1. Leadership
and
Empowerment

2. Management Functions
Planning. Is a process
includes defining goals,
establishing strategy, and
developing plans to
coordinate activities.

3. Organizing. Is a process
that determines what
tasks are to be done ; who
needs to do them ; how
the tasks are to be
grouped ; who reports to
whom ; and where
decisions are to be made.

4. Leading. Is a function that
includes motivating
employees, directing
others, selecting the most
effective communication
channels, and resolving
conflicts

5. Controlling. Is a function
that monitors activities to
ensure that they are being
accomplished as planned
and correct any significant
deviations.

6. Managerial Roles
Intrapersonal Roles
 Figurehead- represents the company in
social or civic functions.
 Leader- motivates and directs
employees; act as role model and
mentor.
 Liaison- maintains a wide network of
outside contacts for possible
information/favours when the needs
arises.

7. Informational Roles
• Monitor- receives and screen
information inside and outside the
organization.
• Disseminator- transmit, sends and
transfers information received from
outside contact to members of the
organization.
• Spokesperson- transmit information
to outsiders on organization plans,
policies, procedures and results.

8. Decisional Roles
• Entrepreneur- look for
opportunities in and out of the
organization; initiates projects for
improvements.
• Resource Allocator- approves
organizational decisions on
purchases, sources of supplies
and raw materials.
• Negotiator- represents the
organization major business deals
and negotiation.

9. Managerial Activities
1. Traditional Management
includes decision making,
planning, budgeting and
controlling.
2. Communication includes
exchanging routine
information and processing
paper works.

10. 3. Human resource
management includes
motivating, disciplining,
managing conflicts,
staffing and training.
3. Networking includes
socializing, politicking and
interacting with outsiders.

11. Types of Managers
First Line Management. These are the
supervisors who are responsible for the
basic work of organization.
Middle Management. These are the
supervisors’ immediate superiors. They
organize, lead and control their
subordinate.
Top Management. They are
responsible for the performance of
entire organization.

12. Management Skills
a. Technical skills
b. Analytical skills
c. Decision-making skills
d. Computer skills
e. Human Relations skills
f. Communication skills
g. Conceptual skills

13. Leadership
It is defined as the process of
influencing others to facilitate the
attainment of organizationally
relevant goals.

14. Likert’s Job-centered &
Employee-centered Leadership
Job-centered approach
uses legitimate power and force
to influence employee behaviour.
Employee-centered
approach uses a more liberal
leadership style by creating a
more supportive work
environment.

15. Lewin’s leadership Styles
Autocratic leadership
uses strong, direct, & controlling
actions to enforce rules &
regulations.
Democratic leadership
takes collaborative, reciprocal &
cooperative actions of followers.
Laissez-faire means that
the leader does not want to take
his responsibility as a leader.

16. Structure & Consideration
Structure includes
establishing well-defined
patterns of job assignments &
channels of communication.
Consideration involves a
more approachable leadership
style such as building mutual
trust, warmth & rapport with
subordinates.

17. Fiedler’s Contingency
Leadership Model assumes
that group performance can
only be achieved through the
interaction between leadership
style and situational
favourableness or compatibility.

18. Path Goal Model asserts that
leaders can be effective by
influencing their subordinates
through motivation, performance
ability & satisfaction.
Directive Leader informs his
expectations to his subordinates.
Supportive Leader treats his
subordinates equally.

19. Participative Leader gets
the suggestions of his followers
before reaching a decision.
Achievement-oriented
Leader seeks challenging goal,
provides training & sets high
expectations for his followers.

20. Situational Leadership Theory
asserts that the leaders’ ability
to determine follower’s maturity
& adapt the most appropriate
leadership style.
Telling leader informs
followers what, where, how &
when to do the tasks.

21. Selling leader provides
structured procedures but is
also supportive to employees.
Participating leader shares
with followers some decisions or
high quality jobs.

22. Vroom-Jago Leadership
Model assumes that no single
leadership style is appropriate
for a particular situation.
Autocratic where the
leader makes the decision by
himself without getting inputs
from his subordinates.

23. Consultative where the
followers have some inputs but
the leader still makes the final
decision.
Group where the entire
group makes the decision with
the leader as just an ordinary
group member.
Delegated where the leader
authorizes the group to make
the decision.

