Group 5A# LEADING

Successful leading must begin with Managing - The Process Of Working With
focusing on the psychological capital of And Through Others To Achieve
both the employer/leader and the Organizational Objectives Efficiently And
employee/subordinate. Ethically Amid Constant Change
Looking for what is right with people -It Also Deals With Planning, Organizing,
rather than for what is wrong is suggested Staffing, Leading And Controlling
to prevent mental and behavioral Personality of Human Resources
problems which are barriers to achieving - The Traits and Characteristics that
both organizational and invidual goals. make up an Individual‘s psyche and
determine how he or she Interacts
PERSONALITY OF HUMAN RESOURCES
with her environment
The Traits And Characteristics That Make LEADING AN ORGANIZATION
Up An Individual' s Psyche And Determine Key work attitudes exhibited by groups/teams
How He Or She Interacts With Her of workers must be taken into consideration in
Environment leading organizations because of the diversity
of their attitudes toward and events at work
BIG FIVE PERSONALITY
Managers and leaders must focus their
CHARACTERISTICS
leadership strategies on the following key work
According to Robbins and coulter attitudes in order to avoid distraction caused
(2009)"research has shown that five basic by varied reactions
personality dimensions underlie all others Organizational citizenship behavior -Refers to
and encompass most of the significant employee behavior that exceeds work role
variation in human personality" requirements and also behaviors that go
EXTRAVERSION - The degree to which beyond the call of duty
someone is sociable,talkative, and Organizational commitment Refers to the
assertive extent to which an individual employee
identifies with an organization and goals.
AGREEABLENESS- The degree to which
Job Statisfactory and Productivity refers to
someone is good natured, cooperative
employee 's general attitude toward their
and trusting
respective jobs.
CONSCIENTIOUSNESS - The degree to
which someone is responsible,
dependable, persistent , and
achievment - oriented
EMOTIONAL STABILITY- The degree to
which someone is calm, enthusiastic
and tensed, nervous, depressed
OPENNESS TO EXPERIENCE- The
degree to which someone is
Imaginativ,artistically sensitive, and
intellectual
Group 5B# MOTIVATION
Motivation encourages individuals to
work enthusiastically, often performing
more work than what is required.
According to Kreitner and Kinicki (2013),
Goal Setting Theory - a theory stating that
early Theories of Motivation revolved
specific goals motivate performance and
around the idea that motivation is
that more difficult goals, when accepted
brought about by the employees desire
by employees, results in greater
to fulfill their need, their work habits, and
motivation to perform well, as compared
their job satisfaction
to easy goals.
Maslow Hierarchy of Needs Theory Reinforcement Theory - a theory which
refers to the Maslow ’ s Hierarchy of Five states that behavior is a function of its
Human Needs: physiological , safety, social, consequences.
esteem, and self-actualization. Job Design Theory - a theory which states
Physiological Needs - refer to human that employees are motivated to work
need for food, water, shelteR, and other well by combining tasks to form complete
physical necessities. jobs.
Safety Needs - refer to human needs for Equity Theory - a theory developed by J.
security and protection from physical and Stacey Adams which states that
physiological harm employees assess job outcomes in
Social Needs - pertain to the human relation to what they put into it and then
desire to be loved and to love, as well as compare these with their co-workers .
the need for affection and belongingnes. Expectancy Theory - states that an
Esteem Needs - include the human need individual tends to act in a certain way,
for self - respect, self - fulfillment, and based on the expectation that the act will
become the best according to one ’ s be followed by an outcome which may be
capability. attractive or unattractive to him or her.
Five Core Job Dimensions
Skill Variety - the degree by which a job requires different activities, so employees may
be able to use their different skill
Task Identity - the degree by which a job requires completion of an identifiable piece of
work
Task Significance - the degree by which a job has significant impact on the lives or work
of others.
Autonomy - the degree by which a job provides enough freedom and discretion to
employees
Feedback - the degree by which performing job requirements results in the employees
receipt of information about his or her performance effectiveness.
Group 6A# LEADERSHIP STYLES AND THEORY
EARLY LEADERSHIP THEORIES --By Kreitner & Kinicki (2013)
Trait Theory
a theory based on leader traits or personal characteristics that differentiate leaders from
followers.
it was based on the assumption that leadership traits were not inborn and could be
learned through experience and knowledge gained through studies.
Behavioral Theory
a theory that focuses on the behaviour, action, conduct, demeanor, or deportment of a
leader instead of his or her personality traits.
this theory began because of the belief that leader’s behaviour affects group
effectiveness.
it also emphasized that since behaviour is learned ,leader behaviour can also be
learned,in short, leaders are made not born.

