VALUES
-The importance a person attaches to
things or ideas that serves as guide to
action.
-enduring beliefs that one’s mode of
conduct is better than the opposite mode
of conduct.
-Organizations have values that may
or may not be compatible with the values
of the individual workers. There is value
incongruence.
CLASSIFICATION OF VALUES
 ESPOUSED VALUES are what members
of the organization say they value.
 ENACTED VALUES are those that are
reflected in the actual behavior of the
individual members of the
organization.
INSTRUMENTAL AND TERMINAL VLAUES
 TERMINAL VALUES
 Represents the goals that a person
would like to achieve in his or her
lifetime.
 Example of terminal values are
happiness, love, pleasure, self respect
and freedom.
 INSTRUMENTA VALUES
 Refer to preferable modes of behavior
or means of achieving the terminal
values.
 Examples of instrumental values are
ambition, honesty, self sufficiency, and
courageousness.
ATTITUDES
Reflect how one feels about something.
Feelings and beliefs that largely determine
how employees will perceive their
environment, commit themselves to
intended actions, and ultimately behave
COMPONENTS OF ATTITUDES
 COGNITIVE- refers to the opinion or
belief segment of an attitude.
 AFFECTIVE- refers to the emotional or
feelings segment.
 BEHAVIORAL- refers to the intention to
behave in a certain way toward
someone or something.

DIFFERENCES IN PERSONAL DISPOSITION
-People differ in their personal
disposition- either positively affective
attitudes or negatively affective attitudes.
 POSITIVELY AFFEECTIVE
-Refers to personal characteristics of
employees that inclines them to
predisposed to be satisfied to work.
 NEGATIVELY AFFECTIVE
-Is a personal characteristic of
employees that inclines them to be
predisposed to be dissatisfied to work.
MOST IMPORTANT ATTITUDES IN THE
WORKPLACE
 JOB SATISFACTION
- the attitude people have about their
job.
 JOB INVOLVEMENT
- the degree to which a person identifies
with the job ,actively participates in it, and
considers performance important to self-
worth.
 ORGANIZATIONAL COMMITMENT
- the degree to which an employee
identifies with a particular organization
and its goals and wishes to maintain
membership in the organization.
EFFECTS OF EMPLOYEE ATTITUDES
 POSITIVE JOB ATTITUDES
 indicate job satisfaction and are useful
in predicting constructive behaviors
 NEGATIVE JOB ATTITUDES
 Includes those concerning job
dissatisfaction, lack of job involvement,
low commitment to the organization
 Tendency to engage in any or all of the
following: psychological withdrawal
like daydreaming on the job; physical
withdrawal like unauthorized
absences, early departures, extended
breaks, or work slowdowns, and
aggression, like verbal abuse or
dangerous actions against another
employee.
MAKING POSITIVE ATTITUDES WORK FOR
THE ORGANZATION
 Recruitment officers must require
positive work attitudes before
employment offers are made.
 Those who are already employed by
the organization but whose attitudes
are negative must be made to
participate in programs designed to
change negative work.
 Make reward system closely tied to
individual or team performance .
FACTORD ASSOCIATED WITH JOB
SATISFACTION
 SALARY- adequacy of salary and
provided equity compared with others.
 WORK ITSELF- the extent to which job
tasks are considered interesting and
provide opportunities for learning and
accepting responsibility.
 PROMOTION OPPORTUNITY- chances
for further advancement.
 QUALITY OF SUPERVISION - the
technical competence and the
interpersonal skills of one’s immediate
superior.
 RELATIONSHIP WITH CO-WORKERS-
the extent to which co-worker are
friendly, competent and supportive.
 WORKING CONDITION- the extent to
which the physical work environment
is comfortable and supportive of
productivity.
 JOB SECURITY - the beliefs that one’s
position is relatively secure and
conditioned employment with the
organization.
  DIRECTION
 Refers to what an individual chooses to
do when he is confronted with a
numbers of possible choices.
 PERSISTENCE
 Measures how long a person can
maintain effort to achieve the
organization’s goals.

