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Redeveloped Division Initiated Self-Learning Module

Department of Education
i
– Division of Palawan
 Organization and
Management 11 Motivation, Leadership and
Second Quarter Communication in an
Week 5
Organization

MELC: Analyze the motivation, leadership, and communication work in

an organization
Objective/s:
1. To define the meaning of motivation, leadership, and
communication in an organization;
2. To analyze the motivation, leadership, and communication
work in an organization;
3. To evaluate the impact of motivation, leadership, and
communication towards effective organizational
management.

What I Know

Directions: Choose the letter of the best answer and write it on your answer
sheet.

1. It refers to organizational leadership through a highly formalized set of

processes, procedures, and structures.
a. Bureaucratic Leadership c. Transformational Leadership
b. Charismatic Leadership d. Autocratic Leadership

2. These leaders empower employees, interact directly with clients, and

recognize their organization’s role as part of a community, and also make
decisions vertically aligned to organizational objectives.
a. Servant Leaders c. Charismatic Leaders
b. Democratic Leaders d. Laissez-faire Leaders

1
3. In this leadership style, the job of a leader is to ensure individuals perform
their roles correctly and effectively and a clear system of penalties and
rewards for performance is in place, including pay bonuses and
opportunities for upward mobility.
a. Transactional Leadership c. Servant Leadership
b. Situational Leadership d. Democratic Leadership

4. This leadership style always remains highly flexible, capable of adjusting

strategies, procedures, and vision according to an organization’s
circumstances, demands, and even to a shifting culture.
a. Situational Leadership c. Charismatic Leadership
b. Laissez-Faire Leadership d. Autocratic Leadership

5. The right leader will know when to act when to authorize, how to mediate
conflict, and how best to synthesize the talents of team members. This
principle is under what leadership styles?
a. Bureaucratic Leadership c. Servant Leadership
b. Charismatic Leadership d. Transformational Leadership

6. Which one is not true about the principles of the Needs for Achievement
Theory?
a. People who are achievement-motivated are driven by the desire to
master tasks and situations.
b. People who are affiliation-motivated are driven by the desire to create
and maintain social relationships. They enjoy belonging to a group and
what to feel loved and accepted.
c. People who are power-motivated are driven by the desire to rule the
entire organization and monopolize authority.
d. People who are power-motivated are driven by the desire to influence,
teach, or encourage others.

7. Why does Maslow’s Hierarchy of Needs Theory important to be used by

managers especially in motivating employees in an organization?
a. To better understand the employee’s needs for power, achievement,
and affiliation.
b. To better understand employee’s needs for existence, relatedness, and
growth
c. To better understand employees’ needs and motivations to generate
high productivity and job satisfaction.
d. To better understand employee’s needs for job satisfaction and
dissatisfaction

2
8. Who was the proponent of the Two-Factor Theory?
a. Burhaus Frederick Skinner c. Frederick Herzbreg
b. David McClelland d. Abraham Maslow

9. It simply refers to the belief that a level of performance will result in a level
of outcome.
a. Valence c. Instrumentality
b. Consequence d. Reward

10. These theories generally revolve around expectations deriving equitable

compensation for a given effort or outcome.
a. Needs-oriented Theories c. Cognition-Oriented Theories
b. Behavior-oriented Theories d. Job-Oriented Theories

11. Which is true about downward communication direction?

a. This is used by the manager to transmit work-related information to the
employees at higher levels.
b. It flows from a higher level to a lower level within and across the
organization.
c. It is used basically by the manager to provide feedback on managers’
performance.
d. All of the above

12. What communication takes place at the same levels of hierarchy in an

organization such as employee to employee, manager to manager, or
between any horizontally equivalent organizational member?
a. Upward communication c. Downward communication
b. Lateral communication d. Diagonal communication

13. Communication flows from a higher level to a lower level in an

organization.
a. Upward Communication c. Downward Communication
b. Lateral Communication d. External Communication

14. Which one best describes external communication?

a. It provides emotional and social assistance to the organizational
members.
b. Takes place between a manager and external groups such as
suppliers, vendors, banks, financial institutes.

