Organization and Management Quarter 2 Module 5 PDF

Organization and Management Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations Organization and Management Alternative Delivery Mode Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations First Edition, 2020 Republic Act 82...

Organization and Management Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations Organization and Management Alternative Delivery Mode Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations First Edition, 2020 Republic Act 8293, section 176 states that: No copyright shall subsist in any work of the Government of the Philippines. However, prior approval of the government agency or office wherein the work is created shall be necessary for exploitation of such work for profit. Such agency or office may, among other things, impose as a condition the payment of royalties. Borrowed materials (i.e., songs, stories, poems, pictures, photos, brand names, trademarks, etc.) included in this module are owned by their respective copyright holders. Every effort has been exerted to locate and seek permission to use these materials from their respective copyright owners. The publisher and authors do not represent nor claim ownership over them. Published by the Department of Education Secretary: Leonor Magtolis Briones Undersecretary: Diosdado M. San Antonio Development Team of the Module Writer: Mayleen Joy V. Fariñas Editor: Rowena S. Carillo Reviewer: Joeve Grace G. Natividad, Mary Grace A. Laurel Terence Adelle D. Lumangyao, and Lupe Geonanga Illustrator: Mayleen Joy V. Fariñas Layout Artist: Felizardo Valdez III Management Team: Ma. Gemma M. Ledesma Josilyn S. Solana Elena P. Gonzaga Donald T. Genine Ma. Roselyn J. Palcat Novelyn M. Vilchez Elleda E. De la Cruz Rosemarie D. Aclan Arthur J. Cotimo Felizardo S. Valdez III Marve E. Gelera Printed in the Philippines by ________________________ Department of Education – Region VI Office Address: Duran Street, Iloilo City_________________________ ____________________________________________ Telefax: (033)336-2816, (033)509-7653___________________ E-mail Address: [email protected]_________________________  Organization and Management Quarter 2 – Module 5: Motivation, Leadership, and Communication in Organizations Introductory Message For the facilitator: Welcome to the Organization and Management Alternative Delivery Mode (ADM) Module on Motivation, Leadership, and Communication in Organizations! This module was collaboratively designed, developed and reviewed by educators both from public and private institutions to assist you, the teacher or facilitator in helping the learners meet the standards set by the K to 12 Curriculum while overcoming their personal, social, and economic constraints in schooling. This learning resource hopes to engage the learners into guided and independent learning activities at their own pace and time. Furthermore, this also aims to help learners acquire the needed 21st century skills while taking into consideration their needs and circumstances. In addition to the material in the main text, you will also see this box in the body of the module: Notes to the Teacher This contains helpful tips or strategies that will help you in guiding the learners. As a facilitator you are expected to orient the learners on how to use this module. You also need to keep track of the learners' progress while allowing them to manage their own learning. Furthermore, you are expected to encourage and assist the learners as they do the tasks included in the module. 2 For the learner: Welcome to the Organization and Management Alternative Delivery Mode (ADM) Module on Motivation, Leadership, and Communication in Organizations! The hand is one of the most symbolized part of the human body. It is often used to depict skill, action and purpose. Through our hands we may learn, create and accomplish. Hence, the hand in this learning resource signifies that you as a learner is capable and empowered to successfully achieve the relevant competencies and skills at your own pace and time. Your academic success lies in your own hands! This module was designed to provide you with fun and meaningful opportunities for guided and independent learning at your own pace and time. You will be enabled to process the contents of the learning resource while being an active learner. This module has the following parts and corresponding icons: What I Need to Know This will give you an idea of the skills or competencies you are expected to learn in the module. What I Know This part includes an activity that aims to check what you already know about the lesson to take. If you get all the answers correct (100%), you may decide to skip this module. What’s In This is a brief drill or review to help you link the current lesson with the previous one. What’s New In this portion, the new lesson will be introduced to you in various ways such as a story, a song, a poem, a problem opener, an activity or a situation. What is It This section provides a brief discussion of the lesson. This aims to help you discover and understand new concepts and skills. What’s More This comprises activities for independent practice to solidify your understanding and skills of the topic. You may check the answers to the exercises using the Answer Key at the end of the module. What I Have Learned This includes questions or blank sentence/paragraph to be filled in to process what you learned from the lesson. What I Can Do This section provides an activity which will help you transfer your new knowledge or skill into real life situations or concerns. 