Senior High School

Organization and Management

Module 13:
Motivation, Leadership, and
Communication in Organization

AIRs - LM
LU_Organization and Management_Module13
ABM - ORGANIZATION AND MANAGEMENT
Module 13: Motivation, Leadership and Communication in Organization
Second Edition, 2021

Copyright © 2021
La Union Schools Division
Region I

All rights reserved. No part of this module may be reproduced in any form without
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 Senior High School

Organization and Management

Module 13:
Motivation, Leadership and
Communication in Organization
Introductory Message
This Self-Learning Module (SLM) is prepared so that you, our dear
learners, can continue your studies and learn while at home. Activities,
questions, directions, exercises, and discussions are carefully stated for you
to understand each lesson.

Each SLM is composed of different parts. Each part shall guide you
step-by-step as you discover and understand the lesson prepared for you.

Pre-tests are provided to measure your prior knowledge on lessons in

each SLM. This will tell you if you need to proceed on completing this
module or if you need to ask your facilitator or your teacher’s assistance for
better understanding of the lesson. At the end of each module, you need to
answer the post-test to self-check your learning. Answer keys are provided
for each activity and test. We trust that you will be honest in using these.

In addition to the material in the main text, Notes to the Teacher are
also provided to our facilitators and parents for strategies and reminders on
how they can best help you on your home-based learning.

Please use this module with care. Do not put unnecessary marks on
any part of this SLM. Use a separate sheet of paper in answering the
exercises and tests. And read the instructions carefully before performing
each task.

If you have any questions in using this SLM or any difficulty in

answering the tasks in this module, do not hesitate to consult your teacher
or facilitator.

Thank you.
 Target

Leadership is the art or process of influencing people so that they will strive
willingly and enthusiastically toward the achievement of group goals. It is the
ability of getting the people do or not do certain activities directed towards the
achievement of organizational goals.

Motivation is the willingness to exert high levels of effort to reach

organizational goals, conditioned by the ability of the effort to satisfy some
individual need. A motivated person is in a state of tension; and to relieve this
tension, he/she exerts efforts. The higher the tension, the higher the level of effort
exerted in order to attain his goals.

Communication is the essence of leadership--- it is the process of sharing

and exchanging of messages between people for the purpose of achieving common
meaning.

Your previous lesson provided you with knowledge about the function and
importance of compensation, wages and performance evaluation, as well as
appraisal, reward system, employee relations and movement.

This learning material will help you gain perspective on how motivation,
leadership and communication work in an organization.

At the end of this learning material, you are expected to:

1. demonstrate knowledge in motivation, leadership, and communication by

solving business cases.

To be able to realize the above mentioned MELC, it is important to perform the

following sub-tasks:

1. define what motivation, leadership and motivation are

2. compare and contrast the different motivation theories and;
3. write an essay by relating life experiences on the different concepts
presented.

1 LU_Organization and Management_Module13

 Jumpstart

ACTIVITY 1: Compare and Contrast, a good Leader will always make a blast!

Directions: Read the definition of leadership and cite the differences between a
leader and a manger.

Leading or directing is a management function that involves influencing,

supervising, training, guiding and motivating subordinates to do their best so that
they would be able to help the organization’s endeavor to attain their goals. It
begins with understanding how people behave, what motivates them and how you
communicate with them in order to attain your common goal.

The primary function of a leader is to produce change. People who provide

effective leadership always seem to have above-energy levels, they appear to thrive
on achieving something important and being in a position of influencing others to
achieve.