3
 c. Takes place between a manager and employees of other workgroups.
d. It is used by the employees to share their views and ideas and
participate in the decision-making process.

15. They are the employees who have high levels of morale and commitment
towards the organization and its goals and objectives.
a. Promoted employees c. Committed employees
b. Permanent employees d. Motivated employees

What is It

"A good leader must be a good follower," according to a popular

saying. This is true, but becoming a leader also comes with a lot of responsibility.
However, if your goal is to influence people and impact the organization at
the highest level possible, then being a good follower is not enough to possess.
One must have a deep understanding of the concepts and theories related
to motivation, leadership styles, and even effective communication skills which
can be learned through this module.

Motivation
Understanding the needs of employees and exploiting their reasons are the
processes of motivating them to take action. Employee motivation, on the
other hand, can result in enhanced productivity and help a company to attain
higher levels of output. A loyal staff is well-motivated. Employees that are
motivated have a high level of morale and dedication to the organization's
aims and objectives. Employee turnover is reduced as a result of motivation,
as is the necessity for regular induction of new staff.

Key points
• Motivation is what energizes, sustains, and regulates conduct.
• While the role of motivation in the workplace is simple in theory, it is
challenging to quantify.
• Wages are typically enough to keep employees working for a company,
but they aren't necessarily enough to motivate them to reach their
maximum potential.

4
 • Why Employees who are motivated will maintain a high level of
inventiveness while producing higher-quality work at a higher rate.
• There is virtually no opportunity cost in inspiring people.

Several theories have been proposed to identify the elements that contribute
to effective employee motivation, with the majority of them falling into four (4)
basic categories.
A. Needs-Oriented Theories. Motivation can be characterized as the
satisfaction of diverse human needs at their most fundamental level.
These needs might include a wide spectrum of human aspirations,
ranging from basic, concrete survival needs to sophisticated, emotional
demands related to a person's psychological well-being.
a. Maslow's Hierarchy of Requirements proposes that wants must be
met in a hierarchical order, starting with fundamental needs like food
and water and progressing to more intangible needs like self-esteem
and a sense of belongingness.
b. The Needs for Achievement Theory is a theory that explains why
people succeed. The Need for Achievement Theory was proposed
by Atkinson and David McClelland, and it outlines three (3) specific
requirements in the workplace: Achievement, Authority, and
Affiliation.
• Achievement-motivated people are motivated by a desire to
master things and situations.
• Affiliation-motivated people are motivated by the urge to form
and maintain social bonds. They love being a part of a group,
and they appreciate what they do.
• The desire to influence, instruct, or inspire others drives people
who are power-motivated.
c. E.R.G Theory. Clayton P. Alderfer's ERG Theory is another motivation
theory based on the "needs" notion. This idea claims that all humans
have three basic needs: existence, relatedness, and growth, and
that these needs are active in differing degrees at different times.

B. Cognition-oriented Theories Expectations deriving equitable reward for

a particular effort or accomplishment are central to cognitive-oriented
theories.
a. Equity or Social Comparison Theory. This theory believes that people
are driven by a desire to be treated fairly in their professional
relationships. People are motivated not only by what they receive
but also by what they see or assume others receive, according to this
theory. The foundation of equity theory is the concept of exchange.
It considers the sum of an employee's experience, talents, and
performance about their remuneration and advancement
prospects.
b. Expectancy Theory is derived similarly, but it expresses the link as a
formula: Motivation = Expectation (Instrumentality x Valence). The
assumption that a certain degree of performance will result in a

5
 certain level of outcome is known as an instrumentality; the value of
that outcome is known as valence.
c. Field Theory. Kurt Lewin's famous formula for human behavior: B = (P,
E)26, where B stands for human behavior, P a person, and E his
environment, demonstrated how motivation is affected by the
organizational environment. In other words, a person's behavior is
influenced by his surroundings. When it comes to motivation, this
means that people might have different motivations at different
times, and what motivates a person is dependent on the
circumstances in which he finds himself.
d. Classical Theory - Frederick W. Taylor advocated the theory that if a
person's reward is directly linked to their performance, they will be
highly motivated. His thesis assumes that a man picks the most
financially beneficial path knowingly, and that money is the best
motivator.

