NAME: MARIA ANGELIKA AGARPAO

STUDENT ID No.: 2020-H-01166

SECTION: MALINIS
SUBJECT: ORGANIZATION AND MANAGEMENT
DATE OF SUBMISION: January 22, 2021
TEACHER: MR. ELIZALDE ARRIETA

The Observer
• Research an individual whom you consider a leader. Identify the traits
and characteristics that make him or her a leader. Analyze your chosen
leader’s characteristics, traits, achievements, and actions, and identify
which leadership theory or model he or she exemplifies. Make a report of
your finding and present it in class.

- Jack Ma, originally Ma Yun, was the first entrepreneur from mainland China
to appear on the cover of Forbes magazine. He is also the founder of Alibaba
Group, a group of internet companies. Before getting accepted to Hangzhou
Teacher’s Institute, Ma was rejected from university three times. After
graduation, he applied for 30 jobs and was turned down for all of them. He
first learned about the internet during a short trip to the U.S., and when he
returned home, he created a small website about China and Chinese
products. This would be his first step towards creating a company that would
hold the record for largest IPO in history. It’s fair to say that Jack Ma isn’t a
typical CEO however, he most certainly is part of a new generation of leaders
that appear to be more willing to put their personality front and center
regardless of typical corporate cultural norms. He has been instrumental to
the success of Alibaba right from the word go. That’s why people around the
globe are eager to follow in the wake of his stellar leadership qualities and
discover the reason behind his thriving success. Jack received Asian Award’s
Entrepreneur of the Year in 2015, and in 2017, he made Forbes’ list of
 World’s Greatest Leaders. On top of creating a differentiating business
model and entrepreneurial experiences, Jack Ma is known for an
extraordinary personality in both his leadership style and his beliefs. Jack Ma
exemplifies the transformational leadership theory. He is a very charismatic
leader, he encourages his employees through both external and internal
motivations. Investing money in your employees is one of his fundamental
business practices. He is always passionate and provide clear vision to his
followers. He focuses on change and believe change is a key factor for
business to grow and lead an organization to success in a competitive
business environment. He also keeps on learning and innovate idea on its
business by using Artificial Intelligence technology on fashion retail shop to
improve consumer shopping experience and lead the future retail store
concept. Jack Ma’s leadership has transformed Alibaba from small garage
office to one of the largest e-commerce company with rated#9 in the world
most valuable brands in 2018 that is why he is one of the great examples of
having a transformational leadership.

Self-Assessment
• Make a list of things you like doing and the things that motivate you in
your activities. Which among the theories of motivation is most
applicable to you? Site specific examples showing how this theory applies
to you.

- I highly believe that Alderfer's Erg Theory is the most applicable to me

because when I read it and searched for examples, I knew that this Theory is
the most relevant to me. First, I am a competitive person and I want to get
what I want no matter what it takes. In addition to this, I also want my
parent’s attention that is why I am studying hard. They have an extremely
high expectation of me, and I do not want to disappoint them. Even If
sometimes I am already tired and drained, I still continue to study so that
they will be proud of me. Furthermore, I fear failure a lot because I will not
only fail as a student or person but also as a daughter and sister.
Key Terms:

• Alderfer’s ERG Theory- Clayton Paul Alderfer is an American psychologist

who developed Maslow’s hierarchy of needs into a theory of his own.
Alderfer’s ERG theory suggests that there are three groups of core needs:
existence (E), relatedness (R), and growth (G)—hence the acronym ERG.
These groups align with Maslow’s levels of physiological needs, social needs,
and self-actualization needs, respectively. Existence needs concern our basic
material requirements for living. These include what Maslow categorized as
physiological needs (such as air, food, water, and shelter) and safety-related
needs (such as health, secure employment, and property). Relatedness
needs have to do with the importance of maintaining interpersonal
relationships. These needs are based in social interactions with others and
align with Maslow’s levels of love/belonging-related needs (such as
friendship, family, and sexual intimacy) and esteem-related needs (gaining
the respect of others). Finally, growth needs describe our intrinsic desire for
personal development. These needs align with the other portion of Maslow’s
esteem-related needs (self-esteem, self-confidence, and achievement) and
self-actualization needs (such as morality, creativity, problem-solving, and
discovery). Alderfer proposed that when a certain category of needs isn’t
being met, people will redouble their efforts to fulfill needs in a lower
category. For example, if someone’s self-esteem is suffering, he or she will
invest more effort in the relatedness category of needs.