Leading vs. Managing

Warren Bennis, a leadership guru, differentiates leader from manager by

saying a “leader is one who do the right thing” while “manager do things right”.
According to Bennis, leadership is the capacity to create compelling vision and to
translate it into actions and sustain it. Below is a comparison between a Leader
and a Manager as described by Bennis:

Leader Manager
- innovates - administers
- develops - maintains
- focuses on people - focuses on systems and structures
- inspires trust - relies on control
- has a long range of perspective - short-range view
- asks what and why - asks how and when
- has his eye on the horizon - has his eye always on the bottom line
- originates - imitates
- challenge the status quo - accepts the status quo
- does the right thing - does things right

According to Genevieve Capowski, a leader embodies the “soul” of an

organization, characterized as visionary, passionate, creative, flexible, inspiring,
innovative, courageous, imaginative, experimental, change initiator, with power
based on personal trait. On the other hand, a manager embodies the “mind”,
characterized as rational, consulting, persistent, tough-minded, analytical,
structured, deliberate, authoritative, stabilizing, with power based on position.

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Directions: Read the following statements and write TRUE if the statement is
correct, otherwise, write FALSE. Write your answers on a separate sheet of paper.

1. A leader does the right thing and a manager does things right.
2. A leader embodies the soul and mind of an organization.
3. The secondary function of a leader is to produce change in the organization.
4. Leadership begins with understanding how people behave, what motivates
them and how you communicate with them in order to attain your common
goal.
5. A manger only has a shot range view on the company and always imitates
the leader.

Discover

Motivation refers to the psychological process that arouses and directs goal-
directed behavior. As mentioned earlier, it is the willingness of an individual to
exert high levels of effort to reach organizational goals; thus, a motivated person
tries hard. However, high levels of efforts are unlikely to lead a favorable job
performance outcome unless the effort is channeled in a direction that benefits the
organization. Also, an individual employee’s needs must be compatible with the
organizational goals.

Some of the known theories that explain about motivation are as follows:
1. Maslow’s Hierarchy of Needs Theory
Maslow created a theory based on his assumption of human needs known as
Maslow’s Hierarchy of Needs that are classified according to hierarchal
structure of importance from lowest to highest. It states that the lower the
hierarchy of needs, the greater the need for satisfaction.

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 Figure 1. Maslow’s Hierarchy of Needs
Tay L, and Diener E. (2011). Needs and subjective well-being around the world. Journal of Personal Social
Psychology, 101, 2, 354-65. Retrieved from http://changingminds.org/explanations/needs/maslow.htm

a. Physiological Needs refer to the humans’ basic necessities such as food,

clothing, sleep.
b. Safety Needs refer to human needs for safety and protection from any
danger whether in physical or psychological form.
c. Social Needs refer to the needs of an individual to feel the sense of
belongingness to a certain group and the need for affection. Man as a
social being, prefer to work to interact with other people.
d. Esteem Needs pertains to the human needs for self-respect, self-
fulfillment and become the best according to one’s capability. Fulfilling
this need makes an individual more self-confident in expressing himself.
e. Self-actualization is the last final need in Maslow’s hierarchy. This is
achieved when all of the four needs have already been satisfied. This is
the level where an individual actually realizes his full potential and what
he can do.

2. McGregor’s Theory X and Theory Y

Douglas McGregor proposed that managers tend to hold two assumptions
when it comes to the nature of people at work. Theory X pertains to the
negative view of a worker towards work, while Theory Y refers to the positive
view of workers.

Theory X Theory Y
1. The average man is lazy by 1. The expenditure of physical
nature—he works as little as and mental is as natural as
possible play and rest
2. He lacks ambition, disliked 2. He exercises self-direction
responsibility and prefers to and self-control in the service
be led of objectives to which he is
3. He is inherently self-centered committed
and indifferent to 3. Commitment to objectives is
organizational needs a function of rewards
4. He is by nature resistant to 4. The average person learns
change under proper conditions not
5. He is gullible, not very bright only to accept but also seek
responsibility
5. He exercises a high degree of
imagination and creativity

McGregor highly proposed that managers should be guided by Theory

Y, giving every individual a chance to play a part of the organization and
participate, if not, give a feedback in the decisions made in order to have a
good working relation.

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 3. Herzberg’s Two Factor Theory
Two Factor Theory also known as the Motivation-Hygiene Theory was
proposed by Frederick Herzberg in 1964. This theory cites that factors that
are associated with employees’ job satisfaction and dissatisfaction. These
factors are called motivators and hygiene factors. While Motivators are job
factors are intrinsically motivating people to endure their work and become
more productive, Hygiene factor extrinsically dissatisfying the employees,
thus making them raise complaints and arguments against the
management.