3  Assessment This is a task which aims to evaluate your level of mastery in achieving the learning competency. Additional Activities In this portion, another activity will be given to you to enrich your knowledge or skill of the lesson learned. This also tends retention of learned concepts. Answer Key This contains answers to all activities in the module. At the end of this module you will also find: References This is a list of all sources used in developing this module. The following are some reminders in using this module: 1. Use the module with care. Do not put unnecessary mark/s on any part of the module. Use a separate sheet of paper in answering the exercises. 2. Don’t forget to answer What I Know before moving on to the other activities included in the module. 3. Read the instruction carefully before doing each task. 4. Observe honesty and integrity in doing the tasks and checking your answers. 5. Finish the task at hand before proceeding to the next. 6. Return this module to your teacher/facilitator once you are through with it. If you encounter any difficulty in answering the tasks in this module, do not hesitate to consult your teacher or facilitator. Always bear in mind that you are not alone. We hope that through this material, you will experience meaningful learning and gain deep understanding of the relevant competencies. You can do it! 4  What I Need to Know This module was designed and written with you in mind. It is here to help you master the meaning, functions and theories of management. The scope of this module permits it to be used in many different learning situations. The language used recognizes the diverse vocabulary level of students. The lessons are arranged to follow the standard sequence of the course. But the order in which you read them can be changed to correspond with the textbook you are now using. This module includes: Lesson 1 – 5: Motivation, Leadership, and Communication in Organizations After going through this module, you are expected to: Analyze how motivation, leadership, and communication work in an organization (ABM_AOM11-Ia-b-3). What I Know On your answer sheet, write the letter of the correct answer from among the given choices. 1. It is a theory presented in the form of a pyramid. The hierarchy suggests that man strives to satisfy his/her lower level needs before he/she attends to his/her higher level needs. a. McClelland’s 3-Needs Theory b. Alderfer’s ERG Theory c. Maslow’s Hierarchy of Needs d. McGregor’s Theory X & Y 2. This personality trait may prefer routines and traditional way of doing things. a. agreeableness b. extraversion c. conscientiousness d. openness to experience 3. Managers must try to meet the following employees’ needs: Need for Achievement (nAch); Need for Power (nPow); and Need for Affiliation (nAff). This speaks about ___________. a. McClelland’s 3-Needs Theory b. Alderfer’s ERG Theory c. Maslow’s Hierarchy of Needs d. McGregor’s Theory X & Y 4. Communication has three basic elements except for one and this is the ______. a. decoder b. message c. recorder d. encoder 5. He is a social psychologist whose theories present two opposing assumptions of managers about their employees’ work attitudes. a. Douglas McGregor b. Abraham Maslow c. Frederick Herzberg d. Clayton Alderfer 5  6. This theory states that the level of performance of employees is based on the perceived value of the reward and the chance of getting the reward. a. Equity Theory of Motivation b. Expectancy Theory of Motivation c. Goal-setting Theory d. Equal Theory of Motivation 7. These are motivation theories that explain how individuals are motivated. a. Content Theories of Motivation b. Job Satisfaction Motivation Theories c. Process Theories of Motivation d. Personal Theories of Motivation 8. It is a communication barrier characterized by withholding other information to present a favourable information to the receiver. a. Filtering b. Emotion c. Language d. Information Overload 9. The receiver of information in the communication process is the ________. a. decoder b. message c. recorder d. encoder 10. Information shared in this type of communication flow includes goals and objectives, procedures, policies, and job-related instructions. a. Upward b. Lateral c. Horizontal d. Downward Lesson Motivation, Leadership, and 1 Communication in Organizations Leading is another management function that requires a manager to possess a skill that would enable him/her to motivate the employees under his/her care to work harmoniously, hand-in-hand towards the achievement of a common goal. This is so because the people in the organization possess various personalities, behaviors, and attitudes. Leading or directing entails having a good grasp of why and how people behave in a particular manner, being able determine what makes them motivated to work and learning how to effectively communicate with them. What’s In Before Moving On… Let us recall what you have learned about the previous lesson. The following statements tell about various concepts about compensation, performance evaluation, and rewards. Read the items carefully and choose the letter of the correct answer and write it on your answer sheets. 