced by the things occurring around them. Good contact
between colleagues can help to influence efficiency and attitude in the workplace.

2. The Energy of the Team

In the workplace, morale usually is stronger when people get along each other.
When colleague work as a team, this help build relationships in the workplace and the
group's overall performance. Strong leader lead by example

24
3. The Health of the Organization
The value of maintaining a positive in the workplace has much to do 'With
improving organization's overall health. (Caballero & Barican, 2021)

THE 4-V MODEL OF ETHICAL LEADERSHIP

The 4-V model aims to reconcile internal beliefs and values for the common
good with external behaviors and actions.
The four V 'S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics help to build a strong ethical leader. In the end, an ethical
leader's main goal is to create a world in which the future is positive, inclusive and
allows all individuals to pursue and fulfill their needs and fulfill their maximum
potential.

REASONS WHY VALUES MATTER TO LEADERS

1. Values Guide Your Decisions
You have a lot of decisions to make as a dictator, those that only affect you
and those that impact many others.

2. Values Strengthen Your Ability to Influence

If you associate with your beliefs, you are communicating with your passions.
People are drawn to you when you speak with passion, they are more likely to hear
your message and you will be more successful in persuading and influencing.

3. Values Create Clarity

When you're happier your life is simpler in so many ways. Clarity helps you
concentrate, make yourself more successful and much more. One of the fastest ways
in your life to achieve clarity is to be clear about your beliefs first.

4. Values Reduce Stress

It's easier to communicate when the choices are smoother and you're clearer
about issues that you'll have less tension. In the past you may not have been talking
about values in this way; but, it is absolutely true that living from your values is a
great way to reduce stress.

5. Values Guide Your Actions

Your beliefs are what drive your actions. While it helps to define who you are,
having clear beliefs can be so much more useful on a daily basis. It allows you to be a
more successful, efficient and confident leader by being clear on your values.
(Caballero & Barican, 2021)

25
 APPLICATION
Identification; Identify the answer that corresponds to each question, you can
choose your answer from the answer box. Write the letter of your answer on the space
provided before the number.

A. Informational Power E. Referent Power I. Expert Power

B. Empathy F. Confidence J. Legitimate Power
C. Coercive Power G. Reward Power K. Accountability
D. Autocratic H. Laissez Faire L. Democratic

____________1. Leaders with this power tend to treat their subordinates in their
every success either a lunch-out, outing trips or incentives.

____________2. This leader possesses this type of power because of his exceptional
skills or knowledge.

____________3. What power is being possessed by a leader wherein his/ her role is
given by a formal designation making him/ her entitled in being a leader?

____________4. A leadership power by a leader that provides information to his/ her

subordinates, giving them new knowledge.

____________5. A wealthy person becomes a leader possessed what type of

leadership power?

____________6. Leaders with this power make activities, jobs and instructions hard
for their subordinates, resulting not to commit and likely to resist their leaders.

____________7. A type of leadership wherein the team members make the decisions,
solve problems and get their work done without having to worry about their leader.
____________8. A leader must possess this trait to be an effective leader, ensure
people obey your orders and in order to gain the respect of your subordinates.

____________9. Knowing the followers' issues, and experiencing their pain, is the
first step towards becoming effective leaders. What leadership trait is this?

____________10. A type of leadership that thinks group meetings and brainstorming

just slow things down, so it's easier if the leader make important decisions on your
own and if you hate them when subordinates challenge your decisions.

CONGRATULATIONS! JOB WELL DONE!

You have just finished this module!
Whenever you’re ready, please proceed to Module 2: Understanding
Management, Lesson 1 which will discuss about Management.

26
MODULE SUMMARY MODULE 1

You have completed the first module of Leadership, Decision Making,

Management and Administration covering Leadership. Key points covered in the
module include:

 Ways in developing self-leadership; clarity of purpose, aim at success and

take reasonable risks, spend time to reflect on your life and don't tolerate just
anything.

 Simple ways to lead yourself; know your values and stick to them, move
towards purpose, keep improving yourself, make mistakes but never make the
same mistake twice and lead by example.

 Four primary factors of leadership; leader, follower, communication and

situation.

 Theories of leadership; trait theory, great events theory and transformational

or process leadership theory.

 Leadership principles; know yourself and seek self-improvement, be

technically and tactically proficient, seek responsibility and take responsibility
for your actions, make sound and timely decisions, set the example, know
your people and look out for their welfare, keep your subordinates informed,
develop a sense of responsibility in your subordinates, ensure that tasks are
understood, supervised and accomplished, train as a team and employ your
command in accordance with its capabilities.

 Six points of leadership power; Coercive Power, Reward Power, Legitimate

Power, Expert Power, Referent Power and Informational Power.

 Leadership traits; honesty and integrity, confidence, inspire others,

commitment and passion, good communicator, decision making capabilities,
accountability, delegation and empowerment, creativity and innovation and
empathy.

 Leadership styles; transactional leadership, transformational leadership,

servant leadership, democratic leadership, autocratic leadership, bureaucratic
leadership, laissez faire leadership and charismatic leadership.

 The 4-V model of ethical leadership; values, vision, voice and virtue.

 Reasons why values matter to leaders; Values Guide Your Decisions,

Values Strengthen Your Ability to Influence, Values Create Clarity, Values
Reduce Stress and Values Guide Your Actions.

27
 MODULE 1

MODULE ASSESSMENT

1. Discuss comprehensively the concept of leadership?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

2. What do you think will be the possible impacts and outcomes of unethical
conduct of a leader?
__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

3. Explain the reasons why values matters to leaders.

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

Essay Criteria
Content: Relevance to the Topic, Originality of Ideas - 50%
Grammar: Well-constructed sentences - 20%
Mechanics: Spelling, Punctuation, Capitalization ` - 20%
Vocabulary: Word Choice - 10%
100%
28
 MODULE 1

REFERENCES
Bass, B. (1990). From transactional to transformational leadership: learning to share
the vision. Organizational Dynamics, 18, (3), Winter, 1990, 19-31.

Brown, P. (2007).Career coach: decision-making, Pulse, retrieved July 12, 2012.

Boogaard, Kat (2019). What Kind Styles of Leader Are You? 8 Common Leadership
Styles (and their Pros and Cons). Retrieved on September 24, 2019 fromhttps:/
/www.themuse.com/advice/common-leadership-styles-with-pros-and-cons.

Caballero, N. and Barican, L. (2021) Character Formation2: Leadership, Decision

Making, Management and Administration, Wiseman’s Books Trading Inc.

Eikenberry, K. (2019). Five Practical Reasons Why Values Matter to Leaders.

Leadership and Learning. Retrieved on September 25, 2019 from
https://blog.kevineikenberry.com/leadershipsupervisory-skills/five-practicalreasons-
whyvalues-matter-to-leaders.

Hasan, S. (2017). Top 10 Leadership Qualities That Make Good Leaders. Retrieved
on September 15, 2019 from https://blog.taskque.com/characteristics-good leaders.

Kuligowski, K.,(2019). How to Be an Ethical Leader: 4 Tips for Success EST.

Retrieved from https:// www.businessnewsdaily.com/5537-how-to-beethical-
leader.htmL.

Kotter, J. (1990). A Force for Change: How Leadership Differs From Management.
New York: Free Press.

Kouzes, J. ,Posner, B. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.

Northouse, P. (2016). Leadership Theory and Practice. Seventh Edition Los Angeles,
CA: SAGE Publications.

Northouse, G. (2007). Leadership Theory and Practice. (3rd ed.) Thousand Oaks,
CA: Sage Publications.

Stogdill, R.M.(1989). Stogdill's Handbook of Leadership: A Survey of Theory and

Research. Bass, B. (ed.) New York: Free Press.

Zeitchik, S. (2012).10 Ways to Define Leadership. Business News Daily.

29
 MODULE 2

Module Overview

Understanding Management

Lessons in this Module

Management
Roles of the Managers
Behavioral Management

Welcome to Module 2! This module is about understanding management. It

defines management, the activity management, the functions, skills, qualities and role
of a manager in an organization. It tackles how to develop mission and vision
statements and explain its importance. It discusses behavioral management, how to
understand employees behavior and motivation. It explains management by example,
the effective strategies of managing by example, engagement, empowerment, values
formation and the roles of values in management.
At the completion of this module, you should be able to:
 Comprehensively define what management is;
 Describe accurately the manager and their different levels, their functions and
skills;
 Enumerate the qualities of a manager;
 Recognize the modern challenges for managers;
 Acquire the ability of developing mission and vision statements;
 Appreciate the importance of creating vision and mission statements;
 Understand employee behavior and motivation;
 Recognize the values formation in management.
That’s it! Are you excited? Are you ready to learn? Then let’s start the lesson
now! Have fun learning.

30
 LESSON 1 MODULE 2

Management

INTRODUCTION
Lesson 1 is all about management, the activity management, managerial
functions, managerial skills, qualities of a manager and role of manager in an
organization.

ACTIVITY
Complete the words in the puzzle below by writing the correct
letter on the blanks. Then read the words and familiarize them as they
are part of this lesson.

A
F S K L S

M N A E M E T
I

R O E S
N

ANALYSIS

 Does managerial position requires proper skills? What skills are

those?
______________________________________________________
______________________________________________________
 What do you think are the important qualities of a manager?
______________________________________________________
______________________________________________________
 Explain how management considered as an art.
______________________________________________________
_____________________________________________________

31
 ABSTRACTION
Definitions of Management
Management thinkers have defined management in their own ways:

Van Fleet and Peterson

Working with human, financial and physical resources to achieve
organizational objectives by performing the planning, organizing, leading and
controlling functions.

Megginson, Mosley and Pietri

Management is a problem solving process of effectively achieving
organizational objectives through the efficient use of scarce resources in a changing
environment.

Kreitner
Management is an art of knowing what to do, when to do and see that it is
done in the best and cheapest way.

F.W. Taylor
Management is an art of getting things done through and with the people in
formally organized groups, It is an art Of creating an environment in which people
can perform and can cooperate towards attainment of group goals.