DETERMINANTS OF JOB PERFORMANCE

 THE CAPACITY TO PERFORM
-Refers to the degree to which the
employee possesses skills, abilities,
knowledge and experiences relevant to his
job.
\
 THE OPPORTUNITY TO PERFORM
THE HIERARCHY OF NEEDS THEORY
-Will defend on the work environment
 Abraham Maslow forwarded the idea
provided to the employee.
that human beings possess a hierarchy
 THE WILLINGNESS TO PERFORM
of five needs , such that as each need is
-Relates to the degree in which an
substantially satisfied, the next need
employee desires and willing to exert
becomes dominant.
effort to achieve the goals assigned to
him.
WHAT IS MOTIVATION?
 It is defined as the process of activating
behavior, sustaining it and directing it
toward particular goal.
 Motivation moves people to act
accomplish.
 It is willingness to perform.
 The set of internal and external forces
that cause a worker or employee to THE ERG THEORY
choose a course of action and engage  Developed by Clayton Alderfer
in a certain behavior. Believed that motivating people , these
KEY ELEMENTS OF MOTIVATION three sets of needs: existence,relates and
 INTENSITY growth.
 Refers to the level of effort provided by  EXISTENCE- need satisfied by such
the employee in the attempt to factors as food , air, water, pay, and
achieve the goal assigned to him. working conditions.
 Refers to how hard a person tries to do  RELATEDNESS- need satisfied by

work. meaningful social and interpersonal

 relationship
GROWTH- needs satisfied by an
individual making creative or
productive contribution.
ACQUIRED NEEDS THEORY BY DAVID
McCLELLAND
 NEED FOR ACHIEVEMENT
Refers to the desire to do something
better or more efficiency, to solve
problems, or to master complex task.
 NEED FOR AFFLIATION
Refers to the desire to establish and
maintain friendly with others.
 NEED FOR POWER
Refers to the desire to control others,
to influence their behavior, or to be
responsible for others.
EXPECTANCY THEORY BY VICTOR VROOM
States the people choose a course of
action where they anticipate what will give
them the greatest rewards.
Motivation is a product of the following
factors:
1. VALENCE-how much one wants a
reward.
2. EXPECTANCY-one’s estimate of the
probability that effort will result in
successful performance.
3. INSTRUMENTALITY- one’s estimate that
performance will result in receiving the
reward.
EQUITY THEORY
 It states that individuals compare job
inputs and outcomes with those of
others and then respond to estimate
inequities.
 It assumes that employees are
motivated by a desire to be equitably
treated at work.
 Equity exist when employees perceive
that the the ratios of their inputs (or
efforts) to their outputs (or rewards)
are equivalent o the ratios of other
employees.
 Inequity exist when the ratios are not
equivalent.
GOAL SETTING THEORY BY EDWIN A.
LOCKE
-States that specific and difficult goals,
with feedback lead to higher performance.
Findings:
A goal is the specific target that an
individual is trying to achieve.
MOTIVATION THROUGH JOB DESIGN  TASK SIGNIFICANCE- degree to which
-Motivating employees to make their the job has a substantial impact on the
job challenging so that the worker who is lives work of other people.
responsible for its enjoys doing it.  AUTONOMY-degree which the job
gives the employee substantial
 JOB ENRICHMENT freedom, independence and discretion
 Refers the practice of building in scheduling the work and
motivating factors like responsibility, determining the procedures used in
achievement, and recognition into job carrying it out.
content.  FEEDBACK- degree to which a job
 Provides the worker with a more provides direct information about
exciting job and increases his job performance.
satisfaction and motivation.
 JOB CHARACTERISTICS MODEL
 Refers to the method of job design that
focuses on the task and interpersonal
demands of a job.
 Emphasizes the interaction between
the individual and the specific
attributes of the job.
 JOB CRAFTING
 Refers to the physical and mental
ORGANIZATIONAL BEHAVIOR
changes workers make in the task or MODIFICATION
relationship aspects of their job.  Application of reinforcement theory in
motivating people at work.
CHARACTERISTICS OF JOB ENRICHMENT  Reinforcement theory states that the
 Direct feedback contention that behavior is determined
 Client relationship by its consequence.
 New learning FIVE STEP PROBLEM SOLVING MODEL
 Control over method
 Control over scheduling
 Unique experience
 Direct communication authority
 Control over resources
 Personal accountability

