LESSON 1

DEFINITION & FUNCTION

OF MANAGEMENT
MANAGEMENT
•- process of coordinating & overseeing the
work performance of individuals working
together in organization, so that they
could efficiently accomplish their chosen
goals.
•- coordination & administration of tasks to
achieve a goal.
•Definition of terms:
●
Coordination -process of organizing
people or groups so that they work
together properly and well.
●
Efficiency -refers to how well something is
done.
●
Effectiveness -refers to how useful
something is.
5 FUNCTIONS OF
MANAGEMENT
PLANNING -involves determining the
organization’s goal or performance
objectives, defining strategic actions that
must be done to accomplish them, and
developing coordination & integration
activities.
•ORGANIZING -synchronization &
combination of human, physical, &
financial resources takes place.
•STAFFING -indicates filling in the
different job positions in the
organization’s structure.
•LEADING -entails influencing &
motivating subordinates to do
their best so that they would be
able to help the organization’s
endeavor to attain their set goals.
•CONTROLLING -involves evaluating and,
if necessary, correcting the performance
of the individuals or work groups or
teams to ensure that they are all working
toward the previously set goals & plans
of the organization.
1. Man
2. Money
3. Machine
4. Materials
5. Method
6. Measurement
7. Marketing
 •LESSON 2
•EVOLUTION OF
MANAGEMENT THEORIES
• SCIENTIFIC MANAGEMENT THEORY
- makes use of the step by step, scientific methods for
finding the single best way for doing a job.
- emphasizes efficiency by focusing entirely on employee
productivity & rewarding them monetarily.

Frederick W. Taylor (1856-1915) -Father of Scientific

Management.
Taylor’s Scientific Management Principles
1. Develop a science for each element of an
individual’s work to replace the old rule of thumb
method.
2. Scientifically select and then train, teach, and
develop the workers.
3. Heartily cooperate with the workers so as to ensure
that all work is done in accordance with the principles
of the science that has been developed.
4. Divide work & responsibility almost equally
between management & workers.
• GENERAL ADMINISTRATIVE THEORY
• - this theory contributes on the manager’s
functions & what makes up good management
practice or implementation.

• Henry Fayol’s Management Principles

• 1. Work division or specialization
• 2. Authority
• 3. Discipline
• 4. Unity of command
• 5. Unity of direction
• 6. Subordination of individual interest to general
interest
• 7. Remuneration
• 8. Centralization
• 9. Scalar chain of authority
• 10. Maintenance of order
• 11. Equity/Fairness
• 12. Stability/Security of tenure of workers
• 13. Employee Initiative
• 14. Promotion of team spirit/ Esprit de corps
•Weber’s Bureaucracy
• Bureaucracy is an organizational form
distinguished by the following components.
•1. Division of labor
•2. Hierarchical identification of job positions
•3. Detailed rules & regulations
•4. Impersonal connections with one another
• TOTAL QUALITY MANAGEMENT (TQM)
• - is a management philosophy that focuses on the
satisfaction of customers, their needs, and
expectations.
• Deming’s 14 Points for Top Management
• 1. Create a constant purpose toward improvement
• 2. Adopt the new philosophy
• 3. Stop depending on inspections
• 4. Use a single supplier for any one item
• 5. Improve constantly and forever
6. Institute training
7. Implement leadership
8. Eliminate fear
9. Break down barriers between departments
10. Get rid of unclear slogans
11. Get rid of unclear slogans
12. Remove barriers to pride of workmanship
13. Implement education and self-improvement
14. Make "transformation" everyone's job
•Juran’s Fitness of Quality
•1. Quality of Design -through market
research, product, & concept
•2. Quality of Conformance -through
management, manpower, & technology
•3. Availability -through reliability,
maintainability, & logistic support
•4. Full Service -through promptness,
competence, & integrity
Juran’s Quality Planning Roadmap
1. Identify your customers
2. Determine their needs
3. Translate them into one’s language
4. Develop a product that can respond to needs
5. Develop processes which are able to produce those
product features
6. Prove that the process can produce a product
7. Transfer the resulting plans to the operating forces
• ORGANIZATIONAL BEHAVIOR (OB)
APPROACH
• - involves the study of the conduct, demeanor,
or action of people at work.