24. Attribution Theory views
the leader as the
information processor. The
leader classifies the
causes of follower’s
behaviour as one of the
following: person, entity,
and context.

25. Charismatic Leadership
asserts the emergence of
leaders with exceptional
qualities,
a charisma that
motivates employees
to achieve outstanding
performance.

26. Transactional Leadership
emphasizes that leaders help
followers to identify what must be
accomplished to get the desired
results.
Transformational Leadership
where the leaders help followers
to achieve long-term rather that
short-term self-interest & for self-
actualization rather than for
security.

27. Coaching is an everyday
transaction between a leader and
a follower. A manager helps a
subordinate to improve his
performance.
P-oriented & M-oriented
Leadership Style
P-oriented leadership
encourages a fast work pace and
emphasizes good quality & high
accuracy.

28. M-oriented leadership
is sensitive to employee’s
feelings.
Douglas McGregor’s
Theory X and Theory Y
Theory X supports the
authoritarian management
style.
Theory Y encourages the
participative management

29. Emotional Intelligence
Components of Emotional Intelligence
Self-awareness- it is the ability to
read one’s emotions.
Self-management- is the ability
to control one’s emotions.
Motivation- is the passion to
work for reasons to go beyond money
& status.

30. Social Awareness- uses
empathy and Intuition.
Relationship
Management- is the ability to
communicate clearly
and convincingly.

31. Management & Leadership
Management is coping with
complexity.
Leadership is coping with
change.

32. Leadership as Cultural Bound
Leadership styles are
affected by national culture.
Leaders cannot choose their
style at will. They must learn to
adapt. They are constrained by
the cultural aspects of a country
and are bounded by the
practices, values & traditions of
their followers.

33. Bounded by the cultural
aspects of a country, leaders need
to make adjustments on how to deal
with their subordinates. An
aristocratic style of management is
appropriate with high power
distance such as Russia, Spain,
Saudi Arabia & most of Latin
America. Participative style is
effective in low power distance such
as Norway, Finland, Denmark &
Sweden.

34. Empowerment
Is defined as a process of
enhancing feelings of self-efficacy
among organizational members
through the identification of
conditions that foster
powerlessness & through their
removal by both formal
organizational practices &
informal techniques of providing
efficacy information.

35. Stages in the Empowerment
Process
1. Remove conditions/hindrances for
empowerment
2. Enhance conditions for
empowerment
3. Perception of employees
on the empowerment
process
4. Performance is
improved

36. Impression Management
Is defined as the process by which
individuals attempt to control the
impression.
People who are concerned with
impression management are the high
monitors. They are good at reading
situations & molding their appearance
to fit each situations. Low self-monitors
tend to present their self-images
according to their personalities.

37. Impression Management Techniques
Conformity- agreeing to the
opinions of others to gain their approval.
Excuses- giving excuses or alibis
on the present decision on order to
minimize the severity of the alternative
not chosen.
Apologies- admitting accountability
for a mistake & immediate giving an
apology.

38. Self-promotion-
downplaying weaknesses,
emphasizing strengths, and
highlighting one’s best qualities
by comparing achievements
with someone else’s.
Flattery- Giving
compliments to others in an
attempt to be more likable &
pleasing to others.

39. Association- enhancing or
protecting one’s image and
providing information that will
highlight one’s
association with
someone, who has
some influence on
the situation.

40. Decision Making Process
ESTABLISH GOALS AND
OBJECTIVES
DEFINE THE PROBLEM
ESTABLISH PRIORITIES
IDENTIFY THE CAUSES
OF THE PROBLEM
PROVIDE ALTERNATIVE SOLUTIONS
TO THE PROBLEM
EVALUATION & SELETION OF THE
BEST ALTERNATIVE
IMPLEMENTATION OF THE
CHOSEN ALTERNATIVE
MONITOR AND
FOLLOW UP

41. Approaches to decision making
1. Inquiry. It is a very open process
that generates multiple alternatives.
It also fosters exchange of
ideas and produces a
well-tested solution.
2. Advocacy. It involves participants
who are passionate about their
preferred solutions. They stand firm
in the face of disagreement.