Harold Koontz
Management as a Process
Management as a process began with the sole purpose of attaining an
objective. Further, it is specifically done in order to:
The purposes are:
1. rise clients' satisfaction with the services the company provides.
2. develop personnel experience, abilities and capacity, or
3. accomplish a particular goal or goal.
Management as a mechanism often includes interrelated processes by which
management within an entity manages and controls the organization's resources to
achieve desired outcomes. (Caballero & Barican, 2021)

Management: The Never Ending Process

It simply means that management is a phase that will never stop, because the
company remains. Managers would always force themselves to tackle tasks, goals and
problems at a certain point in time. (Caballero & Barican, 2021)

32
 ACTIVITY MANAGEMENT
Task management is the practice of recording personnel's day-to-day
accomplishments in an order in which they are done. It is a key to an organization's
success, as it helps to monitor the organization's course and maximize its work
efficiency.
Managing tasks will help the workers organize their daily work. The activity
management system helps the managers and their subordinates to evaluate or verify
their results. (Caballero & Barican, 2021)

Elements of the Ideal Activity Management Label

Monitoring this recorded information on a regular basis is essential to assure
the completion and accuracy of the record.
1. The Activity (which is a brief description of what you do)
2. Type of activity (whether it is meeting, an email, phone or others)
3. Name of the task
4. Title of project
5. Name or category of the project
6. The time length of the activity
7. Date of the task (Caballero & Barican, 2021)

Importance of Activity Management

1. It gives both the employer and the employees, information on the performance
of the personnel involved.
2. It helps to organize and emphasize the importance or relevance of the task at
hand.
3. It also helps to avoid miscommunications and mistakes of task repetition in the
workplace. (Caballero & Barican, 2021)

Management as a Discipline
Management is also a discipline because it includes learning the procedures
and values required to perform official administrative duties, as well as demonstrating
the code of conduct that managers must obey when performing their duties.
Management is also being taught, as with other research or discipline courses, at
numerous institutes and universities around the world. (Caballero & Barican, 2021)

Management as an Art
Management is also known to be an art, because both share similar
characteristics. Art is a structured body of knowledge that requires imagination and is
therefore an integral part of art and management. Management is therefore an art,
because both have the same characteristic. (Caballero & Barican, 2021)

Management as a Group
In general, administrative functions are not performed by one person alone.
For most cases, as companies expand, many specific managerial roles are generated
so that the organization can meet its desired objectives. (Caballero & Barican, 2021)

33
Management as a Science
Management is also a science, because everything used to classify a field as
science is involved. Science, for example, establishes the relation of cause and effect
between variables. It also takes into consideration, the values that bind the variables
concerned. Scientific concepts are thus formulated using the standard scientific
methods that involve testing. And the method involves testing and checking via a
series of tests. (Caballero & Barican, 2021)

Management as a Profession
Management is also an occupation as it has characteristics that allow it to be
so. A career has limited entry which is also true in management. Although anyone can
assume a managerial role in a corporation and there is no law prohibiting that, many
companies now prefer for such positions individuals with Master's degree. (Caballero
& Barican, 2021)

The Manager
A manager is a person in the organization who directs the activities of others.
They perform their work at different levels and they are called by different names:
1. The First Line Managers — they are usually called supervisors or in a
manufacturing they may be called foremen.
2. The Middle Level Managers — these comprise all management levels
between the organization's supervisory level and top level. Such managers
may be called functional managers, heads of plants, and managers of projects.
3. The Top Managers - they are the ones responsible for making organizational
decisions and setting policies and strategies which affect all aspects of the
organization. Such individuals may be named vice-president, managing
director, chief executive officer or board chairman etc. (Caballero & Barican,
2021)

MANAGERIAL FUNCTIONS
Planning - This is necessary to set goals and to develop strategies for organizing
activities.
Organization - It assists in deciding the tasks to be performed, how to do them, how
to organize the tasks and where to make decisions.
Staffing - This is important for employing different types of people and performing
different activities such as training, growth, evaluation, compensation, welfare etc.
Directing - This requires that subordinates be given instructions and motivated to
achieve their goals.
Controlling - This is monitoring practices to ensure that the workers perform the
tasks as scheduled, and to correct any major deviations. (Caballero & Barican, 2021)

34
 MANAGERIAL SKILLS
THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER
(by: Robert L. Katz)
1. Technical
2. Human and
3. Conceptual

Technical Skills
Managers must be able to work with the resources, equipment, strategies,
procedures or the technical skills. First line executives as well as many middle
managers have been active in the activities of the organization's technical aspects.
Even when a manager moves higher in hierarchy, the need for technical skills is less,
but still technical skill helps in making decisions. (Caballero & Barican, 2021)

Human Skills
Managers must have the ability to work well with other people both
individually and in a group. Managers need these skills at all levels but top managers
need them the most. The manager has interpersonal skills because he gets the best out
of the people that work with him. We are able to communicate, empower, lead and
inspire confidence and enthusiasm. (Caballero & Barican, 2021)

Conceptual Skills
Managers need to be able to integrate and organize the different activities.
Managers must be able to think of abstract ideas and to contextualize them. We need
to be able to see the organization as a whole and the relationships between its
different sub-units, and to see how the organization fits into its wider context.
(Caballero & Barican, 2021)

QUALITIES OF A MANAGER
1. Educational competence
Besides other educational qualifications they are required to have management
education and training. Education not only widens the intellectual scope of executives
but also helps to understand and interpret things properly. Business environment
awareness is also essential to tackle the various problems that the company can
encounter. (Caballero & Barican, 2021)

2. Intellectual quality
Managers should have a higher level of intelligence relative to others, because
they have more roles in the organization than other men. Intelligence can assist a
manager in evaluating the organization's present and future organizational
possibilities. He must be able to predict the things in advance and take the necessary
decisions in due course. (Caballero & Barican, 2021)

35
 3. Leadership ability
A manager has to be able to direct and motivate People working within the
business. He shall subordinate himself to leadership. The subordinates' skills, abilities,
and potentials should be retained and properly used to achieve organizational goals. If
a manager has the leadership qualities then for the good of the organization, he will
inspire workers to improve their performance and function to their full capacity.
(Caballero & Barican, 2021)

4. Training

A manager must develop competencies. As described in the preceding issue

these skills consist of technical skills, human skills and logical abilities. These
competencies must be gained by schooling, training, practice etc. Such skills are
important for all executive levels. (Caballero & Barican, 2021)

5. Technical knowledge and skills

A manager should have technical knowledge of the organization's job and

other tasks. He will be better placed to assess and direct if he has knowledge of those
things himself. (Caballero & Barican, 2021)

6. Mental Maturity

To deal with different circumstances a manager should have mental maturity.

He is supposed to be polite, good listener and quick to respond to situations. He has to
take several uncomfortable decisions that could have an adverse effect on the job if
not taken properly. When dealing with subordinates he will remain calm. All of these
attributes come with maturity of mind. (Caballero & Barican, 2021)

7. Positive Attitude

Positive attitude is to a manager's asset. A manager has to deal with a lot of

people from both inside and outside the company. He should be sensitive and
optimistic to different suggestions and make rational choices. He should not prejudge
issues, and should not take sides. He will try and develop good relationships with
different people dealing with him. He would consider their issues and attempt to reach
out a helping hand. (Caballero & Barican, 2021)

8. Self-confidence

Every manager should have faith in himself'. He has to take a lot of decisions
every day; he should thoroughly evaluate things before making decisions. If he makes
decisions, then he should stick to them and try to put them into practice. A manager
lacking confidence in himself will always be uncertain about his decisions. This kind
of mentality creates more problems than just solving them. (Caballero & Barican,
2021)

36
 9. Foresight

A manager has to make a decision not just for the present but also for the
future. A manager should foresee what will happen in the future and plan the
organization for the circumstances to face. The level of foresight will help you make
the right choices and face the challenges to come in the right perspective. If the
problems aren't properly evaluated, then the organization can face adverse situations.
(Caballero & Barican, 2021)

ROLE OF MANAGER IN AN ORGANIZATION

The role of a manager is very critical within an organization. An organization's

success will depend on the manager's ability in using the resources to achieve
organizational objectives. He is an integral leader in the organization's role of
achieving goals and targets. Technology and working methods are rapidly changing
and therefore the manager should be professional enough to deal with these changes.
(Caballero & Barican, 2021)

37
 APPLICATION
Multiple Choices. Select the best answer. Write the letter of your answer on
the space provided that corresponds to the given question.

________1. It is a set of principles relating to the functions of planning, organizing,

directing and controlling and the application of these principles in harnessing
physical, financial, human and informational resources efficiently and effectively to
achieve organizational goals.
a. Administration
b. Supervision
c. Evaluation
d. management
________2. It involves interrelated activities by which the administration within an
organization develops and controls the resources of the organization to achieve
targeted results.
a. management as a science
b. management as a discipline
c. management as a process
d. management as an art
________3. It is the process of recording the day-to-day accomplishments of
personnel, in an order in which they are done. It is an essential key to the success of
an organization as it helps to control the direction of the organization and increase
working efficiency.
a. activity management
b. art management
c. process management
d. production management
________4. They include all levels of management between the supervisory level and
the top level of the organization. These managers may be called functional managers,
plant heads, and project managers.
a. first line managers
b. middle level managers
c. top managers
d. last managers
________5. What is the other term for first line managers?
a. Superiors
b. Supervisors
c. Leaders
d. boss

38
________6. They are those who are responsible for making organizational decisions
and setting policies and strategies that affect all the aspects of the organization.
a. first line managers
b. middle level managers
c. top managers
d. last managers
________7. Which of the following is not a top manager?
a. project managers
b. chief executive officer
c. chairman of the board
d. vice president
________8. This is essential for employing various types of persons and performing
various activities like training, development, appraisal, compensation, welfare etc.
a. planning
b. organizing
c. staffing
d. directing
________9. This is the monitoring of activities to ensure that the personnel are
accomplishing the tasks as planned and correcting any significant deviations.
a. directing
b. controlling
c. planning
d. staffing
_________10. This requires giving instructions and motivating sub-ordinates to
accomplish their goals.
a. planning
b. organizing
c. staffing
d. directing

Well done! You have just finished Lesson 1 of this module. Should there be any
part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 2 of this module which
will discuss about Roles of the Managers.