Motivators Hygiene Factors

- Achievement - Company Policies and
- Recognition Administration
- Advancement - Quality of Supervision
- Work Challenge - Relationship with Supervisors
- Possibility of Growth
- Responsibility This may also include:
- Peer relations
- Compensation
- Job Security
- Working Conditions

4. McClelland’s Three Need Theory

The theory states that there are needs that serve as motivators in a
workplace:

Need for Achievement (nAch) is the drive to excel and drive to succeed.
People with this kind of need seek situations where they can take
responsibility in finding solutions to the problem and receive positive
feedbacks from the management.
Need for Power (nPow) is the desire to become influential and to have an
impact. People in high nPow enjoys being in charge of tasks and prefer to
work in a competitive environment.
Need for Affiliation (nAff) is the desire to be liked and accepted. The need
to feel sense of belongingness is high and people with this need prefer to
work in a cooperative environment rather than competitive.

5. Alderfer’s ERG Theory

Clayton Alderfer’s ERG Theory set of core needs explains behavior. From
Maslow’s Five Hierarchy of Needs Theory, Alderfer condensed it into three
parts abbreviated as ERG that stands for Existence needs, Relatedness
needs and Growth needs. How these needs are associated with each other is
similar to Maslow’s.

Aside from the known theories about motivation, there are also Modern Theories
that explains motivation, and these are:

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1. Goal-setting Theory
This theory is a proposition that the more specific the goal, even if it is
difficult, if accepted by the workers, the higher their performance will be.

2. Reinforcement Theory
It is the counterpoint of goal-setting theory and thus this theory explains
that an individual’s purpose directs his or her actions and is a function of its
consequences. This theory ignores factors such as goals, needs and
expectations, it only focuses on what happens to a person when he/she
takes some action.
For example, employee E got rewarded for being the most efficient sales
person for the month and is given cash incentives, what do you think his
response will be? This explains that the more positive the reinforcement is,
the more motivated the workers will be.

3. Job Design Theory

This theory states that the employees are more motivated to work well by
combining tasks to complete their jobs. Managers are advised to design jobs
deliberately and thoughtfully to reflect the demands of the ever-changing
environment and organization’s technological advances. The job design must
also suit the skills and abilities of its employees.

4. Equity Theory
A theory developed by J. Stacey Adams and it states that every employee
compares his job’s inputs-outputs to his co-employee and then corrects any
inequity. Managers are encouraged to exercise fairness among its people.
5. Expectancy Theory
Expectancy theory states that an individual tends to act based on
expectation that the act will be followed by an outcome that may or may not
be attractive to him.

Explore

ENRICHMENT ACTIVITY 1: Answering Questions

Directions: Below are some of the known theories and styles of leadership, read
and ponder on each of them and answer the following questions after the
discussion.

Managers vary in many ways on their leadership styles. As management

knowledge is supported by theories, leadership is authenticated by the following
theories:

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 1. Trait Theories holds that certain distinguishing features that differentiate a
leader from the group. It started from the “great man” theory that leaders are
born, not made, a belief dating back to the ancient Greek Romans and
popularized by Thomas Carylyle in modern times, researchers have tried to
identify the physical, mental and personality traits a leader must possess.
2. Behavioral Theories on Leadership proposed by Kurt Lewin, Lippitt and
White focuses on how leaders behave and assumes that their leadership
traits can be copied by other leaders. This theory explains the two types of
leadership styles: the autocratic style of leadership and the democratic style.