C. Behavior-Oriented Theories. The core concept of behavioral

motivational techniques is rooted in conditioning theories, particularly
the work of psychologist B.F Skinner. According to behaviorism, an
employer should encourage positive behavior while discouraging
undesirable behavior, usually through a basic incentives system.
Variable remuneration is a prime illustration of this principle, which can
be found in many sales occupations. When an employee makes a sale,
the employer pays a share of the sale's proceeds to the employee who
made the sale. This positive reinforcement acts as a behavior modifier,
encouraging the employee to repeat the action and increase sales.
a. Human Relations Theory. It is widely attributed to Elton Mayo's
research. His investigation looked into why some groups of workers
did such a terrible job compared to others. Mayo's theory, based on
these data, claims that informal groups exist alongside formal
organizations and that informal groups can exert a bigger influence
on worker motivation than money, discipline, and job security
combined. Instead of denying the tendency to create groups, Mayo
suggested that management should foster it and court these
groupings by taking a sympathetic, active, direct interest in each
member. Furthermore, management should delegate an
appropriate amount of control over the group's work.
b. Theory X and theory Y. Each of Douglas McGregor's theories is
founded on a set of assumptions about the people who work in the
workplace. According to Theory X, the normal human being is
essentially lazy, dislikes work of any type, and will avoid it at all costs.
As a result, employees must be led, forced, or coerced by managers
and continually monitored to achieve organizational goals. Theory
Y, on the other hand, claims that the normal human being is neither
lazy nor incapable of taking responsibility.

6
 D. Job-Oriented Theories hold that employees are motivated to do jobs
well because they have an innate need to be satisfied or contribute,
and that pay and other types of incentives are less relevant to them.
a. Two-Factor Theory. Even though it has not been confirmed by
empirical evidence, Frederick Herzberg's two-factor theory is
regarded as the most well-known of the job-oriented hypotheses.
Salary, perks, position, and other physical rewards for employees can
merely minimize unhappiness, according to Herzberg, while
intangibles like autonomy, natural interest, acknowledgment, and
responsibility for the task itself are the fundamental foundation of
motivation.
b. The goal of Work Engagement Theory is to create an environment in
which employees have an intrinsic drive to work in the best interests
of the company.
c. Theory Z. William G. Ouchi's theory examines the realities of bringing
a Japanese management philosophy to an American setting. "It
suggests that engaged workers are the key to greater productivity,"
to put it another way. It emphasizes that the problem of productivity
cannot be handled through monetary policy, investment in R&D, or
hard work; rather, it can only be solved by productively coordinating
individual efforts and providing employees with incentives to do so
by embracing a cooperative approach.

The importance of motivation in a company cannot be overstated. It's a

straightforward procedure that necessitates an understanding of human
psychology and behavior. Such an understanding and right action, so igniting
an employee's motives, aids in launching and maintaining activity, as well as
greatly assisting in the achievement of corporate goals.

Leadership
It is the process of directing employees in a company toward a common
purpose. This is accomplished by leaders influencing employee behavior in a
variety of ways. A leader establishes a clear vision for the company,
encourages employees, directs them through the work process, and improves
morale.