42. Types of Decision
1. Programmed. There is a definite
procedure for handling
decisions.
2. Nonprogrammed. This is
unstructured with
no established
procedure for
handling decisions.

43. Group vs. Individual Decision
Making
a. Groups can better establish goals
and objectives than individuals.
b. Individuals efforts are required in
identifying alternative courses of
action as compared to groups. The
latter can evaluate alternative
solutions better because of a
collective judgement.
c. Groups can take more risks than
individuals in the selection of the
best alternative.

44. Creativity Tools
Brainstorming is used to generate
ideas.
Delphi Technique involves gathering
and comparing unknown solutions to a
problem through a questionnaire. This is
sent to participants through mail and
analysts evaluate their responses.
Nominal Group Technique wherein
each participants is asked to write on a
sheet of paper then presents to the
group in a round-robbin fashion.

45. Three C’s in the Decision
Making
1. Conflict
• Cognitive conflict involves
disagreements over ideas and
assumptions and differing views
on the best way to proceed.
• Affective conflict involves
personal friction, rivalries &
clashes in personalities.

46. 2. Consideration- is where the
leader who should still decide but
the participants should also
believe that their views were
considered and they were given
the opportunity to express
themselves & influence the final
decision.
3. Closure- where leaders should
avoid deciding too early or
deciding too late.

47. Models of Decision Making
1. Rational Model(Simon,1957)
Assumptions:
a) The outcome will be completely
rational
b) The decision maker has a consistent
system of preferences where the best
alternative will be drawn
c) The decision maker is aware of all
the possible alternatives

48. d) The decision maker can predict the
probability of success for each
alternative.
2. Bounded Rationality Model
a) Managers select the first alternative
that is satisfactory
b) Managers recognize that their
conception of the world is simple
c) Managers are comfortable in
making decisions without
determining all the alternatives
d) Managers make decisions by rules

49. Garbage Can Model
PROBLEMS SOLUTIONS
PARTICIPANTS CHOICES

50. POWER
Bases of
Power
a. Legitimate Power/Authority is
based on one’s position.
b. Reward Power is the ability to
control one’s resources or ability to
reward a follower for a good
performance.

51. c. Coercive Power is the power
to give sanctions or
punishments.
d. Expert Power which comes
from being recognized for his
expertise or skill in a particular
field.
e. Referent Power is the power
of a person to be liked and be
respected by others.

52. Forms of Power
 Information power is a power which
stems from having control over some
pertinent information in the
organization.
 Persuasive power is the ability to
convince people to a particular course
of action or decision.
 Charisma is the ability to have a
sense of dynamism or charm so that
others would like to help that person to
achieve a particular goal

53. Faces of Power from McClelland
 Personal Power is the power used for
personal gain.
 Social Power is the power used to
create motivation or to accomplish
group goals.

54. Sociological Orientation to Power
a. Coercive power- makes use of
punishment or intimidation to
influence others.
b. Utilitarian power- uses rewards and
benefits to influence others.
c. Normative power- influences
members by letting them know that
they ate expected to do the right
thing in as much as they want to
belong in the organization.

55. Characteristics of Powerful
People
a. Ability to intercede for
someone in trouble;
b. Ability to get placements for
favoured employees;
c. Exceeding budget limitations;
d. Procuring above-average
increases for employees;

56. e. Getting items on the agenda
at meetings;
f. Access early information; and
g. Having top
managers seek out
their opinions.

57. Symbols of Power
a. Furniture conveys a message of
power.
b. Time Power means using clocks
or watches as power symbols.
c. Standing by means that people
are obliged to stay close to their
phones so that an executives
can have an access to them.

58. Four types Of Organizational
Politicians
1. Craftsman. He/she is often a
technical specialist who likes detail
and precision.
2. Jungle Fighter. He/she is after
success at any cost.
3. Conservative(men/women). His/her
goal is the protection of one’s self
and the company he/she works for.
4. Gamesman. He/she likes contests.

59. Management Lessons from
Apple
Management Lessons:
1. Technology-oriented company
should be run by engineers.
2. A strong foundation of respect
between managers and
employees.
3. Employees are empowered to
own and improve the products.

60. 4. Employees are encourage to
grow.
5. Never miss deadlines.
6. Innovate and challenge the
status quo.
7. Get people who are
passionate with Apple.