Francis Andrei M.

Holgado

BSA 1 G 1 IBM

Exercise 1

1. Maslow's Hierarchy of Needs suggests people are motivated by a progression of needs: physiological,
safety, social, esteem, and self-actualization. As a fast-food manager, recognizing and addressing
employees' needs, from basic safety to recognition, can enhance motivation and job satisfaction.

2. Fiedler's Contingency Model asserts leadership effectiveness depends on leader-member relations,

task structure, and positional power. In a student association, assess leader-member relations and task
structure to determine if a relationship-oriented or task-oriented leadership style is more suitable.

3. Non-verbal communication complements, substitutes, or contradicts verbal messages. For instance, a

warm smile reinforces a friendly greeting, while crossed arms may contradict a verbal agreement,
affecting the overall message.

4. The grapevine, an informal communication network, can impact organizational dynamics. Assess how
rumors and informal conversations affect your department or college, recognizing potential for both
positive and negative consequences on organizational culture and morale.
Exercise 2

Expectancy theory suggests that individuals are motivated to act in a certain way based on their belief
that their efforts will lead to a desired outcome. In Rachelle's case, several factors would impact her
decision and motivation:

1. **Expectancy:** Rachelle will consider whether her efforts in the child-care business would lead to
successful outcomes. Factors such as her business acumen, dedication, and ability to manage a child-
care center effectively will influence this expectancy.

2. **Instrumentality:** Rachelle will assess the link between her performance in the child-care business
and the rewards she expects. This includes understanding the financial returns, the success of the
venture, and the overall benefits she and Ruthy could gain.

3. **Valence:** Valence refers to the value a person places on the expected outcome. Rachelle will
evaluate how much she values the potential benefits of the child-care business, considering factors like
financial gains, personal fulfillment, and the satisfaction of contributing to a community need.

The strength of Rachelle's motivation to participate in the proposed child-care business will depend on
the positive alignment of these factors. If she believes her efforts will lead to successful child-care
centers (expectancy), that success will bring meaningful rewards (instrumentality), and she values those
rewards highly (valence), her motivation to engage in the venture will be strong.
Exercise 3

1. **Functions of Management:**

- **Planning:** Mr. Rodson's decision to switch from plastic to jute bags aligns with strategic planning
in response to government regulations.

- **Organizing:** Setting a production target of 1000 jute bags a day reflects the organizational aspect
of management.

- **Leading:** Mr. Rodson's positive behavior, announcement of incentive schemes, and analysis of
employee motivation indicate leadership and motivation.

- **Controlling:** Analyzing employee demotivation and implementing incentive schemes

demonstrate the control function.

2. **Incentive for Employee Motivation:**

- The incentives include installing awards or certificates for best performance, rewarding valuable
suggestions, and congratulating employees for good performance. These are forms of recognition and
appreciation aimed at motivating employees.

3. **Values Communicated by the Production Manager:**

- **Environmental Responsibility:** By shifting from plastic to jute bags in response to the

government ban, Mr. Rodson communicates a value of environmental responsibility.

- **Employee Appreciation:** The positive behavior, incentive schemes, and recognition emphasize
the value Mr. Rodson places on appreciating and motivating employees for their efforts and
contributions.
Exercise 4

1. **Handling the Incident as HR Manager:**

- Immediately address the incident discreetly, ensuring Lucia's privacy is respected.

- Conduct a private meeting to express concern about observed behavior, focusing on performance-
related issues such as tardiness and interactions with customers.

- Encourage Lucia to share any personal challenges she may be facing and offer support, emphasizing a
desire to help rather than accusing her outright.

2. **Fairness of Waiting Time:**

- Waiting for an appropriate time to address the issue is understandable to avoid creating a sudden
void in the organization.

- However, balancing the need for a replacement with the urgency of addressing drug abuse is crucial.
If there are immediate risks to Lucia's well-being or workplace safety, prompt action may be necessary.

3. **Accusation vs. Criticism:**

- **Accusation:** Directly stating, "You are using cocaine," can be confrontational and defensive. It
may lead to denial or resistance.