10 Organizational Leadership Styles

1. Transformational Leadership - A transformational leader steers a company
in the right direction by altering existing beliefs, practices, and culture.
Transformational leadership will seek ways to extract the best performance
and potential out of each team member by leading by example,
inspiration, and involvement. Being a transformational leader, one who
questions traditional ways of doing things in favor of better, more efficient,
and intuitive strategies, requires bravery.
You may want to enrich your understanding by viewing a video thru this link:
https://www.youtube.com/watch?v=r8miwsWtzRw
Top qualities of a transformational leader

7
 • Innovative
• Empathetic
• Motivational

2. Democratic Leadership - It's also known as participative leadership, and it

necessitates collaborative energy, duties delegation, and group-level
decision-making. This necessitates a leader that understands how to
encourage engagement, empower team members, and collaborate with
organizational members at all levels. While the organizational hierarchy
may still exist under Democratic leadership, influence, power, and the
opportunity to contribute to decisions may be divided widely throughout
layers and departments. This means that the proper leader will know when
to act and when to authorize, how to resolve disputes, and how to best
combine team members' strengths.
Top qualities of a democratic leader
• Actively engaged
• Supportive
• accountable

3. Autocratic Leadership - It is the highest level of authority in a company. This

is a typical leadership style in which all major decisions are made by a single
person at the top of the business, and most employees report to a hierarchy
that reports to this person. While autocratic leadership is rarely popular
among employees, it is the favored technique in firms where individuals
perform streamlined functions, where control is more important than
innovation, and where error tolerance is low. The autocratic leader loves to
be in command, and while he or she may be open to suggestions and
comments, he or she will make the final choices on his or her own. Video
can be viewed through this link:
https://www.youtube.com/watch?v=Ctonl_k3_5l
Top qualities of autocratic leader
• Disciplined
• Decisive
• Confident

4. Laissez-faire Leadership – It is a management style in which executives

adopt a hands-off attitude to task completion and decision-making. When
it comes to managing projects, addressing problems, and resolving
arguments, this type of leadership allows organizational members a lot of
leeways. In most cases, leadership merely sets clear goals, provides the
resources needed to complete the work, and holds people accountable
to the public, shareholders, or other stakeholders. When used incorrectly,
this leadership style can be beneficial in some situations, but it can be
difficult to encourage staff or establish accountability.
Top qualities of a Laissez-faire leader
• Open-minded
• Trusting

8
 • Communicative

5. Bureaucratic Leadership. It refers to the formalization of organizational

leadership processes, procedures, and structures. Rules, policies, and
hierarchies provide an explicit chain of command as well as a clear set of
expectations. Organizational members are obligated to their immediate
superiors as well as a larger ecosystem of rules and procedures that govern
specific portions of the hierarchy at each level of bureaucracy.
https://www.youtube.com/watch?v=jsLUidiYmOw
Top qualities of a bureaucratic leader
• Organized
• Consistent
• Focused

6. Servant leadership. It is a decentralized leadership approach in which a

leader prioritizes the requirements of stakeholders. This type of leadership
positions the leader on the front lines of day-to-day operations, in contrast
to the drive for power or material acquisition. From this vantage point, the
leader makes decisions in collaboration with organizational members at all
levels. Servant leaders empower their staff, communicate directly with
clients, and understand their company's place in the community.
Top qualities of a servant leader
• Receptive
• Persuasive
• Encouraging

7. Transactional leadership. In a context of order, structure, and rigid

hierarchy, Transactional Leadership thrives. While it has a name that sounds
close to transformative leadership, it is almost the polar opposite. Roles are
clearly and rigidly delineated here. A leader's responsibility is to make sure
that people do their jobs correctly and effectively, and that group
performance results in favorable consequences. A clear system of
punishments and incentives for success, including salary bonuses and
possibilities for upward mobility, is frequently in place. Those rewards and
penalties will be used by a skilled transactional leader to uncover strengths
and weed out shortcomings among employees. The status quo may be
prized by transactional leaders. A transactional leader will often accomplish
change within current processes and structures rather than undergoing
large structural transformations when change is required.
https:///www.youthube.com/watch?v=_Oc1Ofk9l
Top qualities of a transactional leader
• Regimented
• Focused
• Efficient