1. Compensation is usually paid based on the number of units produced or the amount of time spent in work. It may be based on the following except for ______________. a. piecework basis b. monthly basis c. quality basis d. daily basis 6  2. Sometimes, performance evaluation programs fail due to the following reasons except for: a. The objectives of the performance evaluation program are not clearly communicated to all. b. Some forms do not relate well with the job descriptions/ competencies. c. Unclear language or terms used in the evaluation forms. d. Giving performance rating and scores based on actual quantity and quality of work performed. 3. These are verbally expressed appreciation and acknowledgement done by the superiors for an employee or subordinate’s excellent performance and contribution. a. Award b. Reward c. Inspiration d. Praise 4. It is an employee movement which could either be voluntary if the employee has already reached an age that would already warrant his/her moving out of the organization. a. Termination b. Retirement c. Resignation d. Separation 5. This happens when the employer or management decides to end the employment contract, lay-off or fire an employee. The company does not have an obligation to pay the employee unless otherwise it is grounded on valid and legal reasons. a. Termination b. Retirement c. Resignation d. Separation What’s New On a piece of paper, list down ten (10) characteristics or personalities that you possess. Examine the list that you have created. Do you have what it takes to be a good leader? Choose at least three characteristics and explain how these will be helpful to you as a future leader. What is It Leading is not just merely directing people towards the achievement of a common goal. Along with it is the challenge to a manager to be a motivational leader him/herself to be able to influence his/her subordinates to achieve the organization’s goals and set himself/herself as a good example and become an inspiration. He/she must give attention to the psychological dynamics of both the employees or subordinates and the employer or leader. Managers as leaders must be able to come up with leadership strategies that will address various personalities exhibited by individuals or groups within the 7 organization so as to avoid being derailed. As employees come from various walks of life, a good understanding of their personalities and what would motivate them to arouse their enthusiasm to work well is important. Their reactions to certain situations, job assignments and to the people they interact with in the organization will affect your leadership and will have an impact on the overall performance of the organization if not given the proper attention. The Big Five Personality Traits Personality traits is the combination or the set of physical and mental characteristics, behavior, feelings, and thinking patterns of an individual. OCEAN is an acronym which will help you easily remember the big five personality models. This is also known as the Five-Factor Model which stands for the idea that human personality has five basic dimensions that remain relatively stable throughout the majority of an individual’s lifetime. The Big Five Low Score High Score Personality Traits Prefers routines and Can work Openness to traditional way of independently, O experience doing things intellectually, but may tend to be impulsive Tends to become Dependable, C Conscientiousness impulsive and careless responsible and with his/her actions organized, goal-oriented Reserved and quiet Outgoing, sociable, E Extraversion talkative, assertive Employees who are Helpful, emphatic, A Agreeableness suspicious and critical cooperative Calm, secure, and Prone to negativity, N Neuroticism even tempered nervous, tensed Understanding this will help you as a manager in understanding your subordinates and in improving relationships within the organization, thus making it easier for you to inspire and engage them to work. MOTIVATION Motivation is a psychological process that stimulates an individual to work with enthusiasm and achieve a certain goal. It is essential in leading. It requires a manager to be skillful in determining the needs and wants of his/her subordinates. Needs and wants do not only refer to rewarding them with material things but more often than not, it is giving them the inspiration to meet deadlines and boost morale. Giving verbal praises and re-assuring gestures are among the ways to satisfy the needs and wants of employees. When an employee is motivated enough, he/she works with excitement and passion; even achieving more than what is expected of him/her. It would be helpful to you as a future manager to understand that motivation at work is rooted on job satisfaction, human needs, perceptions, and beliefs as explained by the various theories below. 8 The following are content theories of motivation that explain what motivates an individual: Maslow’s Hierarchy of Needs A theory proposed by Abraham Maslow which is presented in the form of a pyramid. The hierarchy suggests that persons strive to satisfy their lower level needs before they attend to their higher level needs. Self- actualization achievement of Self-fulfilment one's full potential Needs Esteem Needs sense of accomplishment, recognition, fame and prestige Belongingness and Love Needs Psychological human desire to be loved and Needs to love by having a family, intimacy, friendship Safety Needs security and protection from physical harm Basic Needs Physiological Needs food, water, clothing, shelter Figure 1. Maslow’s Hierarchy of Needs McGregor’s Theory X and Theory Y Developed in the 1960’s by Douglas McGregor, a social