CONTEMPORARY LEADERSHIP THEORIES

Fiedler Model ( 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.
Situational Control, which can be low or high, is also exhibited.
Hersey-Blanchard Model (by Paul Hersey &Ken Blanchard)
The theory focused on the subordinates’ readiness or extent to which the said
subordinates have the ability and willingness to accomplish a specific work assignment.
FOUR STAGES OF THE SUBORDINATES READINESSS
Where the subordinates are both unable and unwilling to accomplish the task.
Where the subordinates are unable but willing to do the task.
Where the subordinates are able but unwilling to do their assigned task.
Where the subordinates are both able and willing to do what the leader wants to complete
the task.
Hersey-Blanchard Model (by Paul Hersey &Ken Blanchard)
States that the leeader’s task is to lead his other followers or subordinates in achieving
their goals by providing them direction needed in order to ensure compatibility of these
said goals with the organization’s goal.
FOUR LEADESHIP BEHAVIORS:
Directive Leadership- where leader gives specific guidelines to followers so that task
accomplishment will be easier;
Supportive Leadership- where the leader shows concern and friendliness to subordinates
Participative Leadership- where the leader asks for suggestion from followers before
decision making; and
Achievement-Oriented Leadership- where the leader sets the goal that subordinates must
try to achieve.
MODERN LEADERSHIP THEORIES
Transactional Leadership Model
This states that leaders guides their subordinates toward the achievement of their
organization’s goals by using social exchange or transactions and by offering rewards in
exchange for their productivity.
Transformational Leadership Model
This states that leaders inspire or transform followers to achieve exttraordinary
outcomes.
Transformational Leadership is strongly correlated with lower turnover rates and higher
level of productivity,employee satisfaction,creativity, goal attainment anf follower well-
being.(Robbin and Coulter,2009)
Charismatic Leadership Theory
states that leaders with charismatic personality are able to influence their subordinates to
follow them.
This pertains to leaders who are self-confident,enthusiastic, and sensitive to both
environmental constraints and subordinates’ needs.
Visionary Leadership Theory
This states that leaders are able to make their subordinates follow because of their ability
to create and articulate a realistic,credible, and attractive vision that may improve
present conditions or circumstances.
Team Leadership Theory
This theory emerged because of the fact that leadership is increasingly taking place within
a team context and that more companies are now utilizing work teams led or guided by
leaders.
Servant Leadership Theory (Robert Greenleaf,1970)
This states that servant-leaders must focused on increased service to others rather than
to one’s self.