• Robert Owen (late 1700s) -noticed

lamentable conditions in workplaces &
proposed ideal ways to improve the said
conditions.
May Parker Follett (early 1900s) -
introduced the idea that individual
or group behavior must be
considered in organizational
management.
Hugo Munsterberg (early 1900s) -proposed
the administering of psychological tests for
the selection of would-be employees in
companies.

Chester Barnard (1930s) -suggested that

cooperation is required in organizations since
it is, mainly, a social system.
•Quiz:
BASIC TYPES OF
MANAGEMENT
1. AUTOCRATIC - is a management style
wherein one person controls all the
decisions and takes very little inputs
from other group members.
•2. DEMOCRATIC MANAGEMENT
STYLE - the majority rules.
•3. LAISSEZ-FAIRE
•- managers have an attitude
of trust and reliance on their
employees.
 •FUNCTIONS
•OF A MANAGER
•MANAGERIAL FUNCTIONS –
pertain to the specific tasks
and responsibilities assigned
to managers.
1. Top-level Managers
• -are the general or strategic managers who
focus on long-term organizational concerns and
emphasize the organization’s stability,
development, progress, and overall efficiency
and effectiveness.
•2. Middle-level
Managers –responsible for
controlling and running an
organization.
•3. Frontline Managers
•-operational managers and are responsible
for supervising the organization’s day-to-
day activities.
•-bridges between management and non-
management employees.
•ROLES OF A
MANAGER
•(Mintzberg)
•INTERPERSONAL
• Leader
• Liaison
• Figurehead
•INFORMATIONAL
• Spokesperson
• Monitor
• Disseminator
•DECISIONAL OR DECISION-
MAKING
• Disturbance Handler
• Resource Allocator
• Negotiator
• Entrepreneur
•SKILLS OF A
MANAGER
•CONCEPTUAL SKILLS –enable
managers to think of
possible solutions to
complex problems.
•HUMAN SKILLS –enable
managers in all levels to
relate well with people.
•TECHNICAL SKILLS –enable
managers to perform their
tasks with proficiency with
the use of their expertise.
 •THE FIRM
•AND ITS
ENVIRONMENT
•DEFINITION OF TERMS:
•Business Environment –factors or elements
affecting a business organization.
•Environmental Scanning –ongoing tracking of
trends and occurrences in an organization’s
external or internal environment that bear
on its success, currently and in the future.
•BUSINESS ENVIRONMENT:
• External Business Environment
–factors/elements outside the organization
which may affect, either positively or
negatively, the performance of the
organization.
• Internal Business Environment –
factors/elements within the organization
which may affect, either positively or
negatively, the performance of the
organization.
•COMPONENTS OF THE EXTERNAL
BUSINESS ENVIRONMENT
 MICRO ENVIRONMENT –includes
players whose decisions and actions
have a direct impact on the company.
• Suppliers of Inputs
• Customers
• Marketing Intermediaries –play an
essential role of selling and
distributing its products to the
final customers.
• Competitors
• Publics –example: media
groups, women’s associations,
local groups, etc.
•SPECIFIC COMPONENTS
OF THE EXTERNAL
BUSINESS
ENVIRONMENT
 Stakeholders –a person or group of
people who own a share in a
business.
 Customers –those who patronize
the organization’s products and
services.
 Suppliers –those who ensure the
organization’s continuous flow of products or
inputs required for producing their goods and
rendering their services.
 Pressure Groups –are special-interest groups
that try to exert influence on the
organization’s decisions and action.
 Investors or Owners –who
provide the company with the
financial support it needs.
 Employees –who work for an
employer in exchange of
salaries/wages or other
considerations.
 MACRO ENVIRONMENT
•–refers to broader factors that can
affect a business; uncontrollable by
the organization.
 Economic Environment –includes
inflation, rates of interest, changing
options in stock markets, people’s
spending habits.
 Socio-cultural Environment –includes
customer’s changing values of
preferences; customs could also affect
management practices in companies.
 Politico-legal Environment –refer
to a national or local laws,
international laws, and rules and
regulations that influence
organizational management.
 Demographic Environment –
gender, age, educational level,
income, number of family
numbers, geographic origin, etc.
Technological Environment –use of
varied types of electronic gadgets
and advanced technology.
World and Ecological Environment –
related to the increasing number of
global competitors and markets, as
well as the nature and conditions of
the changing natural environment.
• COMPONENTS OF THE INTERNAL BUSINESS
ENVIRONMENT
 Resources –includes physical, financial,
human, information, and technological
resources.
 Research and Development –work
directed toward innovation and
improvement of products and processes.
 Production –takes inputs and uses
them to create an output which is fit
for consumption.
 Procurement of Supplies –obtaining
goods or services for business
purposes.
 Products and Services it offers.
•SWOT Analysis
•VS.
•PEST Analysis
 • SWOT & PEST Analysis
• These are two analysis tools offer valuable
insights into the organization and its position
in the world.
• It provides an objective look and information
a manager need to make a mature and
favorable decision.
•SWOT ANALYSIS
 the processing of internal and
external operating environment of a
firm to analyze its strengths,
weaknesses, opportunities, and
threats.
The SWOT Quadrants
8 Steps to Conduct a SWOT
Analysis
1. Decide on the objective of
your SWOT Analysis.
• You should have a question
or problem to solve.
•2. Research your business, its
industry and market.
• You need to understand your
business, industry, and market
by getting the perspective of
your shareholders.
•3. List your business’ strengths.
• Things that are controllable by the
business that may have positive impact on
it.
• Characteristics that an organization excels
and what gives it competitive advantage.
Examples: Strengths relating to employees,
financial resources, your business location,
cost advantages and competitiveness.