9
8. Situational Leadership. It refers to the idea of leadership as an intrinsically
changeable role rather than a certain style of leadership. Situational
leadership is always adaptable, able to change strategies, methods, and
vision in response to changing circumstances, needs, and even a changing
culture. The situational leader is nimble enough to adjust a strategy to
changing circumstances. This necessitates a leader with the emotional
intelligence to discern the demands of the group. As a result, you'll have a
leader that leads an organization through change, engages with
employees on a team level, and, when necessary, takes decisive unilateral
action.
Top qualities of a situational leader
• Nimble
• Adaptable
• Versatile

9. Cross-cultural leadership recognizes that the company is becoming

increasingly global. Web technology and the dismantling of global trade
barriers have increased the level of collaboration, competitiveness, and
partnership across international borders. Cross-cultural leaders understand
that each country has its own set of business methods, leadership styles, and
cultural realities. This type of leader understands how to handle cultural
divides to bring culturally varied partners together, achieve similar goals,
and pave the way to common ground. The cross-cultural leader recognizes
that variety is a strength and a resource, not a hindrance.
https://www.youtube.com/watch?v=4hZ-il7Ey9l
Top qualities of a cross-cultural leader
• Inclusive
• Respectful
• Versatile

10. Charismatic leadership. The leader's charismatic personality plays a big role
in charismatic leadership. Through devotion, conviction, and positive
example, this type of leader will inspire others. Strong communication
abilities, the capacity for great personal empathy, and the strength of
personality to positively define organizational culture are all characteristics
of charismatic leaders. A highly charismatic leader successfully develops a
sense of shared purpose, fosters organizational members' interests, and
unites employees around a unified goal. In times of crisis, this type of
leadership is very useful.
Top qualities of a charismatic leader
• Inspiring
• Influential
• Personally invested

10
Communication
A manager's ability to accomplish their roles and obligations is aided through
communication. Communication acts as a starting point for planning. All
pertinent information must be given to management, who must then discuss
implementation plans. For managers in organizations to accomplish core
management activities such as planning, organizing, leading, and controlling,
effective communication is critical. Communication is regarded as the
building component of effective organizations, and it works as the lifeblood of
the organization.

Importance of communication in an organization.

o It boosts employee motivation by informing and clarifying the task at
hand, how they are completing it, and how to improve their
performance if it isn't up to par.
o Provides information to organizational members to aid in decision-
making by assisting in the identification and evaluation of different
courses of action.
o It also has a significant impact on changing people's opinions. A well-
informed person will have a more positive attitude than someone who
is less well-informed. Employee attitudes are shaped via organizational
magazines, journals, meetings, and other types of oral and written
communication.
o Communication facilitates socialization. It is stated that without
communication, one cannot thrive.
o It also aids in the process's control. The conduct of organizational
members is influenced in a variety of ways. Employees in an
organization must adhere to several levels of hierarchy as well as
particular concepts and norms. They must follow organizational policies,
perform their job duties effectively, and report any work-related issues
or grievances to their supervisors. As a result, communication aids in the
management function's control.

Communication Process
When a sender thinks of a message he or she wishes to deliver to another
person, the communication process begins. After that, the message must be
encoded. Encoding is the process of converting a message into a verbal
(written or spoken) or symbolic form that the receiver can recognize and
understand. The message is then sent via communication channels by the
sender. After the message has been broadcast and received, the receiver
must decode it. The process by which the receiver converts a written, spoken,
or symbolic form of communication into an understandable message is known
as decoding. The receiver provides feedback to the sender as the final step in
the communication process.

Major components of the communication process

1. Sender – conveying the message, encoding the message, and
transmitting the message.

11
 2. Receiver – receiving the message, decoding the message, and
understanding the message
3. Noise – interferes with the communication process.

In an organization, communication flows in five (5) main directions.