psychologist, these theories present two opposing assumptions of managers about their employees work attitudes. Managers who believe in Theory X assume that employees are self-centered, lazy, and they dislike work therefore close supervision and monitoring should be done and instructions should always be given. Moreover, managers think that their employees lack ambitions, dislikes responsibilities and must always be led in doing things. Managers feel that they need to control the employees and effect changes in their behaviour so that they would work for the best interest of the organization and be punished in case they fail to accomplish their assigned tasks. On the other hand, Theory Y sees employees as self-directed, motivated, and creative in accomplishing their work. They are ambitious enough and are always ready to assume responsibilities and are committed to the organization’s goals. Managers who support this theory do not believe that punishment is the best way to ensure the achievement of the desired results. 9 Herzberg’s Two-Factor Theory Also known as Motivation-Hygiene Theory which became popular during the 1960s to early 1980s, Frederick Herzberg stated that there are factors that influence the employees’ job satisfaction. Intrinsic Factors like recognition, career growth, responsibilities and achievement are associated with job satisfaction; they are called motivators. On the other hand, Extrinsic Factors like salaries and benefits, job security, company rules and policies are associated with job dissatisfaction. These are called hygiene factors. This theory further advises managers to give emphasis on motivators so as to motivate their subordinates as employees who are satisfied with their jobs are observed to be more productive and motivated. McClelland’s Three-Needs Theory David McClelland is the proponent of this theory which says that an individual has three needs that serve as motivators at work. Managers should use their knowledge of these three needs as a guide in motivating their employees by giving them satisfying job assignments that are anchored on their needs. The three needs that he refers to are the following: 1. Need for Achievement (nAch), 2. Need for Power (nPow), and 3. Need for Affiliation (nAff). Alderfer’s ERG Theory Developed by Clayton Alderfer in the 1960s, an individual’s behaviour may be explained by a set of core needs. This set is composed of these three: E for existence needs, R for relatedness needs and G for growth needs. This is somewhat parallel to Maslow’s Theory: physiological or basic needs, psychological needs and self- fulfillment needs. There are also process theories of motivation that explain how individuals are motivated. Goal-setting Theory believes that when employees accept difficult goals, they are more motivated to perform well as compared when they are given easy goals. This suggests that managers should set goals for their subordinates that will serve as or increase their motivation. Equity Theory of Motivation is developed by J. Stacey Adams. This theory states that employees are motivated if they see that there is balance in what they put into the organization and in what they receive in return. 10  Moreover, if they feel that other co-workers receive more by doing less than what they do, they get demotivated. Managers then should exercise fairness and equity to ensure that their subordinates will be kept motivated. Expectancy Theory of Motivation states that the level of performance of employees is based on the perceived value of the reward and the chance of getting the reward. All theories of motivation anchor on human needs that managers should try to satisfy so as to encourage and inspire their subordinates to perform at their best. COMMUNICATION In the course of leading their people in the organization, managers communicate the organization’s goals and endeavors and how to implement them. A good amount of time must be allotted by managers in communicating with their subordinates as this will ensure that the job will be done by transmitting much needed information. Communication may be done verbally, in writing or through information and communication technologies. This transfer or sharing of information to superiors, peers, and subordinates has three basic elements: 1. the encoder or the source of information, 2. the message which is the information itself, and 3. the decoder or the receiver of the information. ENCODER DECODER MESSAGE (Sender) (Receiver) Figure 2. The Basic Elements of Communication Types of Formal Organizational Communication and their Uses Communication within the organization follows the lines of the organizational chart. This is referred to as the formal organizational communication. 