DIRECTING

Motivation

Communication DIRECTING Leadership

Relationship between managers & non-managers

MOTIVATION • Three characteristics of Motivation:
1. concerned with what activates human
behavior
2. concerned with what direct this behavior
toward a particular goal
3. concerned with how this behavior is
sustained
• motivation can be analyzed using the
following causative sequence:

Needs Drives or
or Goals Motives Achievement

THEORIES OF MOTIVATION

Traditional Theory
Need hierarchy Theory
Preference-Expectancy Theory
Achievement-Power-Affiliation Theory
Motivation-Maintenance Theory
Reinforcement Theory
Figure 6.1
 Figure 6.3
Traditional Theory
Achievement-Power-Affiliation Theory
 evolved from the work of Frederick
Taylor
A need to A need for A need for APA
 based on the assumption that money is
achieve power affiliation Theory
the primary motivator

The Hierarchy of Needs Motivation-Maintenance Theory

 Figure 6.4 3. Reinforcement
Mc Gregor’s Theory X&Y 4. Maturity Theory
IMMATURE MATURE
Passive Active
Achievement Theory Dependent Independent
Short term perspective Long term
perspective
Subordinate Equal or super
Barnard-Simon’s Theory of Equilibrium ordinate position
Lack of self-awareness Awareness of
self
Inducements Contributors
(Provided by Management) (Provided by Employees)
Job Enlargement VS Job Enrichment

Vroom’s Preference-Expectancy Theory Job Enlargement Job Enrichment

- redesigning of jobs - putting meaning into jobs

Motivation = E Valence x Expectancy

Reinforcement Theory

1. Stimulus
2. Response
 Figure 6.6
COMMUNICATION Types of Communication:

• formal communication
• informal communication
• communication between groups
• vertical communications
• upward communications
• downward communications
• lateral communications
 Figure 6.7 fundamental form of communication usually
Grapevines adopted by an informal organization.
2. Memoranda
The grapevine aids in management in 3. Telephone calls
efficiency. 4. Interoffice News
1. The grapevine is a permanent part of 5. Letters
the formal organizational structure. It 6. Reports
should be used to facilitate effective 7. Conferences/Conventions
communication. 8. Meetings
2. Managers should have knowledge of 9. Bulletin Board Notices
what the grapevines are spread to a 10.Exhibits and Displays
greater number of employee-most 11.Visual Aids
employees hear grapevine information
for the first time from management. Communication Networks
Therefore, all levels of management
should be provided with the total and This refers to the pictorial definitions of
accurate information so that the informal channels.
messages they communicate through
the grapevine are accurate. BARRIERS TO COMMUNICATION

Ways to Communicate: 1. Distance

2. Distortion
1. Informal talk or “grapevine” 3. Semantics
communication. This is the most 4. Lack of Leveling
5. Lack of Trust
6. Inaccessibility
7. Lack of Clear Responsibilities
8. Personal Incompatibility
9. Refusal to Listen
10.Failure to Use Proper Media
11.Communication Gap
12.Lack of Direction
 achievement of 3. Commitment to
organizational objectives is a function
objectives. of the rewards associated
LEADERSHIP 3. The average human with their achievement.
being prefers to be 4. The average human
Types of Leadership: directed, wishes to being leans, under
avoid responsibility, has proper conditions, not
1. dictatorial leader relatively little only to accept but to
2. autocratic leader ambition, and wants seek responsibility.
security above all. 5. The capacity to exercise
3. democratic leader
a relatively high degree
4. laissez-faire leader of imagination,
ingenuity, not narrowly,
Assumption about People distributed in the
population.
Theory X VS Theory Y 6. Under the conditions of
1. The average human 1. The expenditure of modern industrial life,
being has an inherent physical and mental the intellectual
dislike of work and will effort in work is a potentialities of the
avoid it, if possible. natural as play or rest. average human being are
2. Because of their dislike 2. External control and the only partially utilized.
of work, most people threat of punishment are
must be corrected, not the only means for
controlled, directed, or bringing about effort
threatened with toward organizational
punishment to get them objectives. Workers will
to put forth adequate exercise self-direction
effort toward the and self-control.
MANAGEMENT SKILLS

Types of Skills

technical human conceptual

MANAGEMENT ROLES
MANAGERIAL GRID
MANAGEMENT FILIPINO STYLES

• Management A’la Pinoy

• Manager “By Kayod”
• Manager “By Lusot”
• Manager “By Libro”
• Manager “By Oido”
• Manager “By Ugnayan”