Autocratic Style - this style of leadership ensures to perform highly as long

as the leader is directly supervising the workers during working hours. There
are limited inputs or none at all from the employees thus feeling of displease
arises from them.
Democratic Style - the leader delegates authority ant trust to its members
and makes them participate in decision-making or if not, the leader at least
considers feedbacks from them.
In addition to these styles, earlier research by Lewin, Lippitt and White
suggested a continuum leadership theory with three basic styles of
leadership and the third style is the Laissez-faire style.
Laissez-faire Style – suggests a hands-off style of leadership. The leader
minimizes group communication and interaction. This style of leadership
only applies for highly self-motivated people.

3. Situational/ Contingency Theory on Leadership argues that the

successful leadership depends on the relationship between the
organizational situation and the leader’s style and that the most effective
leadership style depends on the particular situation.

Directions: Supply the correct answer/s for the following questions. Write your
answer in a separate sheet of paper.

1. Who are the proponents of Behavioral Theories on Leadership?

2. This style of leadership only accepts a little or no inputs from its
subordinates.
3. A theory on leadership that states that the most effective leadership style
always depends on a particular situation.
4. A leadership style where the leader delegates tasks and asks for inputs from
his subordinates in decision-making.
5. The “great man” theory states that________________.
6. A theory that tells that a leader possesses distinct features that
distinguishes him from the group.
7. A style of leadership that only works on highly motivated employees because
the leader does not participate in directing them.
8. A theory that focuses on how leaders behave and assumes that their
leadership traits can be copied by other leaders.

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 9. The proponent of Traits theory.
10. Before the Behavioral Theory, what theory did Lewin, Lippitt and White
proposed that tackled about laissez-faire style of leadership?

ENRICHMENT ACTIVITY 2. Comparing and Contrasting Theories

Directions: In not more than five (5) sentences, cite the similarities and differences
of the theories below.

1. Maslow’s Hierarchy of Needs Theory and Adelfer’s ERG Theory

2. Herzberg’s Two Factor Theory and McGregor’s Theory X and Theory Y
3. Reinforcement Theory and Expectancy Theory

TABLE 1: Rubrics for Scoring the Output in Activity

Indicators Score

1. Completeness: Learner responses directly on each activity

2. Content: Learner’s response shows that he/she

understands the lesson clearly.
3. Analysis: Learner’s response provides analysis to the
larger concepts of the lesson
4. Writing Skills: Learner writes clearly with minimal errors
in grammar and spelling.

Legend:

2 – Very Good

1 – Good

Deepen

Among the leadership theories and styles discussed, the essence of

leadership is conveyed through communication. Without communication, no leader
and no manager can perform their functions well in the organization.

Communication is the interpersonal process of sending and receiving

messages through words, symbols or even gestures. As for managerial perspective,
it is the process of exchanging plans and information in order to achieve a mutual
understanding about work-related issues.

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Elements of the Communication Process

1. Sender – the initiator of the message

2. Encoding – the process of translating the intended message into words and
gestures
3. Message – the encoding process outcome that have been developed to convey
meaning to its receiver
4. Medium – the method used to convey the message
5. Receiver – the person with whom the message is exchanged
6. Decoding – the process of interpreting the symbols into interpreted
messages.
7. Noise – any factor in the communication that interferes with exchanging
messages
8. Feedback – the receiver’s basic response to the interpreted messages.

Management of Change and Diversity

Managing change and diversity means planning and implementing systems

and practice to manage people to maximize the advantages of diversity and
minimize its potential disadvantages.

Diversity recognizes, respects and accepts that everyone is unique and

different from one another in various ways such as beliefs, cultural background
and preferences. Businesses nowadays adopt to the ever-changing environment
and learns that doing it is not only about numbers but also on how the
management deal and treat their employees.

Types of Change in an Organization

Changes in People – people’s attitudes, values, wants and needs, expectations

change as time goes by but changing them for the better is not easy and so Kurt
Lewin formulated the most noted figure in social psychology. He proposed that
change consisted of three broad phases:

1. Unfreezing stage – this is the stage where the current behavior,

assumptions and attitudes of a system is being openly questions and the
desire for change is generated;
2. Changing stage – the factors mentioned in the unfreezing stage is
consciously altered in a planned direction;
3. Refreezing stage – new forms of operation becomes a part of the normal
functioning system.