39
 LESSON 2 MODULE 2

Roles of the Manager

INTRODUCTION
Lesson 2 is all about highly interrelated roles of the managers, how important
these roles are, this lesson also tackles the modern challenges for managers and
explains to us how to develop mission and vision statements and know its importance.

ACTIVITY

Crossword Puzzle: Find and encircle the hidden words in the

box below that is related to our lesson.

Manager Mission Vision Globalization Coordinator

W E C O O R D I N A T O R
C V N F I D E N T I A L I
O I M N B V D C X Z R L K
M S E M X Y I L R X B F V
P I N L D I A K D V I G C
E O T K F E T H G M T H A
T N Y J M A I M B I M T I
G L O B A L I Z A T I O N
N D F D N K N D L T S E L
C F C S A H S S E G S R M
E G S A G F D Y T L I R B
H H T A E R E E M E O T E
I J B N R D C H I I N R R
ANALYSIS

 Do managers also experience modern challenges?

_____________________________________________________
 What is the role of the mission statement?
_____________________________________________________
_____________________________________________________
 Is developing vision and mission statement important?
_____________________________________________________
Feel free to read the abstraction to learn the answers to these reflective
questions.

40
 ABSTRACTION
DIFFERENT HIGHLY INTERRELATED ROLES OF THE MANAGERS
1. Interpersonal Roles
A manager has to perform the following duties:
a. Receive visitors from outside, or preside over employees' social function.
b. Sign as organization's manager some legal documents.
c. Function as a chief when he is needed to carry out subordinate activities.
d. Not only to inspire the workforce but also to recruit, fire and discipline
employees.
e. Pay outside organizations for the collection of information relating to
companies. (Caballero & Barican, 2021)

2. Informational Roles
All managers are required to perform informational roles.
a. To collect information outside of one's own organizations and institutions.
b. Perform the disseminator’s position as they deliver information to the
organization's subordinates.
c. Acts as a spokesman when he represents outsiders to the organization.
(Caballero & Barican, 2021)

3. Decisional Roles
According to Mintzberg, a manager performs four decisional roles.
a. He initiates and supervises new projects to improve the performance of the
organization.
b. As a conflict controller, administrators take corrective actions to fix previously
unknown.
c. Acts as resource allocation when allocating and controlling human, physical,
and monetary resource allocations.
d. When debating and bargaining with other parties, he works as a negotiator.
(Caballero & Barican, 2021)

IMPORTANT ROLES OF A MANAGER

As Leader
a. Defining various people's activities and goals within the organization.
b. Helps at the work-group to create the right type of atmosphere and
homogeneity.
c. The group's actions and performance led by him are influenced. (Caballero &
Barican, 2021)

41
As Coordinator
a. Bring together various resources, both physical and human, for the
achievement of organizational objectives.
b. Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
c. With the aid of effective communication, better plan events and programs.
(Caballero & Barican, 2021)

As Delegator of Authority
a. Assign duties to the subordinates that he trusted, and delegate the authority
necessary. If they do any work independently, the subordinate may gain
confidence and be prepared for hides responsibilities.
b. Encourage employees to take up appropriate work according to their skills and
knowledge and train for the next line of executives.
c. Create proper communication system so the subordinates are able to get
regular guidance response for the activities taken up by them. (Caballero &
Barican, 2021)
As Decision-Maker
After addressing various aspects of the problem taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the correct
one. (Caballero & Barican, 2021)

As a Human Relations Practitioner

a. Address workplace issues with staff.
b. Tries to get the best out of the workers, and efforts are made to boost the
organization's efficiency.
c. Encourage employees to engage in decision making processes. (Caballero &
Barican, 2021)

As a Spokesman of the Organization

a. Acts as the organization's spokesman.
b. He works with outsiders and provides them with the required information that
they need.
c. Maintains good relationships with all stakeholders including shareholders,
employees, customer’s vendors, government, etc.
d. Helps to create a strong organization's reputation not only among clients but
also among outsiders. (Caballero & Barican, 2021)

MODERN CHALLENGES FOR MANAGERS

1. Challenges on Information Technology (IT)
Information is undergoing a transition. Computers, the internet, intranets,
telecommunications and an endless number of software applications are available to
get things done better.
a. Managers are expected to use technology to carry out their work and produce
desired results.

42
 b. Managers need to know how to communicate with IT experts to evaluate the
most appropriate solutions for the job to be done, and then consider the best
way to implement them.
c. Managers need to determine the best way to network the infrastructure of an
entity, and also decide which network information will be accessible to whom
and what kinds of protection are needed to protect the network. (Caballero &
Barican, 2021)

a. Challenges on Globalization
A manager must formulate his plans by keeping the world economy in
perspective. He has to get the company ready to face the new competition. As
consumer choices broaden, managers need to find ways to beat foreign competition
for price and quality. The movement towards globalization is unlikely to change in the
future; the best thing is to face it. New executives should be prepared professionally
to meet future global competition. (Caballero & Barican, 2021)

DEVELOPING MISSION AND VISION STATEMENTS

Creating the vision and mission statements of an organization are the first two
steps in the process of planning action. Such statements clarify the goals of your
community in a concise way, help the organization concentrate on what is really
important and provide a framework for further advancement of other elements of your
strategic plan. (Caballero & Barican, 2021)

Roles Played by Mission and Vision

Mission and vision statements play three critical roles:
1. Communicate the organization's intent to stakeholders
2. Inform the development of strategy, and
3. Establish the tangible priorities and goals by which to measure the success of
the company.

WHAT IS A VISION STATEMENT?

Their vision is their dream. It's what your company considers to be the ideal
conditions for your community; that is, how things would look if you absolutely,
beautifully addressed the issue that is important to you. It could be a world without
war, or a society where all men, regardless of gender or racial background, are treated
as equals. (Caballero & Barican, 2021)

Characteristics of vision statements should be:

a. Understood and shared by members of the organization.
b. Broad enough to include a diverse variety of local perspectives.
c. Inspiring and uplifting to everyone involved in group's effort.
d. Easy to communicate - they are generally short enough.

WHAT IS A MlSSION STATEMENT?

Mission statements are similar to claims about vision, in that they also look at
the big picture. They are more practical however, and they are certainly more "action-
oriented" than statements of dream. The statement of vision of an organization will

43
inspire people to dream; your statement of purpose should motivate them to take
action. (Caballero & Barican, 2021)

General Guidelines in Creating Mission Statements

a. Concise. While not as brief as statements of vision, mission statements in one
sentence also usually get their point across.
b. Outcome-oriented. Statements on task describe the basic results to which the
organization is operating.
c. Inclusive. Although declarations of mission make statements about the key
goals of your community, it is very important that they do so very broadly.
Good mission statements are not restrictive in the community's policies or
industries that may get involved in the project.

Role of the Mission Statement

A mission statement is meant for the organization's staff and members.
Strategic plans can involve changing the organization's mission statement to represent
a new direction. It will help workers and the public opt into the change by
emphasizing the advantages of the transition and reducing the gaps. (Caballero &
Barican, 2021)

Role of the Vision Statement

A vision statement is a vision of the future with hope and a positive outlook. It
describes the company's inspirational, long-term plan for what they will be able to do,
who they will help, and how the company will then be perceived. The vision
statement gives everyone a description of what they're working on. (Caballero &
Barican, 2021)

Purposes of Strategic Planning

Strategic planning is likely to have successes and failures. Leaders should
celebrate the little successes in achieving objectives that are part of the statement of
mission and vision. The mission statement will help to measure whether the strategic
plan is aligned with the Agency's overall objectives. The vision statement helps
inspire workers. (Caballero & Barican, 2021)

IMPORTANCE OF CREATING VISION AND MISSION STATEMENTS

1. These statements can help your organization focus on what's really important.
Your vision and mission statements remind the members of what is important.

2. Vision and mission statements offer a snapshot of what the group is and what
it aims to do to other people and organizations.

3. Statements of vision and mission concentrate the members on their shared

goal. Not only can the statements themselves act as a daily reminder of the
organization's value, the method of creating them encourages people to see the
organization as "their‖. (Caballero & Barican, 2021)

44
ADVANTAGES OF HAVING A CLEAR VISION STATEMENT

 Bringing people into work together.

 To offer hope for a better future.
 Empowering members of the group to achieve their goals through
constructive and successful action;
 Turn your broad sight visions into more practical, action-oriented
language.
 Describe your priorities clearly and concisely to the stakeholders.
 Improving the image of your organization as being. (Caballero &
Barican, 2021)

HOW TO CREATE VISION AND MISSION STATEMENTS

1. Learn what is Important to People in Your Organization and the Community
Being aware of the important issues within your community is vital to the
creation of a large, successful and lasting group of action. And one of the first steps
that you will take when creating your organization's vision and purpose is to identify
the problems that matter most to people in your group. (Caballero & Barican, 2021)

Different Ways in Gathering this Information

a. Conducting public forums with members of the community
It is to collect suggestions, feelings, and views on the way they want the
culture to be changed. The discussions and complaints are registered during public
forums. (Caballero & Barican, 2021)

b. Holding focus group discussions with the people

Discussions in focus groups are similar to public hearings but are smaller and
personal. They are usually made up of small groups of people of similar backgrounds,
so that they can feel confident communicating freely about what concerns them.
(Caballero & Barican, 2021)

c. Obtaining interviews with people in leadership and service positions

This involves individuals as local officials school leaders, workers at hospitals
and social service providers, on what issues or needs they expect to occur in the
neighborhood. (Caballero & Barican, 2021)

2. Decide What to Ask

No matter if you are talking to one person or a crowd, your purpose is the
same - to learn what matters in your community. (Caballero & Barican, 2021)
List of Questions You Might Use to Focus Your Discussions with Community
Members
These questions may be used for individual interviews, focus groups, public
forums, or in any other way you choose to gather information.
a. What are your vision / dream for our community?