1. Downward Communication
▪ Communication flows from a higher level to a lower level in an
organization. This is used by the manager to transmit work-related
information to the employees at lower levels. It is used basically by
the manager to provide feedback on employees’ performance.
Providing a complete understanding of the employee’s job as well as
communicating to them how their job is related to other jobs in the
organization. Communicating the organization’s mission and vision to
the employees.
2. Upward Communication
▪ Communication that flows to a higher level in an organization is
called upward communication. It provides feedback on how well the
organization is functioning. The subordinates use upward
communication to convey their problems and performances to their
superiors. It is used by the employees to share their views and ideas
and participate in the decision-making process.
3. Lateral/ Horizontal Communication
▪ Communication takes place at the same levels of hierarchy in an
organization such as employee to employee, manager to manager,
or between any horizontally equivalent organizational member. It is
a means of information sharing. It also helps to solve various
organizational problems. It provides emotional and social assistance
to the organizational members. It can also be used for resolving
conflicts of a department with other departments or conflicts within
a department.
4. Diagonal Communication
▪ Takes place between a manager and employees of other
workgroups. It generally does not appear on the organizational chart.
For instance - to design a training module, a training manager
interacts with some operations personnel to enquire about the way
they perform their task.
5. External Communication
▪ Takes place between a manager and external groups such as
suppliers, vendors, banks, financial institutes. For instance - to raise
capital, the managing director would interact with the bank
manager.

12
Kinds of Communication

1. Formal communication involves a system of official channels that carry

organizationally approved messages and information.
2. Informal communication sometimes called grapevine is the transmission
of messages from employee to employee outside of formal
communication channels.
3. Nonverbal communication is any communication that does not involve
words. It almost always accompanies verbal communication and may
either support and reinforce the verbal message or contradict it.

What I Can Do

Activity 1. Testing your Schema

Directions: Share your prior knowledge by filling in the diagram of the key
concepts/ ideas associated with the given terminologies below.

COMMUNICATION
MOTIVATION

LEADERSHIP

13
Activity 2. Know your Character!
Directions: From your lessons, list down at least 1 motivation theory, leadership
style, and communication direction in which you think fit in your personality
and character, and explain why it is best to apply in your personal life as a
student/ a member or a leader of an organization?

Motivation Theory Leadership Style Communication Direction

Answer:

Reason:

What’s More
Activity 3. Exercise your Leading Power!
Directions: Let us assume that you are the president of the Student Supreme
Government (SSG) of your school and you are planning to hold a program for
the forthcoming Valentine’s Day, how will you…

1. Motivate your members to actively participate in your proposed

Valentine’s Day activity?
_______________________________________________________________________
_______________________________________________________________________
2. Lead your members towards performing and accomplishing individual
tasks assigned to them for the said event?
_______________________________________________________________________
_______________________________________________________________________
3. Communicate with your members to transmit the information they need to
know about the preparation for the upcoming event?
_______________________________________________________________________
_______________________________________________________________________

14
Activity 4. How did it work?
Directions: Based on your observation, what do you think is the leadership style
practiced by the head of your school in handling, motivating, and
communicating work-related information to all the teachers under his/her
supervision? State your answer on a separate sheet of paper.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

Rubrics for Rating Activity 3 and 4

Score Standards
3 The student’s answer is correct, clear, and grammar error-free
2 The student’s answer is somewhat correct, clear, and with few
grammar errors
1 The student’s answer is incorrect, unclear, and full of grammar
errors

What I Have Learned

Activity 5. Let Us Know What You Remember
Part I. Directions: Identify what is being described by the statement. Write your
answer on a separate sheet of paper.
____________________1. The process of stimulating action by understanding the
needs of employees and by utilizing their motives.
____________________2. These needs can encompass a range of human desires,
from basic, tangible needs of survival to complex,
emotional needs surrounding and individual’s
psychological well-being.
____________________3. It is based on the basic concept of exchange. It values
the culmination of employee experience, skills and
performance against their respective compensation and
advancement opportunities.

15
____________________4. He was the proponent of the Two-Factor Theory which
was considered as the most well-known of the job-
oriented theories, even though it has not been supported
by empirical evidence.
____________________5. It refers to the value of the outcomes.

Part II. Directions: List down the 5 leadership styles and cite the 3 top qualities
of a leader. Encircle at least one of the qualities that best fits your character.

Leadership Style Top Qualities

1.
2..
3.
4.
5.