4. List your business’ weaknesses.
• Things that are controllable by the
business that may have negative impact
on it.
• Characteristics that hinder an
organization which might inhibit or
restrict its performance.
Examples: Absence of new products or
clients, staff absenteeism, lack of intellectual
property, declining market share.
•5. List potential opportunities for your
business.
• External factors that could have a positive
impact on the business.
• Characteristics that have the potential to
help the organization achieve or exceed
its strategic goals.
Examples: New technology, training programs,
partnerships, change in government.
•6. List potential threats to your business.
• External factors that may cause a problem
to the business.
• Characteristics of that may prevent the
organization from achieving its goals.
Examples: Rising unemployment, increasing
competition, higher interest rates, and
uncertainty of global markets.
•7. Establish priorities from the SWOT.
• After completing the list of strengths,
weaknesses, opportunities, and
threats, you may now have an overall
picture of how your business is
running and what issues you need to
address or prioritize.
• 8. Develop a strategy to address issues in the
SWOT.
• DEVELOPMENT OF STRATEGIES
• How can we use our strengths to take advantage of
the opportunities identified?
• How can we use these strengths to overcome the
threats identified?
•DEVELOPMENT OF STRATEGIES
• What do we need to do to overcome our
weaknesses in order to take advantage of
the opportunities?
• How will we minimize our weaknesses to
overcome the identified threats?
•GROUP ACTIVITY
•Direction: Fill in the SWOT quadrants of
Jollibee. Five in every quadrant.
•STRENGTHS
 a management method
whereby an organization
assesses its macro external
factors (political, economic,
social, and technological) that
influence its operation in
order to become more
 manager to:
1. Understand current external
influences on the business so
you can work on facts rather
than assumptions.
2. Identify what factors could
change in the future.
 advantage of opportunities to
remain competitive.
•4. Develop a better long-term
strategy.
 Analysis
•1. Set a meeting with your
team.
• Give your team a clear
description of the project
you want to evaluate.
to place the 4 macro
environmental factors.
•Points to take into account:
• Government
• Taxation
• Trade Policies
• Import Restrictions
•Points to take into account:
• Interest Rates
• Unemployment Rates
• Inflation Rates
• Current Economic Stability
• Purchasing Power
•Points to take into account:
• Demographic Data
• Consumers Trends
• Population Growth
• Income Levels
• Consumer Lifestyles
 factors.
•Points to take into account:
• Automation
• Artificial Intelligence
• Level of Innovation
• Cybercrimes
• Robotics
4 quadrants.
• Discuss the pros and cons
of the project looking at
the macro external factors.
• Identify the threats and
opportunities.
• Act on your team’s findings
by taking advantage of the
opportunities and
managing the threats as
soon as possible.
CTIVITY
irection: Fill in the PEST
uadrants of Jollibee.
•FORMS OF
BUSINESS
ORGANIZATION
•SOLE PROPRIETORSHIP
•-is a business that can be owned
and controlled by an individual.
•Advantages:
•Disadvantages:
Partnership
-legal form of business
operation between two or
more individuals who share
management and profits.
-it is registered with the
Securities and Exchange
Commission (SEC).
•Advantages:
•Disadvantages:
•Corporation
•-is a juridical entity established
under the Corporation Code and
registered with the SEC.
•-is a business entity that is owned by its
shareholders, who elect a board of
directors to oversee the organization's
activities. The corporation is liable for
the actions and finances of the business
– the shareholders are not.
•Advantages:
•Disadvantages:
•Cooperative
•-owned by its members, and it does not
need a board to make decisions or enlist
control over the entity.
•-offer various services to aid the overall
economic development of its members.
•Disadvantages:
• There is a possibility of conflict
between members
• Provide a service rather than a return
of investment
• Longer decision-making process
 Roles of Business
Organization to the
Economic
Development
•Economic Growth •Economic
means an increase Development means
in real national an improvement in
income/national the quality of life
output. Short term and living standards.
process. Long term process.
• RISK-TAKERS
• CREATING JOBS
• PROVIDING INNOVATION
• INSPIRATION
• INVESTMENT
ACTIVITY:
In a one whole sheet of paper,
write an essay on how to attain
Economic Growth and
Development thru the help of
different business organization.
CHAPTER QUIZ
40 items
 Phases of Economic
Development
(Walt Whitman Rostow)
Stage 1: TRADITIONAL SOCIETY
This stage is characterized by a
subsistent, agricultural based economy,
with intensive labor and low levels of
trading, and a population that does not
have a scientific perspective on the world
and technology.
Stage 2: Preconditions to Take-off
This stage, people begin to see that they
have hope for change and they can see
past their regional area to a wider world.
Social, political, and economic areas of
life progress as educations is made more
available.
Stage 3: Take-off
In which industrialization begins to occur.
Economic growth is achieved and better
living standards are achieved by most
people. An important part of this stage is
that the society is able to self-sustain this
growth.
Stage 4: Drive to Maturity
This stage is about diversification and
expansion. The economy in this stage of
growth will be developing new and more
industries. Economies become less
dependent upon imports as their
emerging industries can complete with
them.
Stage 5: Age of High Mass Consumption
A high standard of living marks this stage.
The quantity and quality of products and
services increase.
ACTIVITY:
Using the Graphic Organizer, give your own idea about the five stages of
economic development.
PLANNING
5 Functions of Management (planning,
organizing, staffing, leading, controlling)
1 PLANNING -involves determining the
st