45
 b. Why do you want to see change?
c. What kind of group or organization will we be creating?
d. What do you see as the big issues or problems in the society or organization?
e. How do you see as the main strengths and assets of the group or organization?
f. How do you think this company or project will be striving for?
g. Why will they fix these issues?
h. How would you like to see success? (Caballero & Barican, 2021)

3. Decide on the General Focus of your Organization

After the organization's leaders have learned what the group has to say, it's
time to determine the organization or initiative's overall emphasis.
a. What subject matters most to your organization and to your community?
b. Where is your company going to operate?
c. Does your organization only start in one school, in one neighborhood, or in
your town?
d. Should the emphasis of your initiative be wider, at local, regional, or even
international level? (Caballero & Barican, 2021)
WRITING MISSION STATEMENTS
The same method of brainstorming will help you to build the possibilities for
your mission statement. You'll want to establish a common mission statement for your
work as opposed to vision statements. (Caballero & Barican, 2021)

GUIDE QUESTIONS IN CREATING MISSION STATEMENT

1. Could this explain what your company is going to do, and why is it going to?
2. Is it concise (one sentence)?
3. Was it outcome oriented?
4. Is it reflective of the organization's priorities and people who might get
involved? (Caballero & Barican, 2021)
After the organization's leaders have formed a vision and mission statements,
the next step will be to know what other group members think of them before you
actually use the statements. You may talk to the same community leaders or the
members of the focus i group you initially talked to. (Caballero & Barican, 2021)

WAYS ORGANIZATION MAY CHOOSE TO SPREAD ITS VISION AND

MlSSION STATEMENTS
1. Attach it to your letterhead or to your stationary
2. Use them on Site
3. Giving away with them T-shirts, or bookmarks, or other little gifts
4. Use these while giving interviews.
5. Show it on your reports cover. (Caballero & Barican, 2021)

46
 APPLICATION
The following statements below are different roles of the managers; categorize
or sort them and write the letter of the statement in their specific assigned box.
A. To collect information outside of one's own organizations and institutions.
B. When debating and bargaining with other parties, he works as a negotiator.
C. With the aid of effective communication, better plan events and programs.
D. The group's actions and performance led by him are influenced.
E. Receive visitors from outside, or preside over employees' social function.
F. Create proper communication system so the subordinates are able to get regular
guidance response for the activities taken up by them.
G. Defining various people's activities and goals within the organization.
H. Not only to inspire the workforce but also to recruit, fire and discipline
employees.
I. After addressing various aspects of the problem taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the
correct one.
J. Helps to create a strong organization's reputation not only among clients but also
among outsiders.
K. Address workplace issues with staff.
L. Perform the disseminator’s position as they deliver information to the
organization's subordinates.
M. Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
N. He initiates and supervises new projects to improve the performance of the
organization.
O. Tries to get the best out of the workers, and efforts are made to boost the
organization's efficiency.
P. Maintains good relationships with all stakeholders including shareholders,
employees, customer’s vendors, government, etc.
Q. Assign duties to the subordinates that he trusted, and delegate the authority
necessary.
R. Acts as a spokesman when he represents outsiders to the organization
S. He works with outsiders and provides them with the required information that
they need.
T. Helps at the work-group to create the right type of atmosphere and homogeneity.

As Leader Informational Roles As Decision Maker

47
 Interpersonal Roles As Coordinator As Human Relations
Practitioner

As Delegation of As Spokesman of the Decisional Roles

Authority Organization

Well done! You have just finished Lesson 2 of this module. Should there be any
part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 3 of this module which
will discuss about Behavioral Management.

48
 LESSON 3 MODULE 2

Behavioral Management

INTRODUCTION
Lesson 3 is all about behavioral management, how to understand employee’s
behavior and how to motivate them. This lesson teaches how to manage by example,
what are the effective strategies of managing by example, how to engage and
empower people, to learn values formation in management and the roles of values in
management.

ACTIVITY
The illustrations below are the role of values in management;
you can choose your answer from the answer box regarding on what
the pictures is showing. Write your answer on the space provided.

A – Bringing Creativity D - Determine Behavior

B - Promote Leadership E – Work Ethic
C - Employees Development F - Motivation

1 1. ________ 2._______

https://images.app.goo.gl/vCv9erb8digDnCtr7 https://images.app.goo.gl/cDU6GMuxhTp9uZ7YA

3._________ 4.______

https://images.app.goo.gl/ztBwF1BHW4u4GkrL7 https://images.app.goo.gl/8mgorLTJGfdrvhdn8

5.________

https://images.app.goo.gl/e4aqtghYaEzjGjGT7 49
ANALYSIS

 Is there a need for managing our employees or subordinates

behavior?
_____________________________________________________
_____________________________________________________
 How to lead by example? Give at least one strategy.
_____________________________________________________
_____________________________________________________
Feel free to read the abstraction to learn the answers to these reflective
questions.

ABSTRACTION
BEHAVIORAL MANAGEMENT
Behavioral management is a behavioral intervention approach that is oriented
towards keeping order. Behavioral management derived from Albert Bandura's theory
of social learning, which affirms that observable behavior emerges from an interaction
between the person and the environment.
The factors that are modified are those that are thought to contribute most
significantly to the development or continuation of habits that the troublesome in the
atmosphere for the person him/herself or for other people. (Caballero & Barican,
2021)

BEHAVIOR MANAGEMENT TECHNIQUES

1. Antecedent strategies - Which are used in an attempt to discourage or
provoke a behavior before a behavior occurs.

2. Consequent strategies - Which are used when a behavior happens in an

attempt to discourage a behavior from continuing and repeating, or to
reinforce a behavior. (Caballero & Barican, 2021)

UNDERSTANDING EMPLOYEE BEHAVIOR & MOTIVATION

Behavioral Management Theory
The theory of behavioral management was developed in response to the need
to account for the actions and motivation of the employees.

A. Shift in Theories
To establish a relation, theorists such as Elton Mayo and others analyzed
efficiency of workers under various conditions. Mayo's work with Hawthorne offers a
clear example of this. A group of telephone line workers were divided in the
Hawthorne experiment, and observed working in a private room. Different privileges
were granted to the community members during their working day, such as the right

50
to leave their workstations, improvements in pay levels and even company-sponsored
lunch. What they found was that the management group had generated more than the
other workers. The reason for this increased output was that the community believed
that their well-being was of concern to management. (Caballero & Barican, 2021)

MANAGEMENT BY EXAMPLE
Lead by example not only holds managers to strict expectations, but also
requires many interpersonal communication skills. Those who lead by example be
capable of establishing good human relationships with those they need. This can be a
challenge for any boss, particularly those who are not exactly born of natural origin.

EFFECTIVE STRATEGIES OF MANAGING BY EXAMPLE

Avoid Criticizing
Complaining or judging others can not only discourage team members from
receiving the inspiration they need, but it can also sow these team members that
criticism and complaining is appropriate on the job. Those who lead by example must
do their utmost to eliminate negativity from their lives and their approach to
leadership altogether. Negativity can only generate more negativity, so it is imperative
that it be eliminated early. The more optimistic a person will be, the more optimistic
their work environment can be each and every day. (Caballero & Barican, 2021)

Give Honest Praise

Dedicated managers who want to lead by example know when to laud and
how necessary it is to offer truthful praise. Giving false or coerced compliments to
workers only for the sake of spreading attention does not cut it off. People can sense
and hear honesty so if leaders want it to really work, praise needs to be sincere and
truthful. (Caballero & Barican, 2021)

Develop Real Relationships

It's so important for managers to take the time to develop genuine
relationships with their workers so they can gain that respect. It involves getting to
know them and becoming interested in other people and what they have to say and
focusing on maintaining and developing the relationship so the two parties have a
sense of confidence. (Caballero & Barican, 2021)

Get in on the Action

Getting involved and being very interested in how the company works will
only benefit managers who are trying to appeal to their workers and who are trying to
set a precedent on how their workers want to work. Once team members see their
supervisors do the job and get into the action they are much more likely to look for
direction at the supervisors and emulate their behavior. (Caballero & Barican, 2021)

Humility is Key
Managers ought never to treat take others the way they would like to be
treated, never take anything for granted and give the benefit of the doubt to
individuals. Even if a member of a team does not perform to the expectations of the
manager, this does not mean they have not tried. (Caballero & Barican, 2021)

51
 ENGAGEMENT AND EMPOWERMENT
If you want engagement and empowerment, consider the following behaviors:

 Act like an owner-make choices that are based on the highest company and
priorities nice.
 Be constructive in asking what you can do to improve or make a situation
easier.
 Be responsible by recognizing that there is still an aspect of the project or a
consequence that will have a positive effect.
 Seek items that match the ultimate purpose. so if you make a mistake, then
you will own it and learn from it. (Caballero & Barican, 2021)

VALUES FORMATION IN MANAGEMENT

Formation of values is the confluence of our personal experiences and the
particular society in which we are entwined. In the childhood, values are placed by
our families and reinforced by community and life experiences.