Changes in Structure – alteration of organizational structure must be done

depending on the needs of the organization.

Changes in Technology – this refers to the change in methods used and

introduction of new technology to cope up with the global technological changes.

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Filipino and Foreign Cultures in Organization

Filipino and foreign culture in an organization greatly influences the

functions of a manager and how will his subordinates react on his leadership
styles.

Culture is the set of beliefs and values about how a community should act
and do things and Organizational culture is defined as a set of shared values and
norms/ standards for behavior and expectation towards achieving organizational
goals

Below are some of the Shared Values and Beliefs of Filipinos that influences our
attitude about work:

1. Social Acceptance – this value focuses on the desire to be accepted and

treated well by others especially by our own family.
2. Economic Security – this Filipino value greatly stresses the need to be
financially independent, and that you are expected to stand in your own feet
and be free of any financial liabilities to other in order to support you needs.
3. Social Mobility – this value emphasizes the desire to move up from the social
ladder.

Among the mentioned shared values by Filipinos, the most popular example of
beliefs and practices among Filipinos are the manana habit, ningas cogon and
Filipino Time.

 Manana habit – common practice among Filipinos to procrastinate what is

supposed to be done now because they think that there will be a lot of time
even if they do the task later.
 Ningas cogon - is a Filipino practice that refers to the initial show of interest
about a certain project but gradually lowers during the course.
 Filipino Time – this Filipino belief states that being late is acceptable.

These beliefs impose negative effect to organization management and so

Kreitner and Kinicki (2013) cited cultural dimensions to help administrators
manage his subordinates easier:

1. Gender Egalitarianism -refers to the amount of effort exerted to minimize

gender discrimination;
2. Assertiveness – refers to how confrontational and dominant one should be in
a social relationship;
3. Performance Orientation – refers to how much an individual should be
rewarded for improvement and excellence;
4. Humane Orientation – refers to how much society should encourage and
reward people for being kind, fair, friendly and generous.

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ACTIVITY 1: RELATE AND ELABORATE!

Directions: Choose and relate the above cited values and cultural dimensions to
yourself as a learner and support your choice by discussing it in not more than 10
sentences.

1. Choose two of the shared values and beliefs among Filipinos and discuss
how it is related in your day-to-day life as a home-based learner.

2. Which of the cited foreign cultural dimensions do you think is applicable to

you as a learner and how does it contribute to your studies?

TABLE 2: Rubrics for Scoring the Output in Activity 1

Indicators Score

1. Completeness: Learner responses directly on each

question/s
2. Content: Learner’s response shows that he/she
understands the lesson clearly.
3. Analysis: Learner’s response provides analysis to the
larger concepts of the lesson
4. Writing Skills: Learner writes clearly, in complete
sentence, and with minimal errors in grammar and
spelling.

Legend:

2 – Very Good

1 – Good

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 Gauge

Directions: Read and analyze the statements carefully and supply the letter of the
correct answer. Use a separate sheet of paper for your answers.

1. A style of leadership that suggests a hands-off kind of leadership.

A. Autocratic Style B. Laissez-faire Style
C. Bureaucratic Style D. Democratic Style

2. This refers to a motivation theory that states that the lower the hierarchy of
need, the greater the need for satisfaction.
A. Herzberg’s Two-Factor Theory B. Adelfer’s ERG Theory
C. Maslow’s Hierarchy of Needs D. Job Design Theory

3. Leadership is an art or process of influencing people so that they will strive

to forcefully and enthusiastically toward the achievement of group goal.
A. The statement is correct.
B. The statement is wrong.
C. The statement is either correct or wrong
D. The statement id neither correct nor wrong

4. The process of sharing and exchanging of messages among people is what

you call?
A. Motivating B. Communication
C. Motivation D. Communicating

5. Warren Bennis distinguished the difference between a leader and a manager.

Which of the following do not a leader?
A. A leader has a long range of perspective
B. A leader does things right
C. A leader innovates and develops
D. A leader challenges the status quo