Group 6B# COMMUNICATION

Applies to all management functions and Types of Communication
it's general purpose for the organization VERBAL -through the use of oral and
to bring positive changes that influence written words
activities leading to the firm's welfare. FORMAL -the communication takes place
The communication process starts with within prescribed routine organizational
the sender who has an idea or a message work arrangements
,which is then transmitted through a NON-VERBAL- through body movements
selected channel too the receiver, who in ,gestures, facial expressions, eye contact,
turn has to be ready for the reception of and by touching
the message, so that it can be decoded INFORMAL - communication is not
into thoughts. defined by organization's hierarchical
Accurate communication occurs when the structure
sender and the receiver understand one
another (Hobbins and Coulter, 2009)
 DIRECTION AND FLOW OF COMMUNICATION
COMMUNICATION FLOWS IN DIFFERENT DIRECTIONS WITHIN AN ORGANIZATION
Vertical Communication - Involves communication flow between people belongings to
different organizational level.
Upward Communication - Is the flow of information from an employee who belongs to a
lower hierarchical levels to the boss /manager who belongs to higher hierarchical level.
Downward Communication - Is the flow of information from the managers,who belongs to
a higher hierarchical levels, to the subordinates/employees,who belong to lower
hierarchical level.
Horizontal/Lateral Communication - takes place among employees belonging to the same
hierarchical level.
Diagonal Communication -entails communication with someone or others who belongings
to different department/units and different hierarchical levels.
Communication networks in Organization
ARE VARRIED PATTERNS OF COMBINED HORIZONTAL AND VERTICAL FLOWS OF
ORGANIZATIONAL COMMUNICATION
Chain Network - where communication flows according to the usual formal chain of
command downwards and upwards.
Wheel Network -where communication flows between a header and others member of
their group/team.
All Channel Network- where communication flow freely among all members of team.
Grapevine - An informal communication network in an organization . An example is
gossip/rumors which could quickly disseminate information.
Computer Networks - Information Technology has made it possible for managers to
communicate with each other and with subordinates and for employees to communicate
with each other anytimes ,regardless of distance.
BARRIERS TO COMMUNICATION
ORGANIZATION MEMBERS MAY ENCOUNTER VARIOUS TYPES OF BARRIERS THAT CAN ALTER
THE MEANING OF COMMUNICATION THAT THEY RECEIVED
Filtering - the shaping of information communicated in order to make it look good or
advantageous to the receiver.
Emotions-the interpretation of communication which may be influenced by extreme
emotion felt by the receiver.
Infomation Overload-another barriers to good communication since there are too many
piece of info received by an individual may have a negative effects on a persons
processing capacity.
Defensiveness -the act of self protection when people are threatened by something or
someone.
Language-could also hamper good communication because words used may have
different meaning,to different people belonging, to different age, educational background
or cultural group.
National Culture-just like language the prevailing national culture may also cause
problems in communication among members of an organization, especially if it's
multinational company.
OVERCOMING BARRIERS TO COMMUNICATION
TO AVOID CONFLICTS RESULTING FROM COMMUNICATION PROBLEMS,MANGERS TRY TO
OVERCOME BARRIERS THROUGH THE FOLLOWING MEANS
Using Feedback-this is usually done by asking questions about a memo sent to
subordinate or by asking them to give their comments or suggestion.
Using Simple Language -this is done by avoiding uncommon terms and flowery words that
may just cause misinterpretation.
Active Listening-this means listening well in order to grasp the full meaning of the
communication.
Controlling Emotions-this another method of overcoming communication
misinterpretation.
Observing Body Language -this also influences how communication is interpreted.

Group 7A# MANAGEMENT OF CHANGE AND DIVERSITY IN

ORGANIZATIONS
Orgnizational Diverity- the host of Changes in People - People's attitudes,
individual differences that make people values, wants and needs, expectations,
in organizations different from and perceptions, and behaviors change as
similar to each other. time goes by, but changing them for the
Organizational Change - any alteration better is not easy to do. In order to
of people, structure, or technology in address this need for change,
organizations brought by external or organizational development (OD)
internal forces which they encounter. techniques are used. rationalization,
TYPES OF CHANGE formalization, and job redesign, among
KURT LEWIN'S DESCRIPTION OF THE others.
PROCESS OF CHANGE Change in Structure- Due to changing
UNFREEZING - Faced with a dilemma conditions/situations and changing
or issue, the individual or group strategies used, organizational
becomes aware of a need for change. structures may also change according to
CHANGING - The situation is work specialization,
diagnosed and new models of departmentalization, change of
behavior are explored and tested. command, span of control,
REFREEZING - The situation is centralization, formalization, and job
diagnosed and new models of redesign, among others.
behavior are explored and tested. - Changes in Technology - Technology
Application of new behavior is changes usually refer to changes in work
evaluated, and if it proves to be processes and methods used,
reinforcing, the behavior is adapted. introduction of new equipment and
MANAGING RESISTANCE TO CHANGE - work tools, automation, or
Change is considered by many computerization. Competitive factors or
organization members as a threat. It is innovations in industries require
common for people to fear changing administrators of companies to consider
the status quo, even if doing so might such technological changes.
bring beneficial effects.
MANAGING RESISTANCE TO CHANGE
ORGANIZATION MEMBERS MAY ENCOUNTER VARIOUS TYPES OF BARRIERS THAT CAN
ALTER THE MEANING OF COMMUNICATION THAT THEY RECEIVED
EDUCATION - employees have to be educated regarding the reasons for and the
relevance of change.
PARTICIPATION - allow organization members to participate in decision-making related
to bringing change in their company.
FACILITATIONS & SUPPORT - facilitate and provide new skills training and counselling
for employees to minimize their fear of change.
MANIPULATION OF INFORMATION - withhold damaging information about change to
make it acceptable to organization members.
SELECTION OF PEOPLE - select people who are open to change to help disseminate the
beneficial effects of change, resistance to change is lessened.
COERCION - the use of direct threats or force to make people accept change; however,
this method is perceived as a form of bullying, so it is used only when extremely
necessary.
MAKING CHANGES IN ORGANIZATIONAL CULTURE
Change in organizational culture cannot be done easily because it is highly valued and
ingrained among the firm's members. Robbins and Coulter (2009)
MANAGING WORKPLACE DIVERSITY
- It is a fact that organization members may differ in age, gender, physical ability,
ethnicity/race, culture, values, attitudes, beliefs, and personality. - Managers must try to
reduce the potential negative effects of diversity through:
a.) encouraging employees to accept the organization's culture or its dominant values and
b.) encouraging employees to accept differences in the workplace