FIVE CORE JOB CHARACTERISTICS

 SKILL VARIETY- degrees to which there
are many skills to perform.
 TASK IDENTITY-degree to which one
worker is able to do a complete job,
from beginning to end, with the
tangible and possible outcome.
MOTIVATION THROUGH RECOGNITION
AND PRIDE
RECOGNITION is a natural human need
and it is a strong motivator.
To make it an effective motivator, these
are the steps:
1. Identify a meritorious; and
2. Recognize the behavior with an oral,
written or material reward.
PRIDE is also a motivator, but one that is
intrinsic.
MOTIVATION THROUGH FINANCIAL
INCENTIVES
CHAPTER 6: COMMUNICATION
What is communication?
 It is defined as the transfer of
information including feelings, and
ideas, from one person to another.
 The goal of communication is to have
the receiver understand the message
as it was intended.
THE IMPORTANCE OF COMMUNIATION
 Communication is essential for the
coordination of business.
 An effective communication system
provides management with answer to
questions related to what motivates its
workers to perform effectively, what
products or services the customer
wants and others.
The communication process
Communication is a two way process in
which a sender reaches a receiver with a
message.
SIX COMPONENTS OF AN EFFECTIVE
COMMUNITION
SENDER- the one who makes the attempt
to send a message at whatever to another
person or a group of persons.
MESSAGE- purpose or an idea to be
conveyed in a communication event.
CHANNEL- medium through which
message travel.
RECEIVER- Person receive the message.
FEEDBACK- Process of communicating
how one feels about something another
person has done or said.
ENVIRONMENT- Circumstances in which
message are transmitted and receive.
THE SENDER
 A communication source or sender is a
person who makes the attempt to send
a message which could be spoken,
written in sign language, or nonverbal
to another person or a group of
persons.
 The degree of attention the message
will receive will depend on the
perceived authority and experience of
a sender.