• McClelland’s Learned Needs Theory- McClelland's Human Motivation

Theory states that every person has one of three main driving motivators:
the needs for achievement, affiliation, or power. These motivators are not
inherent; we develop them through our culture and life experiences.
Achievers like to solve problems and achieve goals. Those with a strong need
for affiliation do not like to stand out or take risk, and they value
relationships above anything else. Those with a strong power motivator like
to control others and be in charge.
• Transactional Leadership- A transactional leader is someone who values
order and structure. They are likely to command military operations, manage
large corporations, or lead international projects that require rules and
regulations to complete objectives on time or move people and supplies in
an organized way. Transactional leaders are not a good fit for places where
creativity and innovative ideas are valued.

• Herzberg’s Two-Factor Theory- It tries to get to the root of motivation in the

workplace. You can leverage this theory to help you get the best
performance from your team. The two factors identified by Herzberg are
motivators and hygiene factors.

1. Motivating Factors
The presence of motivators causes employees to work harder. They are
found within the actual job itself.

2. Hygiene Factors
The absence of hygiene factors will cause employees to work less hard.
Hygiene factors are not present in the actual job itself but surround the
job.

• Great Man Theory- A 19th-century idea according to which history can be

largely explained by the impact of great men, or heroes; highly influential
and unique individuals who, due to their natural attributes, such as superior
intellect, heroic courage, extraordinary leadership abilities or divine
inspiration, have a decisive historical effect. The theory is primarily
attributed to the Scottish philosopher and essayist Thomas Carlyle who gave
a series of lectures on heroism in 1840, later published as On Heroes, Hero-
Worship, and The Heroic in History.
• Maslow’s Hierarchy of Needs- a motivational theory in psychology
comprising a five-tier model of human needs, often depicted as hierarchical
levels within a pyramid. From the bottom of the hierarchy upwards, the
needs are: physiological (food and clothing), safety (job security), love and
belonging needs (friendship), esteem, and self-actualization.

• Theory X- It tends to take a pessimistic view of their people and assume that
they are naturally unmotivated and dislike work. As a result, they think that
team members need to be prompted, rewarded, or punished constantly to
make sure that they complete their tasks. Work in organizations that are
managed like this can be repetitive, and people are often motivated with a
"carrot and stick" approach. Performance appraisals and remuneration are
usually based on tangible results, such as sales figures or product output, and
are used to control staff and "keep tabs" on them.

• Vroom’s Expectancy Theory- It assumes that behavior results from

conscious choices among alternatives whose purpose it is to maximize
pleasure and to minimize pain. Vroom realized that an employee's
performance is based on individual factors such as personality, skills,
knowledge, experience, and abilities. He stated that effort, performance, and
motivation are linked in a person's motivation. He uses the variables
Expectancy, Instrumentality and Valence to account for this.

• Contingency Theory- An organizational theory that claims that there is no

best way to organize a corporation, to lead a company, or to make decisions.
Instead, the optimal course of action is contingent (dependent) upon the
internal and external situation. Contingent leaders are flexible in choosing
and adapting to succinct strategies to suit change in situation at a particular
period in time in the running of the organization.
• Adam’s Equity Theory- shows why salary and benefits alone don’t determine
an employee’s motivation. It explains why a promotion or raise rarely has
the desired effect. It can even undermine the motivation of other employees.
Employees place great importance on being treated fairly and equally. This
ensures that they will be motivated at work. It’s treating different employees
differently and unfairly that leads to bad blood and will damage a lot of
people’s motivation. After all, we all wanted to be treated fairly. When that’s
not the case, employees will be unhappy, which can manifest itself in
different ways. For instance, they won’t perform optimally, and there’ll be a
risk of high employee turnover as employees choose to try their luck at
another employer. That is why fair treatment of everyone involved is
essential.