POINTS THAT HIGHLIGHT THE ROLE OF VALUES IN MANAGEMENT

1. Development of Employees
Managers should use the value system to their workers in an all-round way.
Values help with vision. Those help in the creation of employee or workers awareness
and moral growth. (Caballero & Barican, 2021)

2. Motivation
Values will work inside you to awaken secret talents. With bravery and
confidence, you have it in you to go ahead and realize your full potential. Inspiring
one's self and inspiring others in organizations to campaign for ethical and right
values. (Caballero & Barican, 2021)

3. Underlie Managerial Behavior

The study of values is central to the interpretation of management and
organizational behavior, which underlies managerial behavior's value orientations.
(Caballero & Barican, 2021)

4. Determine behavior
Values are fundamental, and define actions within the organization to a large
extent. Therefore, through employee behavior, the manager will introduce
improvement in the way desired. (Caballero & Barican, 2021)

5. Helps in bringing change

Organizations bind through principles. Values are enabled cultural
improvement when re-evaluated and matched with the goals of the organizational
structure. This practice has already transformed several individuals and organizations.
(Caballero & Barican, 2021)

52
6. Determine attitudes
Values form the foundation for understanding behaviors, motivations and
beliefs. (Caballero & Barican, 2021)

7. Promote leadership
Managers are people who exercise their leadership by values'. They can be
effective leaders by practicing the spiritual values in their managing jobs. (Caballero
& Barican, 2021)

8. Bring creativity
Managers will remain innovative by examination of many ethical principles in
unpredictable and ever-changing times. Some traditional ideals tend to improve the
cognitive capacity resulting in a different way of understanding those challenges and
circumstances. (Caballero & Barican, 2021)

9. Managing in Borderless
Management is no longer limited to a national entity, but is completely
without boundaries. Specific international governments do not oversee the
management activities and decisions. For many "lawless territories" administrators
have a greater responsibility than ever before. (Caballero & Barican, 2021)

10. Involve in managerial goals

Values are universal since they include task, goal, and adjective selection. The
role of planning, coordinating and managing people's actions should also be
consistent with the principles of the managers. (Caballero & Barican, 2021)

11. Guide to life, profession, and character

Moral, ethical and professional values determine the character of employees
and managers. They guide their profession and life. They should guide the real
character of our lives as we serve our nations. (Caballero & Barican, 2021)

12. Personality development

Selection of moral and fundamental values is an essential consideration as
values include the right way of thinking, the right motivation and the passion for
improvement. (Caballero & Barican, 2021)

13. Work ethic

Knowledge, effort, behaviors, attitude, manners of work, interpersonal vision,
a commitment to change and the standard of work generated are important elements
of every worker's mentality today. Ethical and eternal importance places a major role
in doing good work. (Caballero & Barican, 2021)

The Importance of Workplace Values

You use these deeply held values to distinguish between right and wrong ways
of working and they help you make crucial career choices and decisions.

53
Some examples of workplace values include:

 Being accountable.
 Making a difference.
 Focusing on detail.
 Delivering quality.
 Being completely honest.
 Keeping promises.
 Being reliable.
 Being positive.
 Meeting deadlines.
 Helping others.
 Being a great team member
 Respecting company policy and rules, and respecting others.
 Showing tolerance.

54
 APPLICATION

Identification; Identify the answer that corresponds to each question. Write

your answer on the space provided before the number.
____________________1. Inspiring one's self and inspiring others in organizations to
campaign for ethical and right values.
____________________2. A technique used when a behavior happens in an attempt
to discourage a behavior from continuing and repeating, or to reinforce a behavior.
____________________3. It involves getting to know them and becoming interested
in their workers and developing the relationship so the two parties have a sense of
confidence.

____________________4. It includes knowledge, effort, behaviors, attitude, manners

of work, commitment to change and the standard of work generated are important
elements of every worker's mentality today.

____________________5. Managers are people who exercise their leadership by

values'. They can be effective leaders by practicing the spiritual values in their
managing jobs.
____________________6. A technique used in an attempt to discourage or provoke a
behavior before a behavior occurs.
____________________7. Management is no longer limited to a national entity, but
is completely without boundaries.
____________________8. Giving false or coerced compliments to workers only for
the sake of spreading attention does not cut it off. People can sense and hear honesty
so if leaders want it to really work, praise needs to be sincere and truthful.
____________________9. Complaining or judging others can not only discourage
team members from receiving the inspiration they need, but it can also sow these team
members that criticism and complaining is appropriate on the job.
____________________10. Managers ought never to treat take others the way they
would like to be treated, never take anything for granted and give the benefit of the
doubt to individuals.
.

CONGRATULATIONS! JOB WELL DONE!

You have just finished this module!
Whenever you’re ready, please proceed to Module 3: Decision Making and
Understanding Administration, Lesson 1 which will discuss about Decision
Making.

55
MODULE SUMMARY MODULE 2

You have completed the second module of Leadership, Decision Making,

Management and Administration covering Understanding Management. Key points
covered in the module include:

 Management as a Process began with the sole purpose of attaining an

objective.

 Task management is the practice of recording personnel's day-to-day

accomplishments in an order in which they are done.

 The Managers; First line manager, Middle level manager, Top managers.

 Managerial Functions; Planning - This is necessary to set goals and to

develop strategies for organizing activities.

 Organization - It assists in deciding the tasks to be performed, how to do

them, how to organize the tasks and where to make decisions.

 Staffing - This is important for employing different types of people and

performing different activities such as training, growth, evaluation,
compensation, welfare etc.

 Directing - This requires that subordinates be given instructions and

motivated to achieve their goals.

 Controlling - This is monitoring practices to ensure that the workers perform

the tasks as scheduled, and to correct any major deviations.

 Managerial Skills; Technical skills, Human skills and Conceptual skills

 Qualities of a manager; Educational competence, Intellectual quality,

Leadership ability, Training, Technical knowledge and skills, Mental
Maturity, Positive Attitude, Self-confidence and Foresight

 Vision Statement is your dream. It's what your company considers to be the
ideal conditions for your community.

 Mission statements are similar to claims about vision, in that they also look at
the big picture. They are more practical however, and they are certainly more
"action-oriented" than statements of dream.

 Behavioral management is a behavioral intervention approach that is

oriented towards keeping order.

 Behavior Management Techniques; Antecedent strategies and Consequent

strategies

56
  Strategies of managing by example; avoid criticizing, give honest praise,
develop real relationships, get in on the action and humility is key.

 Role of Values in Management; Development of Employees, Motivation,

Underlie Managerial Behavior, Determine behavior, Helps in bringing change,
Determine attitudes, Promote leadership, Bring creativity, Managing in
Borderless, Involve in managerial goals, Guide to life, profession, and
character, Personality development and Work ethic.

MODULE 2

REFERENCES

Bart, C. , & Baetz, M .(1998). The relationship between mission statements and firm
performance: An exploratory study. Journal of Management Studies, 35, 823-853.
Bart, C. , Bontis, N. , & Taggar, S. (2001). A model of the impact of mission
statements on firm performance. Management Decision, 39(1), 19— 35.
Brown, M., Trevino, L., Harrison, D. (2005), Ethical leadership: A social learning
perspective for construct development and testing. Organizational Behavior and
Human Decision Processes 97 (2): 117-134.
Caballero, N. and Barican, L. (2021) Character Formation2: Leadership, Decision
Making, Management and Administration, Wiseman’s Books Trading Inc.

Gomez, M., Luis FR., Balkin, D., Cardy, R. (2008). Management: People,
Performance, Change, 3rd edition. New York: McGraw-Hill. p. 19. ISBN 978-0-07-
302743-2.
Ivancevich, J. , Konopaske, R., Matteson, M. (2007). Organizational Behavior and
Management. New York: McGraw-Hill/ Irwin.
Jago, A. research. (1982). Leadership: Perspectives in Theory and Research.
Management Science, 28(3), 315-336
Newstrom, J., Davis, K. (1993). Organization Behavior: Human Behavior at Work.
New York: McGrawHill.

57
 MODULE 2

MODULE ASSESSMENT

1. What is a vision statement? A mission statement?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

2. Define briefly what behavioral management is and its importance in an

organization?
__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

3. What is values formation and its essentials in management?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

Essay Criteria
Content: Relevance to the Topic, Originality of Ideas - 50%
Grammar: Well-constructed sentences - 20%
Mechanics: Spelling, Punctuation, Capitalization ` - 20%
Vocabulary: Word Choice - 10%
100% 58
 MODULE 3

Module Overview

Decision Making and Understanding Administration

Lessons in this Module

Decision Making
Decision Making Models in Criminal Justice
Understanding Administration

Welcome to Module 3! The final module of this course package, this module
contains three lessons, first is about decision making with topics about decision
making concepts, environmental influence in decision making, the characteristics of
decision making, decision making techniques and approaches. Second lesson is about
decision making models in criminal justice with topics about the challenges, styles
and administration in decision making, the traits and values in decision making and
the effect of culture in decision making. Lastly the third lesson is all about
understanding administration, it explains the difference between administration and
management, it defines administration and administrator, it explains the importance of
skills and administrative challenges.
At the completion of this module, you should be able to:
 Identify the nine characteristics of a good decision;
 Know and distinguish correctly the decision making models in criminal
justice;
 Identify appropriately the different traits and values and their essentials in
decision making;
 Identify and distinguish the different decision-making models;
 Know and explain perfectly the effect of culture on decision making;

That’s it! Are you excited? Are you ready to learn? Then let’s start the lesson
now! Have fun learning.

59
 LESSON 1 MODULE 3

Decision Making

INTRODUCTION
Lesson 1 is about decision making with topics about decision making
concepts, environmental influence in decision making, the characteristics of decision
making, decision making techniques and approaches.

ACTIVITY

Complete the words below by writing the correct letter on the

blanks. Then read the words and familiarize them as they are part of
this lesson.

1. D _ C _ S I _ N M_K_NG
2. _ N V I _ O N _ E N T _ L I_FL_E_CE
3. D _ V I _ I _ N MA_I_G T_C_NIQ_ES
4. C _ A R _ C T _ R I S _ I C S
5. _ R O _ P D_CI_ION _AK_NG

ANALYSIS

 Does the environment of the decision makers will play a role in the
decision-making process?
______________________________________________________
______________________________________________________
 Give at least one characteristics of a good decision.
______________________________________________________
______________________________________________________
 Give one approach in decision making.
______________________________________________________
_____________________________________________________

Feel free to read the abstraction to learn the answers to these reflective
questions.

60
 ABSTRACTION
DECISION - MAKING CONCEPTS

Decision-making can be seen as a problem-solving process that generates a

solution that is considered to be ideal, or at least acceptable. Consequently, it is a
mechanism that can be more or less logical or irrational and based on overt or implicit
knowledge and beliefs. (Brockman, 2016).