THE MESSAGE HAS TWO COMPONENTS:
 THROUGHOR CONCEPTUAL
COMPONENT OF THE MESSAGE
 Contained in the words, ideas, symbols
and concept chosen to relay the
message.
 FEELING OR EMOTIONAL
COMPONENT OF THE MESSAGE
 Contained in the intensity, force,
demeanor,and sometimes the gesture
of the communicator or the sender.
BASIC METHOD OF INTERPERSONAL
COMMUNICATION
 VERBAL- Includes one-on-one
meetings,speeches,grapevine,
telephone,departmental or
interdepartmental meetings,
presentation and the like.
 WRITTEN- Includes memos, notice
boards and letters to staff email, faxes,
internal newspaper and instant
messaging.
 NONVERBAL COMMUNICATION-
Communication that takes place
through facial expression, body
movement, eye contact and other
physical gesture.
-Reveals what the sender really mean or
thinking.
FUNCTION OF COMMUNICATION
 INFORMATION FUNCTION
-Needed for decision making
 MOTIVATION FUNCTION
-Used to encourage commitment to
organizational objectives.
 CONTROL FUNCTION
-Clarifies duties, authority and
responsibilities thereby permitting control.
-Worker is informed on what exactly
is expected.
 EMOTIVE FUNCTION
-Permits the expression of the feelings
and the satisfaction of social needs.
BARRIERS TO COMMUNICATION
1. FILTERING
-Manipulation of information so that it
will be seen more favorably by the
receiver.
2. SELECTIVE RECEIVER
-Receiver selectively see and hear
messages based on their needs,
motivation, experience, backgrounds and
other personal characteristics.
3. INFORMATION OVERLOAD
-Condition in which information inflow
exceeds an individual’s processing
capacity.
4. EMOTIONS
-How the receiver’s feelings affect his
ability to understand any message sent to
him .
5. LANGUAGE
-Words do not always mean the same
thing to different people. IMPROVING COMMUNCATION IN
-Used words that are commonly used by ORGANIZATION
the audience. -To improve communication, the
6. COMMUNICATION APPREHENTION message must be improved and the skills
-Undue tension and anxiety about oral in receiving must also be improved.
communication, written communication or
both. CHHAPTER 7: WORK TEAMS AND GROUPS
7. ABSENCE OF FEEDBACK
-Does not provide the sender the WAHT ARE GROUPS
opportunity to correct misimpressions -It is defined as two or more persons,
about the message sent. interacting and interdependent, who have
8. PHYSICAL SEPARATION come together to achieve certain
-Interference to effective communication objectives.
occurring in the environment where the
communication is undertaken. CLASSIFICATION OF GROUPS
9. LACK OF CREDIBILITY OF THE SENDER  FORMAL GROUP -Defined the
-if the sender has low credibility, the organization structure , with
message, even if it gets through, will likely designated work assignments and
be ignored. establish task.
 INFORMAL GROUP - Neither formally
structured nor organizationally
determined
KINDS OF COMMUNICATION FLOW
-formed by individuals and developed THE STORMING STAGE
around common interest and friendship  It occurs when conflict within the
rather that around a deliberate design group happens.
 Members may get involved in a
TYPES OF FORMAL GROUP competition for desired assignments
 COMMAND GROUP- Composed of and responsibilities related to task
individuals who report directly to a performance.
certain manager.  Under this stage, coalition or cliques
 TASK GROUP- Consist of a persons may form
working together to complete a job  Stage is complete when there is a
task . relatively clear hierarchy of leadership
TYPES OF INFORMAL GROUP within the group.
 INTEREST GROUP THE NORMING STAGE
-Formed because of some topic interest.
-Group disbands when the interest
declines or a goal has been achieved
 FRIENDSHIP GROUP
Is where members are brought together
because they share one or more common
characteristics such as age,political beliefs,
etc.
-Often extend their interaction and
communication activities outside of their THE PERFORMING STAGE
jobs.
WHY PEOPLE FORM GROUPS
 Needs satisfaction
 Proximity
 Attraction
 Goals
 Economies
THE FORMING STAGE
 It is the first stage of group
development. THE ADJOURNING STAGE
 Initial entry of members to a group is a
primary concern
 It is characterized by uncertainly about
the group’s purpose, structure, and
leadership.
 Stage is complete when members to
begin to think of themselves as a part
of a group.
ROLE WITHIN THE GROUPS
 KNOWLEDGE CONTRIBUTOR
-A member who provides useful and valid
information.
 PROCESS OF OBSERVER
-Persons look at how the group functions
 PEOPLE SUPPORTER
-Person who assumes the role of people
supporter who provides emotional
support to teammates and resolve
conflicts
 CHALLENGER
-Someone who comforts and challenges GROUPTHINK
bad ideas to prevent complacency. It is defined as deterioration of mental
 LISTENER efficiency,Reality testing and moral
-Person who listens to whatever ideas or judgement in the interest of group
proposals presented by any member of cohesiveness.
the group.
 MEDIATOR
-Person who assumes the role of
mediator.
 GATEKEEPER
-Person who makes sure that every
member has the opportunity to express
his or her opinion.
 TAKE-CHARGE LEADER
-Person who assumes the role of the
take-charge leader so that the group can TECHNIQUES IN GROUP DECISION
them move forward by defining its mission MAKING
and determining its objectives.
BRAINSTORMING PROCEDURES
NOMINAL GROUP TECHNIQUE
PROCEDURES
WHAT ARE WORK TEAMS
- A work team is a formal group
comprised of people interacting very
closely together with a shared
commitment to accomplish agreed-upon
objectives.
TYPES OF TEAMS
 PROBLEM SOLVING
-These are groups of 5 to 12
employees from the same department
who meet for a few hours week to discuss
ways of improving quality, efficiency, and
work environment,
SELF MANAGED WORK TEAMS
-They are empowered to make decisions
about work schedule, task allocation, job
skills training, performance evaluation,
selection of new team members and
controlling quality of work.
 CROSS FUNCTIONAL TEAMS
-They are composed of employees from
about the same hierarchical level, but
from different work areas, who came
together to accomplish a task.
 VIRTUAL TEAMS
-They use computer technology to tie
together physically dispersed members in
order to achieve a common goal.
TURNING INDIVIDUALS INTO TEAM
PLAYERS
 SELECTION
-Choosing team members with
diversity in mind.
 TRAINING-
-Turning individuals into team players.
-Attend training courses in problem
solving, communication, negotiation,
conflict management, and coaching.
 REWARDS
-Powerful motivators
-Should be directed towards effective
teamwork.