BA 110 Fundamentals in Management and Marketing PDF

COLLEGE OF COMMERCE BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP PROGRAMS MODULE 4 BA 110 – FUNDAMENTALS IN MANAGEMENT AND MARKETING MODULE 4: LEADING Learning Outcomes By the end o...

COLLEGE OF COMMERCE BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP PROGRAMS MODULE 4 BA 110 – FUNDAMENTALS IN MANAGEMENT AND MARKETING MODULE 4: LEADING Learning Outcomes By the end of this module, students should be able to: LO 4.1: Compare different leadership theories and their applications. LO 4.2: Apply motivational theories to enhance team performance. LO 4.3: Assess the importance of effective communication in management. Subtopics and Lesson Discussion 4.1 Leadership Theories and Styles A. Leadership Theories 1. Trait Theory: o Overview: Suggests that certain inherent traits, such as confidence, decisiveness, and empathy, distinguish leaders from non-leaders. o Application: This theory is often used in recruitment, where organizations seek individuals with specific traits that are associated with successful leadership. o Example: A CEO who exhibits charisma and decisiveness, traits commonly associated with strong leadership. 2. Behavioral Theory: o Overview: Focuses on the behaviors of leaders rather than their traits, emphasizing the actions taken by leaders to inspire and guide their teams. o Application: Behavioral theories inform leadership development programs that aim to train individuals in leadership behaviors such as communication, decision- making, and motivating teams. o Example: A manager who practices participative leadership, encouraging team input on decision-making. 3. Contingency Theory: o Overview: Suggests that the effectiveness of a leader depends on the situation and context. There is no one-size-fits-all approach to leadership. o Application: Organizations use contingency theory to match leaders to specific situations based on their skills and the needs of the team or project. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 1 of 5  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP Example: A leader may adopt a more autocratic style in a crisis but switch to a o more democratic style during routine operations. 4. Transformational Leadership Theory: o Overview: Focuses on leaders who inspire and motivate employees to exceed expectations through vision and personal influence. o Application: Transformational leaders are often seen in organizations undergoing significant change or growth, as they have the ability to energize and guide employees through transitions. o Example: A startup founder who motivates the team to innovate and adapt to new challenges by sharing a compelling vision of the future. 5. Transactional Leadership Theory: o Overview: Emphasizes the role of supervision, organization, and performance- based rewards and punishments in leadership. o Application: Transactional leadership is typically used in structured environments where tasks need to be completed with precision and accountability. o Example: A production manager who sets clear goals for workers and rewards them based on their output. B. Leadership Styles 1. Autocratic Leadership: o Characteristics: Centralized decision-making, with little input from subordinates. o Advantages: Quick decision-making, effective in crisis situations. o Disadvantages: Can lead to low employee morale and lack of creativity. o Example: A military leader making swift decisions during combat. 2. Democratic Leadership: o Characteristics: Encourages participation and input from team members. o Advantages: Fosters creativity, improves employee engagement. o Disadvantages: Decision-making can be slower, especially in large groups. o Example: A project manager who holds team meetings to gather input before making decisions. 3. Laissez-faire Leadership: o Characteristics: Leaders give employees the freedom to make decisions and manage their work independently. o Advantages: Encourages innovation and independence. o Disadvantages: Lack of guidance can lead to confusion or lack of direction. o Example: A tech startup where employees are encouraged to experiment and develop new ideas with minimal oversight. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 2 of 5  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP 4.2 Motivation and Team Dynamics A. Motivation Theories 1. Maslow’s Hierarchy of Needs: o Overview: Suggests that individuals are motivated by fulfilling a hierarchy of needs, starting with physiological needs and moving up to self-actualization. o Application: Managers can motivate employees by ensuring that their basic needs are met before encouraging personal growth and achievement. o Example: Providing employees with job security and professional development opportunities to motivate them. 2. Herzberg’s Two-Factor Theory: o Overview: Identifies hygiene factors (e.g., salary, work conditions) and motivators (e.g., recognition, responsibility) as key drivers of employee satisfaction. o Application: To increase motivation, managers should focus on enhancing motivators while addressing hygiene factors to prevent dissatisfaction. o Example: A company offering competitive salaries and creating opportunities for career advancement to keep employees motivated. 