- **Criticism:** Focusing on specific behaviors like tardiness and customer interactions allows for a
more constructive conversation. It addresses observable actions without making immediate accusations,
fostering a more open dialogue.

4. **Effectively Handling Workplace Drug Abuse:**

- Conduct a thorough investigation while maintaining confidentiality.

- Emphasize a supportive approach, encouraging the employee to undergo a drug test and providing
resources for rehabilitation.

- Clearly communicate the company's drug-free workplace policy and potential consequences.

- Consider involving an employee assistance program (EAP) to provide additional support.

- If drug use is confirmed, work with Lucia on a rehabilitation plan while addressing performance-
related issues.

Overall, a balanced and empathetic approach is essential to address the employee's well-being while
maintaining a productive work environment.
Exercise 5

**Management Function Involved: Communication (Part of the Leading Function)**

**Element of the Function: Chain of Command**

**Negative Points Causing Problems:**

1. **Centralized Communication:** A highly centralized pattern restricts free communication and

enforces a rigid chain of command. This delays the flow of information and stifles creativity and
innovation within the organization.

2. **Prescribed Communication Channels:** Requiring employees to follow prescribed channels results

in delays as information must navigate through various levels of hierarchy. This slows down decision-
making processes and impedes timely responses to issues.

3. **Excessive Managerial Levels:** The presence of numerous managerial levels creates multiple
filtering points. As information moves up and down the hierarchy, it undergoes distortions, leading to
misunderstandings and chaos within the organization.

4. **Limited Horizontal Communication:** With a focus on vertical communication through the chain of
command, there's a lack of encouragement for direct horizontal communication between employees or
departments. This hampers collaboration and the exchange of ideas.

To address these issues, a more flexible and open communication structure that allows for direct
communication channels, reduced hierarchical levels, and encourages horizontal communication would
be beneficial. This promotes transparency, quick decision-making, and a more adaptive organizational
culture.
Exercise 6

The manager at Pet-Galaxi should consider implementing a more structured communication system to
address inefficiencies and maintain confidentiality. A suitable system could include:

**1. Hierarchical Communication:**

- Establish a clear chain of command for major decisions and important information flow.

- Define the appropriate channels for communication based on the nature and sensitivity of the
information.

**2. Formal Communication Protocols:**

- Implement formal communication protocols for disseminating important updates and sensitive
information.

- Utilize memos, official emails, or scheduled meetings for conveying critical messages.

**3. Departmental Communication:**

- Encourage open communication within departments for routine matters, fostering teamwork and
collaboration.

- Maintain a balance by limiting the scope of cross-departmental communication to necessary and

approved situations.

**4. Confidentiality Policies:**

- Reinforce and communicate clear confidentiality policies to all employees.

- Provide training on handling sensitive information and the consequences of breaching confidentiality.

**5. Use of Technology:**

- Implement secure communication tools for confidential discussions.

- Utilize project management and collaboration platforms to streamline communication and enhance
efficiency.

By adopting a more structured communication system, Pet-Galaxi can maintain a positive workplace
culture while addressing inefficiencies and ensuring the confidentiality of sensitive information.
Exercise 7

**Management Function Highlighted: Leading**

**Impact on Accounts Manager's Decisions:**

1. **Integration of Employees:** Ms. Dela Cerna focuses on leading by integrating her employees
towards common objectives. This involves aligning individual and team efforts with organizational goals,
fostering a sense of unity and collaboration within the team.

2. **Implementation of Instructions:** Leading in this context involves not only providing directions but
ensuring that instructions are effectively implemented. Ms. Dela Cerna takes an active role in overseeing
the execution of tasks, emphasizing hands-on leadership to drive results.

3. **Introduction of New Systems:** When introducing a new accounting system, Ms. Dela Cerna
engages in leading by explaining the purpose, providing necessary training, and motivating employees
with additional rewards. This approach aims to inspire cooperation and commitment from the team
during the transition to a new system.

4. **Motivation and Reward:** Ms. Dela Cerna incorporates motivation and reward as part of leading.
By offering additional rewards, she seeks to motivate her employees to cooperate and embrace
changes. This positively influences their behavior and performance.