ENVIRONMENTAL INFLUENCE IN DECISION MAKING

The environment of decision makers will play a role in the decision-making

process. A factor affecting cognitive performance, for example, is environmental
uncertainty (Davidson, 2006).

A complex environment is an environment with a great number of potentially

different states that come and go over time (Godfrey-Smith, 2001).

CHARACTERISTICS OF DECISION-MAKING (Monahan, 2000)

 Objectives have to be set first

 Requirements must be graded and placed in order of importance.
 We need to build alternate acts.
 The alternatives must be measured against all targets.
 Tentative decision is the option which can accomplish all the objectives.
 The tentative decision is evaluated for more possible consequences.
 The preliminary decision is reviewed for more potential implications.
 Decisive action is taken and further action is taken to avoid any negative
effects from being issues and to continue all processes all over again.
 There are usually followed steps leading to a decision model that could be
used to assess an optimal production schedule. (Caballero & Barican, 2021)

THE NINE (9) CHARACTERISTICS OF A GOOD DECISION

1. Decisions positively impact others.

2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable.
6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decisions involve self-awareness. (Caballero & Barican, 2021)

61
DECISION-MAKING TECHNIQUES

Decision-making techniques can be separated into two broad categories:

1. Group Decision-Making Techniques

2. Individual Decision-Making Techniques (can also often be applied by a
group).

GROUP DECISION-MAKING

Also known as "Collaborative Decision-Making", is a situation faced when

individuals collectively make a choice from the alternatives before them. In keeping
with the concept of cooperation, collective decisions often appear to be more
successful than decisions made by a single person. In this way, such collective
agreements have the ability to deliver better net output results than individuals
working alone (Larson, 2010).

Collaborative or collective decision-making would often be preferred under

normal daily circumstances and will produce more benefits than individual decision
making when there is room for proper deliberation, negotiation and dialogue.

INDIVIDUAL DECISION-MAKING

Human decision taking usually saves time, resources, and energy as individual
make timely and rational choices. Although taking group decision takes a lot of time,
money and energy. (Caballero & Barican, 2021)

DECISION MAKING APPROACHES

1. RATIONAL OR ANALYTICAL APPROACH

 Exemplified by systematic decision-making.

 Defines upfront success factors
 Looks for details and objectively explores how each solution meets each
success factor
 Decision-making is organized and decisions can be taken under the
assumption of the desired solutions except for major unforeseeable or
unpredictable incidents.
 Consideration of the implications of the final decision. (Caballero & Barican,
2021)

2. INTUITIVE DECISION MAKING APPROACH

 Relying on emotions and feelings.

 Careful planning is not possible or not desired.
 People will point to a "gut feeling" or "hunch" as the cause for a choice,
reflecting that explanation is not accessible through conscious thought.
(Caballero & Barican, 2021)

62
3. RANDOM OR CHANCE APPROACH

 In this approach a decision is made on impulse, without thought.

 Flipping a coin or using a "decision wheel" would be representative of
employing this approach.
 It is sometimes considered a dependent style because this approach can
promote denial of responsibility. (Caballero & Barican, 2021)

DECISION MAKING APPROACHES A CONSEQUENCE OF

PERSONALITY

Any of our emotional and thought processes can be defined by personality, so

it's natural to assume that our preferred approach to decision making is a feature of
our personality.

SUGGESTIONS FOR IMPROVEMENT

Rational or Analytic Decision Makers

a. Have ready a decision-making process that you know works. This helps you to
jump directly through a decision-making phase without having to postpone
deciding the steps you will be taking.
b. Gain knowledge of pitfalls and prejudices in decision taking so they can be
avoided when making a decision. (Caballero & Barican, 2021)

Intuitive Decision Maker

a. Ask or accept broad questions well in advance of a decision. It helps the

unconscious mind to work behind the scenes to provide ideas and suggestions
for a decision.
b. Know where and where your intuition is working and not. Intuition works best
in places we have a great deal of expertise in.
c. Increasing reflection. This makes insight more credible, as experiences are
interpreted and applied with thought to the subconscious that helps to
categorize the experience more accurately.
d. Play games which involve decision-making. Games that simulate life choices
provide a low risk environment where patterns can be formed to improve
intuition. (Caballero & Barican, 2021)

Random or Chance Decision Maker

a. Improve awareness and appreciation. Recognizing positive results as they

arise increases the probability of successful outcomes.
b. Apply know-how. It will increase the basis for understanding good
opportunities versus bad ones.

63
 c. Know the risks and the uncertainties. Choosing where the chances are in your
favor, is a smart way to maximize positive results. (Caballero & Barican,
2021)

SIMILAR DECISION-MAKING

1. GOFER (Mann, L.,1980)

FIVE DECISION-MAKING STEPS:

1. Goals clarification: Survey values and objectives.

2. Options generation: Consider a wide range of alternative actions.
3. Facts-finding: Search for information.
4. Consideration of Effects: Weigh the positive and negative consequences of
the options.
5. Review and implementation: Plan how to review the options and implement
them.

2. DECIDE (Guo, K., 2008)

1. Define the problem

2. Establish or Enumerate all the criteria (constraints)
3. Consider or Collect all the alternatives
4. Identify the best alternative
5. Develop and implement a plan of action
6. Evaluate and monitor the solution and examine feedback when necessary

3. OTHER

1. SEVEN DECISION-MAKING PROCESSES (Brown, P., 2001)

a. Outline the goal and outcome.
b. Gather data.
c. Develop alternatives (i.e., brainstorming).
d. List pros and cons of each alternative.
e. Make the decision.
f. Immediately take action to implement it.
g. Learn from and reflect on the decision.

2. EIGHT STAGES OF MORAL DECISION-MAKING

(Pijanowski, J., 2009)
a. Create and nurture the relationships, norms and procedures that will
influence how problems are understood and communicated. This stage
takes place prior to and during a moral dilemma.
b. Recognize that a problem exists.
c. Identify competing explanations for the problem, and evaluate the drivers
behind those interpretations.

64
d. Sift through various possible actions or responses and determine which is
more justifiable.
e. Examine the competing commitments which may distract from a more
moral course of action and then prioritize and commit to moral values over
other personal, institutional or social values.
f. Follow through with action that supports the more justified decision.
g. Reflection in action.

65
 APPLICATION
Multiple Choices. Select the best answer. Write the letter of your answer on
the space provided that corresponds to the given question.
_________1. It can be regarded as a problem-solving activity yielding a solution
deemed optimal or at least satisfactory.
a. decision making
b. conflict resolution
c. management
d. administration
_________2. Which of the following is not a characteristic of decision — making?
a. Objectives are last to be established.
b. Objectives must be classified and placed in order of importance.
c. Alternative actions must be developed.
d. The alternatives must be evaluated against all the objectives.
_________3. Which of the following is a character of a good decision?
a. Decisions negatively affect others.
b. Decisions are irreplaceable.
c. Decisions foster opportunity.
d. Decisions include only the top priority.
_________4. What is the other term for group decision — making?
a. cooperative decision – making
b. collaborative decision making
c. individual decision — making
d. operational decision — making
_________5. It is an approach in decision making which relies on emotions and
feelings. Careful planning is not possible or not desired. People will point to a "gut
feeling" or "hunch" as the cause for a choice, reflecting that explanation is not
accessible through conscious thought.
a. Chance approach
b. Intuitive Decision Making Approach
c. rational approach
d. random approach
_________6. It is an approach in decision making where decisions are planned, and
choices are made under the premise desired solutions can be achieved except for large
unforeseeable or unknowable events.
a. Chance approach
b. Intuitive Decision Making Approach
c. Rational approach
d. Random approach

66
_________7. It is sometimes considered a dependent style because this approach can
promote denial of responsibility.
a. analytical approach
b. intuitive Decision Making Approach
c. rational approach
d. random approach
_________8. Which of the following is not a part of the Gofer five decision making
steps?

a. Options generation
b. Developing Ideas
c. Consideration of Effects
d. Facts- finding

_________9. It is an approach in decision making that looks for details and

objectively explores how each solution meets each success factor
a. Chance approach
b. Intuitive Decision Making Approach
c. Rational approach
d. Random approach
_________10. In this approach a decision is made on impulse, without thought.

a. analytical approach
b. intuitive Decision Making Approach
c. rational approach
d. random approach

Well done! You have just finished Lesson 1 of this module. Should there be any
part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 2 of this module which
will discuss about Decision Making Models in Criminal Justice.

67
 LESSON 2 MODULE 3

Decision Making Models in

Criminal Justice
INTRODUCTION
Lesson 2 is all about decision making models in criminal justice with topics
about the challenges, styles and administration in decision making, the traits and
values in decision making and the effect of culture in decision making.

ACTIVITY
Crossword Puzzle: Find and encircle the hidden words in the
box below that is related to our lesson.

Directive Analytic Conceptual Behavioral Dynamic

B E H A V I O R A L
C O N C E P T U A L
O Q M N B V D C N Z
M W E M X Y Y L A X
P E N L D I N K L V
E R T K F E A H Y M
T A Y J H A M M T I
E S O G I Q I V I Y
N D F D C K C D C T
D I R E C T I V E G

ANALYSIS

 What are the possible decision making challenges for criminal

justice professionals? Give one.
_____________________________________________________
_____________________________________________________
 Are there any consequences in making the wrong decision?
_____________________________________________________
_____________________________________________________
 Give at least 1 style of decision making.
_____________________________________________________
_____________________________________________________

Feel free to read the abstraction to learn the answers to these reflective
questions.

