Motivation , Leadership

and communication work

in an Organization
module 4
group2
 Nature of Leading &
Directing
It means rather-motivating people so that they
contribute their maximum effort for the achievement of
organizational goal. Leading/Directing is that part of
management function which actuates the organization
members to work efficiently and effectively for the
attainment of organizational objectives.
Big five personality
characteristic
1. EXTRAVERSION
2. AGREEABLENESS
3. CONSCIENTIOUSNESS
4. EMOTIONAL STABILITY
5. OPENNESS TO EXPERIENCE
 EXTRAVERSION
The degree to which
someone is sociable,
talkative and assertive
 AGREEABLENESS
The degree to which
someone is good natured,
cooperative and trusting
CONSCIENTIOUSNESS
the degree to which
someone is responsible,
dependable, persistent and
achievement-oriented.
 EMOTIONAL STABILITY
the degree to which is calm,
enthusiastic and secure(positive) ,
or tense nervous, depressed and
insecure (negative).
 OPENNESS TO EXPERIENCE

the degree to which someone

is imaginative, artistically
sensitive and intellectual.
 Leading in
Organization
Managers and leaders must focus
their leadership strategies on the
following key work attitudes in
order to avoid distraction caused
by varied reactions and behaviors.
 Organizational
Citizenship Behavior
Refers to employee behavior that exceeds work
role requirements and also behaviors that go
beyond the call of duty. With OCB, it is very easy
for managers and leaders when employees
exhibit and show efficiency personal interest in
the work of others, care for property,
punctuality and attendance that go beyond
standard levels.
Organizational Commitment
Leading employees with organizational
commitment is a plus factor for managers and
leaders of organizations as it results in faster
attainment of organizational goals. Since
commitment is significantly related to job
performance, managers and leaders can
increase productivity by trying to enhance
worker’s organizational commitment.
 Motivation
Understanding individual human
needs, perceptions, thoughts, and
beliefs may provide good answers to
such question that are often asked in
different work settings.
 Maslow’s Hierarchy Theory
a. Physiological needs refer to the human need for food,
water, shelter and either physical necessities.

b. Safety needs refer to human for security and protection

form physical and psychological harm

c. Social needs pertain to the human desire to be loved and to

love, as well as the need for affection and belongingness
 Maslow’s Hierarchy Theory
d. Esteem Needs include the human need for self-
respect, self-fulfillment, and become the best
according to one’s capability.

e. Self-actualization needs are the final needs in

Maslow’s hierarchy.
 Maslow’s
Hierarchy of Needs
Theory
 McGregor’s Theory X and Theory Y – refers
to the theory that was proposed by Douglas
McGregor.

Managers, must be guided by Theory Y, so McGregor

proposed that they must give employees a chance to
participate in decision-making, assign them challenging
jobs to exercise their responsibility in handling complex
situations and allow them to have good work relations
with others, which would enhance their motivation.
 Herzberg’s Two Factor Theory – was
proposed by Frederick Herzberg.

This theory is also known as the Motivation –Hygiene

Theory which states that intrinsic factors (achievement,
recognition, growth and responsibility) are associated
with job satisfaction while extrinsic factors (company
policy, salary, security and supervision) are associated
with jobs dissatisfaction. Intrinsic factors are motivators
while the extrinsic factors are called hygiene factors.
Mc Clelland’s Three Needs Theory – was proposed
by David McClelland and states that individuals
have three needs that serve as motivators at
work.

The three needs McClelland referred to are: the need for

achievement (nAch), the need for power (nPow) and the
need for affiliation (nAff). Managers are advised to be
observant of these needs among their subordinates so
that they could be given job assignments that would
satisfy their highest needs, if possible. In doing so, they
may be more motivated to work well.
 Alderfer’s ERG Theory was developed by
Clayton Alderfer in the 1960s. For
Alderfer, a set of core needs explains
behavior.

The needs or desire for physiological and

materialistic well-being to have meaningful
relationships with others and to grow as a human
being are similar to the needs presented in
Maslow’s Theory
 Modern Theories
of Motivation
Are process theories that focus on
the notion that motivation is a
function of employee’s perceptions,
thoughts and beliefs.
 Leadership Styles
and Theories
Fiedler Model – It is situational leadership
theory proposed by Fred Fiedler. This theory
is based on the assumption that a leader’s
effectiveness is contingent or dependent on
the extent to which a leader’s style is fitted to
actual situations in the organization’s internal
and external environment
 Hersey- Blanchard Model –
another situational leadership
theory proposed by Paul Hersey
and Ken Blanchard. The theory
focused on subordinates’ have
the ability and willingness to do
their tasks.
 Path-Goal Theory – a
theory developed by
Robert House which
states that the leader’s
task is to lead his other
followers or subordinates.
 MODERN
LEADERSHIP VIEWS
1. Transactional Leadership Model
A theoretical model which states that leaders
guide their subordinates toward the
achievement of their organization’s goals by
using social exchange or transactions by
offering rewards in exchange for their
productivity.
 MODERN
LEADERSHIP VIEWS
2. Transformational Leadership Model – a view
that developed from transactional leadership. It
states that leaders inspire or transform followers
to achieve extraordinary outcomes. Through
their leadership, they are able to excite and
inspire followers to exert extra effort to achieve
group goals.
 Communication
Communication is the act of giving,
receiving, and sharing information -- in
other words, talking or writing, and
listening or reading. Good communicators
listen carefully, speak or write clearly, and
respect different opinions.
 Direction and Flow of
Communication
Vertical communication involves communication
flow between people belonging to different
organizational levels. Examples are when the boss
gives orders to subordinates to finish certain task,
communicates organizational policies and practices
and comments about work performance among
others
 Direction and Flow of
Communication
Horizontal/lateral communication takes place among employees
belonging to the same hierarchical level. Members of cross-functional
teams who belong to different units/departments but occupy the
same organizational level make use of this type of communication in
order to save time and facilitate coordination. For example, an
employee belonging to the company’s financial management
department communicates directly with the head of the human
resource department about his personal complaint against a
marketing department employee.
 Communication Networks in
Organizations
Communication networks are
varied patterns of combined
horizontal and vertical flows
of organizational
communication.
 Types of Communication
Networks
Chain network – where
communication flows according to
the usual formal chain of
command, downward and upward.
 Types of Communication
Networks
Wheel network – where
communication flows between a
leader and other members of
their group/team.
Types of Communication
Networks
All-channel network –
where communication
flows freely among all
members of a team.
 Types of Communication
Networks
The grapevine is an informal communication network
in an organization. AN example is gossip/rumor which
could quickly disseminate information. Managers must
stay aware of the grapevine’s flow and patterns and
could use it to transmit important information, they
however, should also be conscious of the negative
effects of gossip as these may cause conflicts in their
company.
 Barriers to Communication
Filtering is the distortion or
withholding of information to manage a
person's reactions. Some examples of
filtering include a manager who keeps
her division's poor sales figures from
her boss, the vice president, fearing that
the bad news will make him angry.
 Barriers to Communication
Emotions – the interpretation of
communications which may be
influenced by extreme emotions
felt by the receiver.
 Barriers to Communication
Information overload – another
barrier to good communication since
there are too many pieces of
information received by an individual
may have a negative effect on person’s
processing capacity.
THANK YOU SO M-