6. Which statement is correct?

Statement 1. Man, as a social being prefers to work and interact with
people.
Statement 2. Social needs refer to the needs of an individual to feel the
sense of attractiveness and the need for affection.
A. Only statement 1 is correct
B. Only statement 2 is correct
C. Both statements are correct
D. Neither statement 1 nor statement 2 is correct

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7. It is the set of shared values and norms for behavior and expectation
towards achievement of organizational goals.
A. Shared Values B. Culture
C. Organizational Culture D. Organizational Structure

8. A Filipino value that greatly emphasizes the need to become financially

stable in order to support basic necessities.
A. Social Mobility B. Social Acceptance
C. Social Security D. Economic Security

9. An element of communication that is used to convey messages.

A. Method B. Medium
C. Meaning D. Message
10. Statement 1. Feedback is the receiver’s expected response to the interpreted
message.
Statement 2. A sender is the initiator of the message and the also the one
who gives feedbacks.
A. Only statement 1 is correct
B. Only statement 2 is correct
C. Both statements are correct
D. Neither statement 1 nor statement 2 is correct

11. This is the stage in which new forms of operation becomes a part of the
normal functioning system among and around the organization.
A. Changes in people B. Refreezing stage
C. Changing Stage D. Unfreezing Stage

12. A common practice among Filipinos is to show an initial interest and

enthusiasm about a certain project but gradually declines during the course.
A. Manana Habit B. Social Mobility
C. Filipino Time D. Ningas cogon

13. It refers to how much the society should reward and encourage people for
being king, fair, friendly, and generous
A. Reward System B. Humane Orientation
C. Reinforcement Theory D. ERG Theory

14. A motivation theory that says, an individual tends to act based on

expectation that the act will be followed by an outcome that may be
attractive or unattractive to him.
A. Goal-setting Theory B. Job Design Theory
C. Expectancy Theory D. ERG Theory

15. A leadership theory that states that there is a distinguishing feature that
differentiates a leader from the group.
A. Situational Theory B. Traits Theory
C. Contingency Theory D. Behavioral Theory

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14 LU_Organization and Management_Module13
Activity 1.
1. TRUE
2. FALSE
3. FALSE
4. TRUE
5. TRUE
Enrichment Activity 1
1.Kurt Lewin, Lippitt And White
2.Autocratic Style
3.Situational/Contingency Theory
4.Democratic Style
5.Leaders Are Born, Not Made
6.Traits Theory
7.Laissez-Faire Style
8.Behavioral Theories
9.Thomas Carlyle
10.Continuum Leadership Theory
Enrichment Activity 2: Varied Answers
Activity 1. Varied Answers
Gauge
1.B
2.C
3.B
4.B
5.B
6.A
7.C
8.D
9.B
10.D
11.B
12.D
13.C
14.C
15.B
Answer Key
References

Printed Materials:

 Cabrera, Helen Ma. F. et al. (2016). Organization and Management (pp77-

100), Quezon City, Philippines.
 Santos, Emmanuel T. (2004). Organization and Management (pp394-421),
Manila City, Philippines.
 Rodriguez, Rafael A. and Echanis, Erlina S. (2001). Fundamentals of
Management Text and Philippine Cases (pp371-381), Manila, Philippines:
Diwata Publishing, Inc.

Website:

 https://expertprogrammanagement.com/2018/04/herzbergs-two-factor-
theory/
 Wonolo Blog. (2018, June 17.). 6 Benefits of Having a Diverse Workforce.
Retrieved, October 20,2020. from https://www.wonolo.com/blog/6-benefits-
of-having-a-diverse-workforce

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 For inquiries or feedback, please write or call:

Department of Education – SDO La Union

Curriculum Implementation Division
Learning Resource Management Section
Flores St. Catbangen, San Fernando City La Union 2500
Telephone: (072) 607 - 8127
Telefax: (072) 205 - 0046
Email Address:
launion@deped.gov.ph
lrm.launion@deped.gov.ph

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