68
 ABSTRACTION
DECISION MAKING MODELS IN CRIMINAL JUSTICE
For criminal justice, decision-making requires more than studying the rules
and applying them to individual cases. Professionals in criminal justice have little
time to make important decisions which may be the difference between life and death.
DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE
PROFESSIONALS
Events of over-exposure, which are characterized as unpredictable, erratic,
volatile and under conditions of high stress, impair the capacity of a criminal justice
professional to make a reasonable, rational decision. (Caballero & Barican, 2021)

The Consequences of Making the Wrong Decision

 Loss of life
 Departmental or jurisdictional administrative costs.
 Negative media attention and public opinion.
 Demotion in position and/or loss of job.
 Post-traumatic stress disorder (PTSD), family problems and other
psychological concerns.
Due to the aforementioned consequences, it is important that criminal justice
leadership provide the training needed to make reliable, ethical decisions in all
circumstances. (Caballero & Barican, 2021)

RECOMMENDATIONS FOR AN EFFECTIVE MAKING ON THE JOB

Scenario-based conditioning and preparation are required to prepare criminal
justice personnel to take critical duty-focused decisions. Simulators for police training
are constantly dependent on criminal justice experts to refine the decision-making
capabilities of officers as finely as possible. In addition to simulator training, there are
other tips that criminal justice practitioners may apply to their decision-making
processes, which can save a life like:

 To increase the number of options, look at a problem from multiple

viewpoints and angles.
 Assess the situation with a view to recognizing threats and non-threats; seek to
make rational decisions about how to respond accordingly.
 Visualize the way situations play out before they act. Challenge assumptions
about a situation.
 Seek support and advice from colleagues in circumstances that require it.
 Make choices about the most important information, and seek to commit it to
memory.
 Be mindful of and accept the feelings before making a conscious move to
make rational decisions.
 Practice verbal and non-verbal communication skills with colleagues to
communicate information about how to respond to a situation.

69
 FOUR STYLES OF DECISION-MAKING
1. DIRECTIVE DECISION-MAKING
Decision-makers in the directive are very rational and have little tolerance for
uncertainty. Instead of going to others for more detail, their decisions are rooted in
their own intelligence, experience and reasoning.

 When to use Directive Decision-Making

In situations characterized by continuity repeated patterns, and predictable
events, this style decision-making is fine. For situations where there is a
straightforward and unchallenged cause-and-effect relationship, reserve guideline
decisions; in other words a correct response exists and is collectively understood'

 A leader's role in Directive Decision-Making

A leader has to sense the situation, categorize it as a scenario that calls for a
clear decision and an appropriate response. It's the role of a leader to realize when
there's no need for intensive interpersonal contact and to make clear decisions based
on the knowledge they already have.

 Signs you need to use a different approach

When you start making complicated jobs simply by using simple decisions,
you need to change your approach. Understand that changing circumstances demand
changing styles of decision making. (Caballero & Barican, 2021)

2. ANALYTIC DECISION-MAKING
Analytic leaders, for example, rely on direct observation, data, and facts to
back their decisions, however, an analytic decision maker may seek information and
advice from others to affirm or refute their own expertise.

 When to use Analytic Decision-Making

In situations where there may be more than one right answer, analytical
decisions are helpful. Use this decision-making style to solve issues where the
relationship between cause and effect is discoverable but not immediately apparent.
You use this approach mainly to evaluate multiple options or approaches, and to use
fact-based management to direct effective action.

 A leader's role in Analytic Decision-Making

Assembling a team of experts to assist with analytical decisions is
advantageous; Leaders must therefore freely consider contradictory advice and ideas.
At the same time, to make the most of the analytic decision-making process, leaders
need to consider non-expert perspectives.

 Signs you need to use a different approach

Decision paralysis is the most important warning sign of overuse of the logical
decision form. When you find yourself living in a state of over-analysis or

70
overthinking without taking action or making a decision, this strategy must be
removed. (Caballero & Barican, 2021)

3. CONCEPTUAL DECISION-MAKING
Conceptual decision-makers promote innovative thinking and teamwork and
take a wide variety of viewpoints into consideration. These decision-makers are based
on success and want to look well into the future when it comes to making critical
decisions.

 When to use Conceptual Decision-Making

This decision style is ideally suited to circumstances that are marked by
unpredictability and tailored to creative and inventive approaches. You see no
immediate solution in these situations but trends emerge over time. The use of a
conceptual decision-making style accounts for long term planning and the unknown
variables.

 A leader's role in Conceptual Decision-Making

Leaders will need to make a point of growing coordination and interaction.
Build groups of people who can share new ideas and assist with difficult decision
taking and execution. Patience is the key and leaders need to take the time to reflect.

 Signs you need to use a different approach

If the decision you need to make includes a situation that needs structure and
established outcomes, a conceptual approach should not be employed. Often,
decisions that need to determine immediate consequences and situations in which
there is no space for error are not subject to logical decision taking. (Caballero &
Barican, 2021)

4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well.
Behavioral decision-is group-oriented; however, the community is given the choices
available to them, rather than brainstorming alternative solutions

 When to use behavioral decision-making

The behavioral style requires proactive communication, as with conceptual
decision-making. This style takes a more introspective approach by discussing
solutions that have worked in the past, rather than attempting to disclose new patterns.

 A leader's role in behavioral decision-making

Leaders in this style of decision-making need to open lines of
communications. Again, build groups of people who can contribute their opinions and
promote democratic debate.

71
  Signs you need to use a different approach
If group discussion sessions cannot reach a resolution, a new will need to be
considered. Conversely, if new ideas never come up or no one questions views, then
behavioral decision-making might not be the best choice. (Caballero & Barican, 2021)

DECISION-MAKING MODELS
1. The Universal Model. Typically, the scientists who use this model believe
there is only a small difference in how people from different cultures make
their choices.

2. The Dispositional Model. The adherents of the dispositional view recognize

that decision-making differences are cross-cultural and support the cause of
cross-cultural study. They assume that the variations found in the studies
reflect the omnipresence of cultural inclinations in individuals ' minds, and are
expected to appear in all situations and situational contexts.

3. The Dynamic Model. Adherents of this view often consider cross-cultural

variations. They view cultural knowledge not as a monolithic construct that is
continuously present, but as a collection of discrete knowledge that is
operational as a function of the situation. We also promote the development
and testing of complex models reflecting the processes by which culture
influences decision-makers.
THE CONDITIONS ACCELERATING OR HINDERING THE SALIENCE OF
CROSS-CULTURAL DIFFERENCES IN DECISION MAKING
1. Priming
The automatic cognition literature indicates behavior is influenced by
exposure to elements of the social environment in a manner that occurs below
consciousness or purpose. We know from the common schematic representations of a
certain society, the stereotyped behaviors that later affect our decisions.

2. Time pressure
Cultural and personal information is accessible to all through cultures.
Cultural knowledge appears to represent a broad sampling of the events in life,
whereas personal knowledge is more based on individual or atypical experiences. The
other difference between their accessibility is the cultural and personal awareness.

3. Peer Pressure
Individuals in collectivist societies are less likely to behave when they do not
encounter social pressure according to their cultural values.

72
 APPLICATION
Multiple Choices. Select the best answer. Write the letter of your answer on
the space provided that corresponds to the given question.
_______1. Which of the following is not a consequence of making the wrong
decision?
a. Loss of life for a law enforcement specialist or an innocent party
b. Monetary costs to a department or a jurisdiction
c. Public scrutiny and negative public perception
d. Being promoted
_______2. It examines much information before taking action.
a. directive decision- making
b. analytic decision- making
c. conceptual decision- making
d. behavioral decision- making
_______3. This style of decision-making considers many different outlooks and
opinions in the process.
a. directive decision- making
b. analytic decision- making
c. conceptual decision- making
d. behavioral decision- making
_______4. Alex acts and decides impulsively, without all the necessary information.
What type of decision - making is he portraying?
a. directive decision - making
b. analytic decision – making
c. conceptual decision – making
d. behavioral decision - making
_______5. What situations can a conceptual decision making be of use?
a. situations characterized by unpredictability and suited to creative and
innovative approaches.
b. situations which needs to be decided promptly.
c. situations which there is a need to discussed solutions that worked in the past
d. situations that there is no need for extra communication among its members
_______6. It assume that whatever differences found in the studies indicate the
omnipresence of cultural inclinations in the minds of individuals and are bound to
emerge under all circumstances and in all situational contexts.
a. universal model
b. dispositional model
c. dynamic model
d. episodic model

73
_______7. It view cultural knowledge not as a monolithic, continuously present
construct, but as a set of discrete knowledge that becomes operative as a function of
the situation.
a. universal model
b. dispositional model
c. dynamic model
d. episodic model
_______8. We learn the stereotyped attitudes, which later influence our decisions
from the shared schematic representations in a certain culture. What condition
accelerating or hindering the salience of cross-cultural differences in our decision
making?
a. time pressure
b. peer pressure
c. priming
d. individual tolerance

_______9. Individuals in collectivist societies are less likely to behave when they do
not encounter social pressure according to their cultural values.

a. time pressure
b. peer pressure
c. priming
d. individual tolerance
________10. Cultural and personal information is accessible to all through cultures.
Cultural knowledge appears to represent a broad sampling of the events in life,
whereas personal knowledge is more based on individual or atypical experiences.

a. time pressure
b. peer pressure
c. priming
d. individual tolerance

Well done! You have just finished Lesson 2 of this module. Should there be
any part of the lesson which you need clarification, please feel free to ask me, your
instructor. Now if you are ready, please proceed to Lesson 3 of this module which
will discuss about Understanding Administration.

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 LESSON 3 MODULE 3

Understanding Administration

INTRODUCTION
Lesson 3 is all about understanding administration, it explains the difference
between administration and management, it defines administration and administrator,
it explains the importance of skills and introduces different administrative challenges.

ACTIVITY
The Jumbled Words below are phrases and words that is
related to our lesson, solve or arrange them properly to find out the
correct word.
________________________1. CEPCONALTU SLILKS
________________________2. MIADTIONNISTRA
________________________3. DOGO MITORADNISTRA
________________________4. MANHU LILKS
________________________5. NITECHCAL SLLIK

ANALYSIS

 Is there a difference between administration and management?

_____________________________________________________
_____________________________________________________
 Does it need skills to be an effective administrator?
_____________________________________________________
_____________________________________________________
 How to handle typical administrative challenges? Give at least one.
_____________________________________________________
_____________________________________________________
Feel free to read the abstraction to learn the answers to these reflective
questions.