In summary, the leading function is prominently highlighted in Ms. Dela Cerna's management style. It
involves guiding, motivating, and overseeing the implementation of tasks and changes to achieve
common objectives within the accounting team.
Exercise 8

1. Leadership

2. Influence

3. Leadership Style

4. Supervision

5. Coercive Leadership

6. Paternalistic Leadership

7. Participative Leadership

8. Transactional Leadership

9. Initiating Structure

10. Task-Oriented Leadership

11. Interpersonal Relations

12. Blake and Mouton Managerial Grid

13. Country Club Management

14. Human Relations School

15. Theory X and Theory Y

16. Country Club Management

17. Middle-of-the-Road Management

18. Liaison

19. Team Management

20. Likert's System 4 Leadership

Exercise 9

1. Centralized Communication

2. Grapevine Chain - Non-Job Related Data

3. Least Accurate Grapevine Chain

4. Lateral Communication

5. Feedback

6. Downward Communication

7. Receiver's Response

8. Noise

9. Decoding

10. Receiver

11. Communication Medium

12. Message Encoding

13. Symbols

14. Information Source

15. Management Functions

Exercise 10

1. d. Contingency

2. k. Communication

3. i. Message

4. g. Encoding

5. r. Non-verbal message

6. a. Graphs

7. m. Channel

8. l. Vertical

9. q. Receiver

10. b. Decoding

11. s. Noise

12. c. Feedback

13. h. Differing perceptions

14. e. Language differences

15. j. Emotionality

16. t. Horizontal communication

17. n. Pyramidal shape of business organization

18. o. Media

19. p. Upward communication

20. q. Receiver
Exercise 11

1. a. Downward communication

2. g. Horizontal communication

3. k. Horizontal communication

4. n. Small group meeting of employees

5. t. Publications

6. x. Meeting of supervisors

7. b. Gossip

8. d. Probability

9. c. Grapevine

10. h. Probability

11. n. Cluster

12. a. Pay insert

13. x. Letter to employees' home

14. a. Pay insert

15. f. Informal inquiries

16. k. Boss

17. m. Informal inquiries

18. t. Informal inquiries

19. v. Counselling

20. a. Grievance procedure

Exercise 12

1. **Directing:** Directing is a management function that involves guiding and overseeing employees'
activities to achieve organizational goals. It includes issuing orders, providing instructions, and making
decisions to ensure tasks are completed efficiently.

2. **Leadership:** Leadership is the process of influencing and guiding others towards achieving
common goals. Effective leaders inspire, motivate, and direct individuals or teams to contribute their
best efforts to organizational success.

3. **Trait theory:** Trait theory suggests that certain inherent personality traits contribute to effective
leadership. It focuses on identifying specific characteristics, such as confidence, decisiveness, and
sociability, that are believed to make individuals natural leaders.

4. **Behavioral theory:** Behavioral theory emphasizes the actions and behaviors of leaders rather
than their inherent traits. It explores how leaders' behaviors, such as consideration and initiating
structure, impact group dynamics and performance.

5. **Managerial grid approach:** The Managerial Grid Approach is a leadership model that assesses
leadership styles based on two dimensions: concern for people and concern for production. It classifies
leadership styles, such as "team management" or "authority-compliance," to guide leaders in balancing
their focus on tasks and relationships.

6. **System 4 of management:** System 4 of management refers to a holistic approach where

organizations are viewed as complex systems. It involves considering the interdependence of various
elements within the organization and adapting management strategies accordingly.

7. **Situational theory:** Situational theory posits that effective leadership depends on matching
leadership styles to specific situations. Leaders should adapt their approach based on the characteristics
of the task, the followers, and the overall context.

8. **Contingency theory:** Contingency theory suggests that there is no one-size-fits-all approach to

leadership. Instead, effective leadership is contingent upon various factors, including the organizational
environment, the characteristics of followers, and the nature of tasks.

9. **Communication:** Communication is the process of exchanging information, ideas, thoughts, or

feelings between individuals or groups. Effective communication is crucial in organizations for
transmitting goals, instructions, feedback, and building understanding among members.