Part III. Directions: Choose one among 5 communication directions and

explain how it is done properly within the organization.

Explanation
Communication
Direction

16
 Assessment

Directions: Choose the letter of the best answer and write the chosen letter on
your workbook.

1. It refers to organizational leadership through a highly formalized set of

processes, procedures, and structures.
a. Charismatic Leadership c. Bureaucratic Leadership
b. Transformational Leadership d. Autocratic Leadership

2. These leaders empower employees, interact directly with clients, and

recognize their organization’s role as part of a community, and make
decisions vertically aligned to organizational objectives.
a. Democratic Leaders c. Laissez-faire Leaders
b. Charismatic Leaders d. Servant Leaders

3. In this leadership style, the job of a leader is to ensure individuals perform

their roles correctly and effectively and a clear system of penalties and
rewards for performance is in place, including pay bonuses and
opportunities for upward mobility.
a. Transactional Leadership c. Servant Leadership
b. Situational Leadership d. Democratic Leadership

4. This leadership style always remains highly flexible, capable of adjusting

strategies, procedures, and vision according to an organization’s
circumstances, demands, and even to a shifting culture.
a. Situational Leadership c. Charismatic Leadership
b. Laissez-Faire Leadership d. Autocratic Leadership

5. The right leader will know when to act when to authorize, how to mediate
conflict, and how best to synthesize the talents of team members. This
principle is under what leadership style?
a. Bureaucratic Leadership c. Servant Leadership
b. Charismatic Leadership d. Transformational Leadership

17
6. Which one is not true about the principles of the Needs for Achievement
Theory?
a. People who are achievement-motivated are driven by the desire to
master tasks and situations.
b. People who are affiliation-motivated are driven by the desire to create
and maintain social relationships. They enjoy belonging to a group and
what to feel loved and accepted.
c. People who are power-motivated are driven by the desire to rule the
entire organization and monopolize authority.
d. People who are power-motivated are driven by the desire to influence,
teach, or encourage others.

7. Why does Maslow’s Hierarchy of Needs Theory important to be used by

managers especially in motivating employees in an organization?
a. To better understand the employee’s needs for power, achievement,
and affiliation.
b. To better understand employee’s needs for existence, relatedness, and
growth
c. To better understand employees’ needs and motivations to generate
high productivity and job satisfaction.
d. To better understand employees’ needs for job satisfaction and
dissatisfaction.

8. He was the proponent of the Two-Factor Theory.

a. Burhaus Frederick Skinner c. Abraham Maslow
b. David McClelland d. Frederick Herzbreg

9. It simply refers to the belief that a level of performance will result in a level
of outcome.
a. Valence c. Instrumentality
b. Consequence d. Reward

10. These theories generally revolve around expectations deriving equitable

compensation for a given effort or outcome.
a. Needs-oriented Theories c. Cognition-Oriented Theories
b. Behavior-oriented Theories d. Job-Oriented Theories

11. Which is true about downward communication direction?

a. It flows from a higher level to a lower level within and across the
organization.
b. This is used by the manager to transmit work-related information to the
employees at higher levels.
c. It is used basically by the manager to provide feedback on managers’
performance.
d. All of the above

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12. What communication takes place at the same levels of hierarchy in an
organization such as employee to employee, manager to manager, or
between any horizontally equivalent organizational member?
a. Upward communication c. Downward communication
b. Lateral communication d. Diagonal communication

13. Communication flows from a higher level to a lower level in an organization.

a. Upward Communication c. Downward Communication
b. Lateral Communication d. External Communication

14. Which one best describes external communication?

a. It provides emotional and social assistance to the organizational
members.
b. Takes place between a manager and external groups such as suppliers,
vendors, banks, financial institutes.
c. Takes place between a manager and employees of other workgroups.
d. It is used by the employees to share their views and ideas and
participate in the decision-making process.

15. They are the employees who have high levels of morale and commitment
towards the organization and its goals and objectives.
a. Promoted employees c. Committed employees
b. Permanent employees d. Motivated employees

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