11  There are three (3) types of organizational communication which are used either to promote the organization’s goals or to discharge functions or work. These are the downward, upward and the lateral communication. Downward is a communication that flows from any position in the organization to another position below the organizational chart. Information shared in this type of communication includes goals and objectives, procedures, policies, and job-related instructions. Lateral - This involves the horizontal flow of information between positions in the organization. Information shared in this type of communication may include coordination of activities between units and departments. Upward pertains to communication that emanates from any position in the organization to another position above the organizational structure. Information shared in this type of communication include performance monitoring and evaluation reports and grievances. Chief Executive Officer (ex. goals and objectives, procedures, Downward Communication policies, and job-related instructions) (ex. performance evaluations, grievances) Production Manager Marketing Manager Sales Manager Upward Communication Staff Staff Staff Staff Staff Staff Lateral Communication (ex. coordination of activities among units) 9 Figure 3. Sample Illustration of Communication Flow Communication is important for managers and employees alike. This is a process where the tasks are explained, the procedures, and other relevant and important information are being transmitted. However, there are times that information cannot come across and reach its intended receiver. These that alter the smooth flow of communication is referred to as barriers to communication. Barriers to Communication Filtering – It is withholding other information to present a favorable information to the receiver. 12 Emotions – This becomes a barrier when the receiver is in an emotional state that may influence how he/she interprets the message being transmitted. Information Overload – This happens when the amount of information being transmitted exceeds the processing capacity of the receiver. Language/ national culture - Some words may have different meaning to different people of varying age groups, educational background or culture. What’s More MAKE A LIST! On a sheet of paper, enumerate the items that are being asked. 1. What are the big 5 personality traits? 2. What are the content theories of motivation? 3. What are the process theories of motivation? 4. What are the elements of communication? 5. What are three communication flows and barriers to communication? What I Have Learned 1. Leading is not just merely directing people towards the achievement of a common goal. Managers as leaders must be able to come up with leadership strategies that will address various personalities exhibited by individuals or groups within the organization so as to avoid getting off-track. 2. The big five personality model or also known as the Five-Factor Model stands for the idea that human personality has five basic dimensions that remain relatively stable throughout the majority of an individual’s lifetime: openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism (OCEAN). 3. Motivation is a psychological process that stimulates an individual to work with enthusiasm and achieve a certain goal and is essential in leading. The two classifications of motivation theories are content theories of motivation that explains what motivates an individual and process theories of motivation that explain how individuals are motivated. 13  4. In the course of leading their people in the organization, managers communicate the organization’s goals and endeavours and how to implement them. Communication may be done verbally or in writing. This transfer or sharing of information to superiors, peers, and subordinates has three basic elements: the encoder, the message, and the decoder. Communication may take the upward, downward or lateral directions. What I Can Do IDENTIFY THE NEED! On a sheet of paper, draw the table below. List the various needs of an employee that managers should be able to at least try to provide under the corresponding column. Maslow’s Hierarchy of Alderfer’s ERG Theory McClelland’s Three Needs Needs Theory Assessment WRITE YOUR THOUGHTS! The following items aim to solicit your opinions about matters concerning motivation, leadership, and communication. Write your answers on a separate sheet of paper. Answers should have at least three sentences. 1. Why is it important that the managers should be able to understand their employees’ personalities and needs before they can motivate them? 2. What will happen if a wrong information is communicated by employees to their superiors? Give an example. 3. If you are a manager, which theory will you choose to guide you in motivating your subordinates – Theory X or Theory Y? Why? REFERENCES DepED MELCS Organization and Management Textbook Organization and Management Curriculum Guide https://www.simplypsychology.org/big-five-personality.html. Accessed: December 2, 2020 14  15 theories-types-examples.html by following this link: https://study.com/academy/lesson/workplace-motivation- To further appreciate the importance of motivation in the workplace, watch a video Additional Activities What I Know 1. C What’s in What I can 2. D do 3. A 1. A 2. D Answers may 4. C 3. D vary. 5. A 6. B 4. C 7. C 5. A Assessment 8. A 9. A Answers may 10. D vary What’s More 1. openness to experience, conscientiousness, extraversion, agreeableness, neuroticism. 2. Maslow’s Hierarchy of Needs, McGregor’s Theory X & Y, Alderfer’s ERG Theory, McClelland’s Three-Needs Theory, Herzberg’s Two-Factor Theory 3. Goal-setting Theory, Equity Theory of Motivation, expectancy Theory of Motivation 4. Encoder/Sender, Message, Decoder/ Receiver 5. a. Upward, lateral and downward communication flow b. Information overload, filtering, emotions, language/ national Answer Key For inquiries or feedback, please write or call: Department of Education - Bureau of Learning Resources (DepEd-BLR) Ground Floor, Bonifacio Bldg., DepEd Complex Meralco Avenue, Pasig City, Philippines 1600 Telefax: (632) 8634-1072; 8634-1054; 8631-4985 Email Address: [email protected] * [email protected] 16