organization’s goal or performance

objectives, defining strategic actions that
must be done to accomplish them, and
developing coordination & integration
activities.
NATURE OF PLANNING
ACTIVITY:
Write an essay about:
“SIGNIFICANCE OF PLANNING
IN AN ORGANIZATION”
Significance of Planning
in an Organization
1. Planning provides direction:
Planning makes clear what employees
have to do, how to do, etc. By stating in
advance how work has to be done,
planning provides direction for action.
2. Planning reduces the risk of uncertainties:
Planning helps the manager to face the
uncertainty because planners try to foresee
the future by making some assumptions
regarding future keeping in mind their past
experiences and scanning of business
environments. 
3. Planning reduces over lapping and
wasteful activities:
If the managers, non-managers and all
the employees are following course of
action according to plan then there will
be integration in the activities.
4. Planning promotes innovative ideas:
Planning requires high thinking and it is
an intellectual process. Planning process
forces managers to think differently and
assume the future conditions.
5. Planning facilitates decision making:
Planning helps the managers to take
various decisions. As in planning goals
are set in advance and predictions are
made for future.
6. Planning establishes standard for
controlling:
Controlling means comparison between
planned and actual output and if there is
variation between both then find out the
reasons for such deviations and taking
measures to match the actual output with
the planned.
7. Focuses attention on objectives of the
company:
Planning function begins with the setting
up of the objectives, policies, procedures,
methods and rules, etc.. When employees
follow the plan they are leading towards
the achievement of objectives.
STEPS IN PLANNING
QUIZ: 51324
Number the following steps (ONE to FIVE) in planning
according to how you understood the discussion.
______1. Execute the idea/plan and assess the
outcome.
______2. Identify your targets or desired end result.
______3. Foresee impending eventualities.
______4. Know your assets and edge as well as your
flaws and vulnerability.
______5. Study possible actions and make a choice
among the options.
LEVELS OF PLANNING
CORPORATE LEVEL –it
constitutes that level of
decision-making which
dictates the activities of all the
other levels. Long-term goals
and strategies.
BUSINESS LEVEL
–it is a set of procedures for
translating broad strategic
goals and plans into specific
goals and plans. Intermediate
or medium-term planning.
FUNCTIONAL LEVEL –it is a
process of identifying the
specific procedures and
processes required at lower
levels of organization.
Short-term planning.
TYPES OF PLANS
1. Strategic Plans –plans that establish
the organization’s overall goals and apply
to the entire firm, they are broad in
scope.
2. Tactical Plan –refers to procedures and
transformation of strategic goals/plans
with specific goals.
How the manager plans to get the job
done or achieve its objective.
3. Operational Plan – plans that apply to
a particular unit area only; the scope is
narrow; achievement of company goals
may not be achieved if operational plans
are not clear.
4. Long-term Plans – plans that go
beyond three years, longer time to reach
and it require more steps.