Group 7B# FILIPINO AND FOREIGN CULTURES IN

ORGANIZATIONS
Culture a set of beliefs and values about how a community should act and do thing
Organizational Culture- a set of shared values and norms/standards for behavior and
expectations that influence the interaction of organization members in order to
achieve their set mission, vision, goals, and objectives.
THREE PRIMARY FILIPINO VALUES:
SOCIAL ACCEPTANCE - This value focuses on the desire of Filipinos to be accepted
and treated well by others-his or her family, relatives, friends, and the members of
communities/organizations where he or she belongs—in accordance with his or her
status, for what he or she is, and for what he or she has accomplished.
ECONOMIC SECURITY - This value emphasizes that one must have financial stability
and that he or she must be able to stand on his or her own two feet, without incurring
debt in order to meet his or her basic material needs.
SOCIAL MOBILITY - This value is concerned with his or her desire to move up the
social ladder, to another higher economic level, to a higher job position, to a position
of respect in his or her family or in the community where he or she lives or in the
organizations where he or she belongs.
SHARED VALUES AND BELIEFS OF FILIPINOS
The MAÑANA HABIT pertains to the belief that it is alright to postpone work or finish
tasks to another day. Instead of finishing the task at hand one opts to rest or engage
in leisurely activity.
NINGAS COGON is a Filipino practice that refers to the initial show of enthusiasm
over a project during its beginning and the waning of this interest.
FILIPINO TIME pertains to the common Filipino practice wherein arriving 15 to 30
minutes late to work or meetings with associates and friends is considered
acceptable.

INFLUENCE OF FOREIGN CULTURE ON ORGANIZATIONAL MANAGEMENT

SOME EXAMPLES CITED BY KREITNER AND KINICKI (2013) ARE THE FOLLOWING CULTURAL
DIMENSIONS:
GENDER EGALITARIANISM - refers to the amount of effort which must be put into
minimizing gender discrimination and role inequalities.
ASSERTIVENESS - refers to how confrontational and dominant individuals should be in
social relationships
PERFORMANCE ORIENTATION - refers to how much individuals should be rewarded for
improvement and excellence.
HUMANE ORIENTATION - refers to how much society should encourage and reward
people for being kind, fair, friendly, and generous.
CULTURAL RELATIVISM ETHNOGENTRISM
Refers to the different interpretations of The belief that one's own way of life
the same or similar behavior by members of or culture is superior to others.
different cultures.
it is important to interpret the actions of it is important to understand thAt
the members of other groups in terms of people develop culture through
their particular cultures. adaptation to their surroundings.
Example: An American manager's direct Example: A Chinese manager who is
and brusque manner of reprimanding a ethno-centric may not have high
Filipino subordinate is acceptable in the regard for Filipino managers who
American culture; this, however, is have different management
considered insulting when he is judged techniques.
according to the Filipino culture.