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 ABSTRACTION
What is Administration?
Administration refers to actions which are concerned with coordinating and
managing an organization or organization's work. There is also administration of
government, charities, and many other forms of organizations.

The Basic Functions of Administration

a. Planning
b. Organizing
c. Directing
d. Controlling
Principles of Administration (Henri Fayol)
1. Planning
2. Organizing
3. Unity of Command
4. Hierarchical transmission of orders
5. Separation of powers, authority, subordination, responsibility and control
6. Centralization
7. Discipline and Order
8. Meetings and reports
9. Accounting

WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure on organization is running at full
capacity. An administrator may be someone assigned to oversee an organization for
its affairs. (Caballero & Barican, 2021)

WHAT MAKES A GOOD ADMINISTRATOR?

To be a good administrator, a person must be:
a. Deadline-driven and possess a high level of organization.
b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate.
c. Capable of planning and have the ability to think strategically.
d. An excellent communicator, both in person and in writing.
e. Always looking for opportunities to improve productivity in the organization.

Three Basic Developable Skills of Administrators

It is assumed here that an administrator is one who:
a. directs the activities of other persons and
b. undertakes the responsibility for achieving certain objectives through these
efforts.

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Within this definition, successful administration appears to rest on three basic skills,
which we will call:
1. Technical
2. Human and
3. Conceptual
Asserting that these skills are not interrelated may be impractical, but there
may be real value in evaluating each person separately and improving them
independently.

Technical Skill
Technical skills require an understanding and expertise of a particular form of
operation, particularly one involving methods, processes, procedures, or techniques. It
requires advanced expertise, analytical skill within that field, and facility in the use of
the particular discipline's methods and techniques. (Caballero & Barican, 2021)

Human Skill
The person with highly developed human ability is aware of his own
emotions, opinions and perceptions about other individuals and groups; he can see the
importance and weaknesses of those feelings. Through acknowledging the presence of
various perspectives, opinions, and values than his own, he is able to consider what
other people actually mean through their language and actions. He is similarly skillful
at expressing what he means by his actions to others in their own ways. (Caballero &
Barican, 2021)

Conceptual skill
Conceptual competence requires the ability to see the organization as a whole;
it includes understanding how the organization's different functions depend on one
another, and how all the others are influenced by changes in any component. The
administrator will then be able to behave in a way that promotes the general interest
of the entire organization, understanding these relationships and perceiving the
significant elements of each case. (Caballero & Barican, 2021)

ADMINISTRATIVE CHALLENGES
Administrative professionals are the organization leaders who keep operations
running smoothly. Therefore, losing a member of the administrative staff or
witnessing unexpected changes in workload will pose tough administrative
challenges.

HOW TO HANDLE TYPICAL ADMINISTRATIVE CHALLENGES

1. Vacations
Once people get a chance to relax and refresh productivity and work
satisfaction increase. Yet worker absences may create vacancies that can spread out
too far to cover other workers. Bringing temporary workers to bridge those gaps helps
maintain smooth running of things.

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2. Leaves of Absence
Covering an absence leave can seem overwhelming, but specialized staffing
agencies may help you solve those administrative challenges. Organizations should
pre-evaluate applicants who are willing to fill in before the full-time employee returns
for a few weeks or several months. In fact, working with a temporary long-term
candidate provides you with a fantastic opportunity to evaluate his or her on the-job
success in the event that the incumbent will not return, or you choose to fill a similar
role in the future.

3. Busy Seasons and Special Projects

When you encounter seasonal peaks or land a special project at your company
or organization, bringing in part-time employees will help alleviate core working
people at these instances.

4. The Unexpected Loss of an Employee or personnel

If an employee quits suddenly, you will be saddled to get a handle on in-
progress work concurrently and find a replacement- perhaps with as little as two
weeks' notice. In addition to recruiting skilled applicants looking for temporary-to-
full-time jobs, a professional stating agency will even have applicants ready to meet
the very -next day. This quick turnover can also your outgoing employee time to help
with your new hire onboard. (Caballero & Barican, 2021)
Administrative Theory (Henri Fayol)
Henri Fayol's developed the administrative philosophy is also known as 14
management principles. Henri Favol was born into a French family in the year I841.
He was a prolific writer on technological, science, and management matters. The'
Financial and General Management' was his most excellent writing. He named to a
mining firm as an engineer. By 1888 he had risen to the company's position of
Managing Director. He retired from the Executive position in 1918. He was the
company's managing director until his death. Henri Fayol was an accomplished
management practitioner. (Caballero & Barican, 2021)
The Fourteen Managerial Concepts are:
1. Division of Work: This principle the same as Adam Smith's ―Division of
labor‖.
2. Authority: Manager must be able to give the order. Authority gives this right.
3. Discipline: Employees must obey and respect the rules and regulations which
governs the organization.
4. Unity of Command: Every employee should receive order or direction from
only one immediate superior.
5. Unity of Direction: Each group of the organization should be direction by one
manager using one plan.
6. Subordination of Individual Interests to the General Interest: The
management must see that the aims of the businesses are always supreme
7. Remuneration of Personnel: The labors must be paid a reasonable salary for
their work.

78
8. Centralization: The process of transforming assigning decision making
authority to a higher level of an organizational hierarchy, it is centralization
that should follow this.
9. Scalar Chain: Line of authority from top management to the lower ranks
represents the hierarchy or scalar chain.
10. Order: people and materials should be in the right place at the right time.
11. Equity: In running a business, a combination of kindness and justice is need.
12. Stability of Tenure of Personnel: Staffs work is well if job safety and career
improvement are guarantees to the team.
13. Initiative: Allowing all personnel to show their initiative in some way is a
source of stretch for the organization.
14. Esprit de Corps: Promoting team spirit will build unity and harmony within
the organization. (Caballero & Barican, 2021)

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 APPLICATION
Multiple Choices. Select the best answer. Write the letter of your answer on
the space provided that corresponds to the given question.
_______1. It refers to activities that deal with organizing and managing the work of a
company or an organization.
a. Supervision
b. Evaluation
c. Management
d. Administration
_______2. Which of the following is not a basic function of administration?
a. Planning
b. Communicating
c. Directing
d. Controlling
_______3. Which of the following does not define administration?
a. It takes all the important decisions of the organization.
b. It is concerned with framing policies and setting objectives.
c. It focuses on making the best possible utilization of the organization's
resources.
d. It is focus on policy implementation
________4. It is a person who ensures that an organization operates efficiently. Their
specific duties depend on the type of company, organization, or entity where they
work.
a. Manager
b. Supervisor
c. Producer
d. administrator
________5. It is the executive's ability to work effectively as a group member and to
build cooperative effort within the team he leads.
a. technical skill
b. human skill
c. expert skill
d. conceptual skill

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________6. It is a skill, which involves the ability to see the enterprise as a whole; it
includes recognizing how the various functions of the organization depend on one
another, and how changes in any one part affect all the others.
a. technical skill
b. human skill
c. expert skill
d. conceptual skill
________7. It is the most important at lower levels, where the number of direct
contacts between administrators and subordinates is greatest.
a. technical skill
b. human skill
c. expert skill
d. conceptual skill
________8. It is also known as the 14 Principles of Management.
a. Hawthorne effect
b. Bureaucracy
c. administrative theory
d. management theory
________9. He was a prolific writer on technical and scientific matters as well as
management who was considered as the proponent of the 14 Principles of
Management.
a. Elton Mayo
b. Richard Peel
c. Edwin Sutherland
d. Henry Fayol
________10. It is a concept where employees must obey and respect the rules and
regulations which governs the organization.
a. Authority
b. division of work
c. centralization
d. discipline

CONGRATULATIONS! JOB WELL DONE!

You have just finished this module, and you completed this course pack.
I hope you learn so many things about Leadership, Decision Making, Management
and Administration
God Bless with your next journey!

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MODULE SUMMARY MODULE 3

You have completed the last module of Leadership, Decision Making, Management
and Administration covering Understanding Administration. Key points covered
in the module include:

Decision-making can be seen as a problem-solving process that generates a

solution that is considered to be ideal, or at least acceptable

Decision making approaches; Rational or analytical approach, Intuitive decision

making approach and Random or chance approach.

Four styles of decision making; Directive decision making, Analytic decision

making, Conceptual decision making and Behavioral decision making.

Decision making models; Universal model, Dispositional model and Dynamic

model.

Conditions accelerating or hindering cross- cultural differences in decision

making; Priming, Time pressure and Peer pressure.

Administration refers to actions which are concerned with coordinating and

managing an organization or organization's work.

An administrator is a person who makes sure on organization is running at full

capacity.

Three basic skills of administrators; Technical skill, Human skill and

Conceptual skill.

How to handle administrative challenges; Vacations, Leaves of absence, Busy

season and special projects and unexpected loss of an employee or personnel.

The fourteen managerial concepts; Division of Work, Authority, Discipline,

Unity of Command, Unity of Direction, Subordination of Individual Interests to
the General Interest, Remuneration of Personnel, Centralization, Scalar Chain,
Order, Equity, Stability of Tenure of Personnel, Initiative, Esprit de Corps.

82
 MODULE 3

MODULE ASSESSMENT

1. Differentiate administrators from leaders, and managers.

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

2. What are the administrative challenges discussed in this chapter and how are
you going to handle these typical administrative challenges?
__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

3. What makes a good administrator and why one should strive to be a good
administrator?
__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

Essay Criteria
Content: Relevance to the Topic, Originality of Ideas - 50%
Grammar: Well-constructed sentences - 20%
Mechanics: Spelling, Punctuation, Capitalization ` - 20%
Vocabulary: Word Choice - 10% 83
100%
 MODULE 3

REFERENCES

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Matthew, M. (2011). Explaining Cultural Differences in Decision Making Using
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Rau, Pei-Luen Patrick (2011). Effects of Group Orientation and Communication Style
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