10. **Lateral communication:** Lateral communication refers to the exchange of information and
messages between individuals or departments at the same hierarchical level within an organization. It
promotes collaboration, coordination, and the sharing of knowledge across different units.
Exercise 13

1. **Traditional model:** The traditional model of organizational behavior is characterized by a hierarchical

structure, centralized authority, and a focus on efficiency and productivity. It often assumes that employees
are motivated primarily by financial rewards and punishments.

2. **Maslow's need hierarchy:** Maslow's Need Hierarchy is a psychological theory that arranges human
needs into a hierarchical structure, including physiological, safety, social, esteem, and self-actualization
needs. It suggests that individuals seek to satisfy lower-level needs before moving to higher-level ones.

3. **ERG theory:** ERG theory, proposed by Clayton Alderfer, categorizes human needs into three groups:
Existence, Relatedness, and Growth. It suggests that individuals can pursue needs in multiple categories
simultaneously and may regress to lower-level needs if higher-level needs are not met.

4. **Human relations model:** The human relations model focuses on the social aspects of work and
emphasizes the importance of interpersonal relationships, group dynamics, and employee satisfaction. It
emerged as a response to the limitations of the traditional model.

5. **Human resources model:** The human resources model builds on the human relations approach by
integrating employees into decision-making processes and recognizing the value of human capital. It
emphasizes employee development, empowerment, and involvement in organizational decisions.

6. **Two-factor concept:** The Two-Factor Theory, proposed by Frederick Herzberg, distinguishes between
hygiene factors (such as working conditions and salary) and motivators (such as recognition and
responsibility). Hygiene factors prevent dissatisfaction, while motivators enhance job satisfaction and
motivation.

7. **Expectancy theory:** Expectancy theory posits that individuals are motivated to act in a certain way if
they expect their efforts to lead to a desired outcome and believe they can achieve the desired performance.
It incorporates factors like expectancy, instrumentality, and valence.

8. **Equity theory:** Equity theory suggests that individuals compare their input-output ratios to those of
others and seek fairness in the workplace. If they perceive inequity, it may lead to adjustments in effort,
perception of outcomes, or comparison with others.

9. **Goal-setting theory:** Goal-setting theory asserts that setting specific and challenging goals can enhance
performance and motivation. It emphasizes the importance of clear objectives, feedback, and commitment
to achieving goals.

10. **Reinforcement theory:** Reinforcement theory focuses on the relationship between behavior and its
consequences. It suggests that behavior is influenced by reinforcement (positive or negative) and
punishment, impacting the likelihood of the behavior being repeated.
Exercise 14

1. d. Performance

2. b. Classical theory

3. d. Participative management

4. d. Participative group

5. d. Achievement theory

6. d. ERG theory

7. c. Self-esteem

8. d. Effort/input

9. b. Relatedness

10. c. Self-esteem needs

Exercise 15

1. R

2. T

3. T

4. U

5. T

6. H

7. U

8. R

9. T

10. T

11. R

12. T

13. U

14. T

15. H

16. R

17. T

18. U

19. T

20. R
Exercise 16

A. Components of communication process

1. Sender

2. Message

3. Encoding

4. Channel

5. Decoding

6. Receiver

B. Communication flows

7. Downward communication

8. Upward communication

9. Horizontal communication

C. Types of grapevine chains

10. Single strand

11. Gossip

12. Probability

D. Communication networks

14. Wheel

15. Chain

16. Circle

17. All-channel

E. Factors influencing communication

18. Noise

19. Feedback

20. Context
21. Medium

22. Culture

23. Power dynamics

F. Forms of non-verbal communication

24. Body language

25. Gestures

G. Early models of motivation

26. Maslow's Hierarchy of Needs

27. Herzberg's Two-Factor Theory

28. McGregor's Theory X and Theory Y

H. Process theories of motivation

29. Expectancy Theory

30. Equity Theory

31. Goal-Setting Theory

32. Reinforcement Theory

I. Current theories of motivation

33. Self-Determination Theory

34. Job Characteristics Model

35. Cognitive Evaluation Theory