5. Short-term Plans – plans that cover

one year or less; such plans must lead
toward the attainment of long term goals
and are the responsibility of the
unit/department heads.
6. Single Use Plans – plans used or stated
once only as these applies to the entire
organization.

7. Standing Plans – plans that are

ongoing; provide guidance for different
activities done repeatedly.
8. Directional Plans – plans that are
flexible or give general guidelines;
although flexible and general, these
plans must be related to the strategic
plans.
9. Specific plans – plans that are clearly
stated and which have no room for
interpretation; language must be very
understandable.
Read and analyze the statements below and identify its level
of planning: Corporate Level, Business Level, Functional
Level.
1. The company hires the finest designers and brings them to
other countries for training. f
2. The company works to increase the production within the
year. b
3. The company plans to expand their business
internationally. c
4. The company works their way to improve the quality of
their bags and lessen customer complaints. b
5. The company works to become the leading manufacturer
of bags in the country in five years. c
6. The company plans to implement a social media
marketing campaign targeting the new customer. f
1. F
2. B
3. C
4. B
5. C
6. F
PLANNING TECHNIQUES AND TOOLS
IN BUSINESS DECISION-MAKING
1. Forecasting
2. Contingency Plan
3. Scenario Planning
4. Benchmarking
5. Participatory Planning
6. Management by Objectives
(MOB)
7. SMART Goals
8. Charts and Graphs
FORECASTING
It is determining what is going to
happen in the future by analyzing
what happened in the past and
what is going on now.
IMPORTANCE OF FORECASTING
1. It helps you plan for the future.
2. It can inform business decisions.
3. It prevents tax bill surprises.
ACTIVITY:
Predict what may happen next in the
given situations.
1. Poor customer service.
2. Offering good quality of products.
3. Employees are lack of trainings.
4. Good management.
5. Absenteeism of employees.
6. Insufficient supply of facemasks.
7.
SCENARIO PLANNING
CONTINGENCY PLANS
ACTIVITY:
Indicate your contingency plans in the
given situations.
1. You made a powerpoint presentation
last night. Now, you’re going to
present it in your class, and suddenly
a power interruption occurs. What
will you do?
ACTIVITY:
Create at least 2 Scenario Planning in the
given objectives.
1. Cater thousands of customers in your
restaurant to increase your sales.
2. You decide to introduce a new
product to the market.
Indicate your contingency plans in the
given situations (items 3-5)