Group 8A# DEFINITION AND NATURE OF MANAGEMENT

CONTROL
IMPORTANCE OF MANAGEMENT CONTROL
Management control makes sure that the firm ' s operating cash flow is
sufficient,efficient, and,if possible profitable when invested
Working capital,when properly controlled,must be adequete enough for daily
operation such as financing , and maintaning an acceptable capital structure
CONTROL PROCESS
CONTROL TECHNIQUES USED FOR CONTROLING FINANCIAL RESOURCES,PROCESS CONTROL IS
THE ABILITY TO MONITOR AND ADJUST A PROCESS TO GIVE A DESIRED OUTPUT
Used in industry to maintain quality and improve performance is a valuable
instruments for helping managers determine and establish key performance
standards.
The typical control process involves establishing standards, measuring and reporting
actual performance, and comparing it to standards, and taking action.
Managers must identify priority activities have to be controlled, followed by
determining how these activities must be properly sequenced.
Taking actions involves the correction of deviations from set standards.
Managers may rectify deviations by modifying their plans or goals ,by improving the
training of employees ,by firing inefficient subordinates ,or by practicing more
effective leadership techniques.

Group 8B# THE LINK BETWEEN PLANNING AND

CONTROLLING
THE RELATIONSHIP BETWEEN PLANNING AND CONTROL COULD BE EASILY
ESTABLISHED:
Control is integrated planning.
The elements of control immediately take place to consider how every turnout of
the plan maybe evaluated and rectified
SHARED VALUES AND BELIEFS OF FILIPINOS
TOP-LEVEL MANAGEMENT - Organization-wide perspective Long time frame
MID-LEVEL MANAGEMENT -Department perspective Periodic time frame
LOWER-LEVEL MANAGEMENT -Unit/individual perspective Short time frame
BALANCE SHEET
Balance sheet is a financial statement which is defined by most accounting books as
the " snapshot" of any entry ' s financial condition because it presents the financial
balances of a particular period
It follows a pro-formaL accounting entry: Assets = Liabilities+Capital
The asset side keeps track of all the properties, tangible and intangible, owned by the
organization, while the other side(liabilities) records all the obligations to settle and
actual capitalization of the firm. It must be noted that there must always be a dual
entry respective of the account titles
INCOME STATEMENT
The income statement is also known as the profit and loss statement, revenue and
expenses statement, statement of financial performance, or earnings statement.
It shows whether the company made money or lost money.
CASH FLOW STATEMENT
The statement of cash flow summarizes the inflow and outflow of cash during a given
period ; It shows whether the company made money or lost money.
CASH FLOW STATEMENT ORGANIZATIONAL PERFORMANCE CONTROL
According to the book CFO - All managers must know which measures will give them
Fundamentals by Shim, Siegel, data and information about overall organizational
and Shim(2012), financial performance control. The usual measures are
statements must contain in the organizational productivity , organizational
following minimum items: effectiveness, and ranking in industry.
Sales or gross revenues ORGANIZATION PRODUCTIVITY - is the amount of
net income goods or services produced divided by the inputs
Gross profit needed to produce the said output. All organizations
Income from Continuing and their work units aim to be productive.
/Discontinuous operation ORGANIZATION EFFECTIVENESS - managers makes use
usual income statement of this in their decision - making regarding the design of
items organizational strategies and works activities, and in
tax provision linking the various work endeavors of their employees
material changes in financial RANKING IN INDUSTRY - commonly used by managers
positions to measure organizational performance. Being ranked
high, middle, or low indicates the companys
performance in comparison with others
OTHER PERFORMANCE CONTROLS IN ORGANIZATIONS
COMPUTER -BASED CONTROL SYSTEMS - performance may be controlled by
quantifiable measures such as the numbers of customer transaction handled, the
frequency of errors committed by their human resources, or the length of time taken to
deliver goods to customer
BUREAUCRATIC CONTROL makes use of strict rules, regulations, policies, procedures ,
and orders from formal authority
CLAN CONTROL - based on compliance with norms, values, expected behavior related to
the firms organizational culture , and other cultural valuables of the country where the
company is located.

CREDITS TO THE REPORTERS

Group 5
Lady May Diana Ortiz
Dustin Cruz
Group 6
Katrina Payumo
Audrei Manalansan
Group 7
Cyruz Obusan
Regene Casais
Princess Tabo-Tabo
Group 7
Angela Calma
Keisha Mercado
Kaira Panilawon