3. Vroom’s Expectancy Theory: o Overview: Proposes that motivation is based on the expectation that effort will lead to performance and performance will lead to rewards. o Application: Managers can enhance motivation by ensuring that employees see a clear link between their effort, performance, and the rewards they receive. o Example: A sales manager offering bonuses to employees based on their sales targets. B. Team Dynamics 1. Team Roles: o Overview: Different individuals within a team often take on specific roles, such as leader, coordinator, or innovator. o Application: Recognizing and leveraging these roles can enhance team performance. o Example: A project team where one member excels at organizing tasks, while another focuses on generating new ideas. 2. Stages of Team Development (Tuckman’s Model): o Forming: Team members get to know each other. o Storming: Conflicts may arise as team members assert their ideas. o Norming: Team starts to establish norms and work more cohesively. o Performing: Team operates efficiently toward goals. o Adjourning: Team disbands after achieving goals. 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 3 of 5  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP 4.3 Communication in Management A. Importance of Communication in Management 1. Definition: Communication is the process of exchanging information and meaning between individuals within an organization. 2. Key Functions: o Coordination: Ensures that tasks are aligned with organizational goals. o Decision-Making: Effective communication is essential for gathering input and making informed decisions. o Motivation: Communicating expectations and feedback motivates employees to perform well. B. Barriers to Effective Communication 1. Physical Barriers: Geographic distance, noise, and poor equipment. 2. Psychological Barriers: Emotional state, attitudes, and perception. 3. Cultural Barriers: Differences in language, customs, and values. C. Types of Communication 1. Formal Communication: Structured and follows official channels within the organization (e.g., memos, reports). 2. Informal Communication: More casual interactions that occur naturally (e.g., water cooler conversations). 3. Verbal and Nonverbal Communication: o Verbal: Spoken or written communication. o Nonverbal: Body language, gestures, facial expressions. Teaching and Learning Activities A. Role-Playing Activity (1.5 hours) Objective: Apply leadership styles in various scenarios. Activity: o Students are assigned different leadership styles (e.g., autocratic, democratic, laissez-faire) and tasked with handling a specific situation (e.g., resolving a team conflict, making a strategic decision). o After each role-play, the class discusses the effectiveness of the chosen leadership style and how it impacted the outcome. B. Leadership Simulation (1.5 hours) 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 4 of 5  COLLEGE OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION AND ENTREPRENEURSHIP Objective: Assess team dynamics and communication in a simulated leadership scenario. Activity: o Students are divided into teams and given a simulated business challenge (e.g., managing a product launch, responding to a crisis). o Each team member assumes a specific leadership role, and the group must work together to devise and present a solution. o The simulation emphasizes leadership, motivation, and communication within teams. Assessment Task: Leadership Analysis Task Description: o Each student will select a leader (either real or fictional) and analyze their leadership style, motivation techniques, and communication strategies. The analysis should address the following: § Leadership Style: Identify the leader’s primary leadership style (e.g., transformational, transactional) and discuss its effectiveness in different situations. § Motivation Techniques: Evaluate how the leader motivates their team and the impact on team performance. § Communication: Assess the leader’s communication approach and how it contributes to their success or challenges as a leader. Evaluation Criteria: o Depth of Analysis: Comprehensive understanding of leadership theories and styles. o Application of Theories: Ability to apply motivational theories and communication strategies to real-world scenarios. o Clarity and Structure: Organized and clear presentation of ideas. Time Frame Total Time: 3 hours o Role-Playing Activity: 1.5 hours o Leadership Simulation: 1.5 hours 2024-2025 Module for MM412 (Special Topics in Marketing Management) | College of Commerce | University of San Agustin, Iloilo City, 5000, Philippines Page 5 of 5