3. You intended to carry your eco-bag to

the market. When you get there, you
realized that you didn't pack your own
eco-bag. What will you do?
4. You and your friends are going to Mt.
Pinatubo. After reaching the city proper
of Zambales at 1:00pm, there is no
transportation available to go to the
crater. What will you do next?
5. You planned to attend mass at
7:00am, but you woke up at 7:45am.
What is your plan B in order for you to
attend the mass on that day?
GRADED RECITATION
BENCHMARKING
TYPES OF BENCHMARKING
PARTICIPATORY PLANNING
CHARTS AND GRAPHS
Visual representations that
help us to understand data
quickly.
Application of Charts and
Graphs:
Reports
Business & Marketing Plans
Infographic
MANAGEMENT BY OBJECTIVE (MBO)
–is a process that aims to improve
performance of an organization by
clearly defining objectives that are
agreed to by both management and
employee.
SMART GOALS
Application of SMART Goals:
Personal Goal
Vision and Mission
Thesis or Research Title
DECISION-MAKING
It is a process which
begins with a problem
identification and ends
with the evaluation
of implemented
solution.
 DECISION-MAKING PROCESS
(Robbins and Coulter)
1. Identify the problem.
2. Identify the decision criteria
3. Allocate weighs to the criteria.
4. Develop alternatives.
5. Analyze the alternatives
6. Select an alternative.
7. Implement the chosen
alternative.
8. Evaluate decision effectiveness.
TYPES OF DECISION
1. STRUCTURED OR PROGRAMMED
DECISION
–repetitive and can be handled
using a routine approach.
2. UNSTRUCTURED OR
NONPROGRAMMED DECISION
–applied to the resolution of the
problem that are new or usual, or
which information is incomplete.
ORGANIZING
Organization
–is collection of people working
together under a division of labor
and a hierarchy of authority to
achieve a common goal.
NATURE OF AN ORGANIZATION
NATURE OF AN ORGANIZATION
NATURE OF AN ORGANIZATION
NATURE OF AN ORGANIZATION
NATURE OF AN ORGANIZATION
TYPES OF AN ORGANIZATION
1. Vertical Structure
2. Horizontal Structure
3. Network Structure
1. VERTICAL STRUCTURE
–your business has a pyramidal
top-down structure and clears out
issues related to authority,
responsibility, and accountability.
2. HORIZONTAL STRUCTURE
–refers to the departmentalization
of an organization into smaller work
units as tasks become increasingly
varied and numerous.
Types of Department:
•Line departments –deal directly with
the firm’s primary goods and
services.
•Staff departments –support the
activities of the line departments.
Approaches in Departmentalization:
•Functional Approach
–departmentalization around
specialized activities such as
Marketing and Sales, Production and
Operation, Accounting and Finance,
and Human Resources.
•Divisional approach
–where departments are formed
based on management of their
products, customers, or geographic
areas covered.
•Matrix Approach
–is a hybrid form of
departmentalization where
managers and staff personnel report
to the superiors, the functional
manager, and the divisional
manager.
3. NETWORK STRUCTURE
–is a collection of independent,
usually single function organizations,
that work together in order to
produce a product or service.
 Thank you!
May God be with
you always.
LAST TOPIC
https://www.indeed.com/career-advice/career-development/
horizontal-vs-vertical-organizational-structure
ORGANIZATION THEORIES
•Classical Organization Theory
•Neoclassical Theory
•Modern Organization Theory
CLASSICAL ORGANIZATION THEORY
1. Scientific Management Approach
•Proponent –Frederick W. Taylor
•States that increase productivity and
to make work easier by scientifically
studying work methods and
establishing standards.
TAYLOR’S SCIENTIFIC MANAGEMENT
PRINCIPLES
1. Develop a science for each element
of an individual’s work to replace the
old rule of thumb method.
2. Scientifically select and then train,
teach, and develop the workers.
3. Heartily cooperate with the
workers so as to ensure that all work
is done in accordance with the
principles of the science that has been
developed.
4. Divide work & responsibility almost
equally between management &
workers.
2. Bureaucratic Management Theory
•Proponent –Max Weber
•Everyone is treated equal and the
division of labor is clearly
described for each employee.
BUREAUCRACY CHARACTERISTICS
•Task specialization
•Hierarchical layers of authority
•Rationality on recruitment and selection
•Formal rules and regulation
•Impersonal
•Career oriented
3. Administrative Theory
•Proponent –Henry Fayol
•Identified the skills that were
needed to manage an
organization well.
14 PRINCIPLES OF MANAGEMENT
NEOCLASSICAL THEORY
1. Humanistic Model
•Proponents –Elton Mayo, Kurt Lewin
•Emphasizes individual or group
behavior and human relations in
determining productivity.
Productivity can be increased
through social and human relations
at:
•Individual
•Work group
•Participative management
MODERN ORGANIZATION THEORY
2. Socio-technical System
3. Contingency or Situational
Approach
a. Fiedler’s Contingency Model
b. Path-Goal Theory
c. Hersey & Blanchard’s
Situational Model
a. Fiedler’s Contingency Model
•Proponent –Fred Fiedler
•States that your effectiveness as a
leader is determined by how well
your leadership style matches the
situation.
b. Path-Goal Theory
•Proponent –Robert House
•States that a leader's traits and
behaviors can directly affect the
satisfaction, motivation, and
performance of their team
members.
c. Hersey & Blanchard’s Situational
Model
•Proponent –Paul Hersey &
Kenneth Blanchard
•Focuses on the ability and
willingness of individual
employees.
Leadership Styles:
•Directing
•Coaching
•Supporting
•Delegating