This document discusses key aspects of motivation, leadership, and communication in organizations. It defines different types of motivation theories like Maslow's hierarchy of needs, McClelland's acquired needs theory, and Alderfer's ERG theory. Modern theories of motivation discussed include goal-setting theory, reinforcement theory, job design theory, equity theory, and expectancy theory. The document also examines the differences between managers and leaders. Key elements of the communication process are defined, including the sender, receiver, message, medium, feedback, and factors that can affect communication. Barriers to communication like filtering, emotions, information overload, and language are identified, as well as methods for overcoming these barriers like using feedback, simple language, active listening,

1. MOTIVATION, LEADERSHIP, AND
COMMUNICATION IN AN ORGANIZATION

2. We have learned from the Previous lesson that Compensation or wages have a direct impact
on the employee’s performance. Please identify if the following whether its:
DC- Direct Compensation, IC- Indirect Compensation,
NC- Non-financial Compensation
1. Bonuses 6. Friendly work environment
2. Health Insurance 7. Complete Facilities
3. Commissions 8. Best employee award
4. Educational Allowance 9. Salary
5. Travel Allowance 10. Incentives

3. Manager v. Leader
•There is a saying that a “manager is not necessarily
a leader.” Many managers find themselves in their
positions because of exemplary performance in
“follower” positions, or even due to tenure ship
and loyalty to their job. Whether this is true or not,
the managers in leadership positions have ample
opportunity to build their leadership characteristic
traits.

4. Here are some of the differences between a leader and
a manager.

5. •Successful leading must begin by focusing on the
psychological capital of both the employer/ leader and
the employee/subordinate. Looking for what is right
with people rather than for what is wrong is suggested
to prevent mental and behavioral problems which are
barriers to achieving both organizational and individual
goals.

6. Task 1:
•Search for 1 woman and man-manager
that you can find. After-which, list down
all the traits that each of them has.
Check if there are similarities or
differences among them.

7. •Personality pertains to the unique combination of
physical and mental characteristics that affect
how individuals react to situations and interact
with others, and if unhealthy or not fully
functioning could cause conflicts. problems
among individuals.

8. •According to Robbins and Coulter
(2009), “Research has shown that five
basic personality dimensions underlie all
others and encompass most of the
significant variation in human
personality.”

9. The Five Personality Traits In The Big Five Model
1. Extraversion- the degree to which someone is sociable, talkative,
and assertive
2. Agreeableness-the degree to which someone is good-natured,
cooperative, and trusting
3. Conscientiousness- the degree to which someone is responsible,
dependable, persistent, and achievement-oriented
4. Emotional Stability- the degree to which someone is calm,
enthusiastic, and secure (positive), or tense, nervous, depressed, and
insecure (negative)
5. Openness to Experience- the degree to which someone is
imaginative, artistically sensitive, and intellectual.

10. Blake and Mouton’s Leadership Grid

11. Motivation
• Motivation encourages individuals to work enthusiastically, often
performing more work than what is required. What could
managers do to ensure such motivated and enthusiastic
performance among their subordinates? What could be done to
inspire employees whose work performance is limited to the
minimum need? Understanding individual human needs,
perceptions, thoughts, and beliefs may provide good answers to
such questions that are often asked in different work settings.

12. • According to Kreitner and Kinicki (2013), early
Theories of Motivation revolved around the idea
that motivation is brought about by the
employee’s desire to fulfill their need, their work
habits, and their job satisfaction

13. Maslow’s Hierarchy of Needs
• The theory indicates that people satisfy their needs in a specific
order, from bottom to top, as follows:
• 1. Physiological needs- food, water, and shelter
• 2. Safety and security-protection against threat and deprivation
• 3. Social needs- friendship, affection, belonging, and love
• 4. Ego or Esteem- independence, achievement, freedom, status,
recognition, and self-esteem
• 5. Self-actualization- realizing one’s full potential, becoming
everything, one is capable of being

15. McClelland’s Acquired Needs Theory
• The key needs for managers, according to McClelland,
are achievement, affiliation, and power needs.
Achievement means an orientation toward success and
goal realization. Affiliation reflects a strong wish to be
liked while power refers to the need to persuade or be
in command of other people.

17. Alderfer’s ERG Theory
• It was developed by Clayton Alderfer in the 1960s. For
Alderfer, a set of core needs explains the behavior. E stands
for existence needs, R refers to relatedness needs, and G
pertains to growth needs. The needs or desire for
physiological and materialistic well-being, to have
meaningful relationships with others, and to grow as a
human being are similar to the needs presented in
Maslow’s Theory.

19. Modern Theories of Motivation
•These are process theories that focus not
on the notion that motivation is a function
of employee’s perceptions, thoughts, and
beliefs.

20. Modern Theories of Motivation
• 1. Goal-Setting Theory
• A theory stating that specific goals motivate performance
and that more difficult goals, when accepted by employees
result in greater motivation to perform well as compared to
easy goals.
• Managers are advised to set goals for their subordinates as
this is a major source of job motivation. Doing well also helps
increase their motivation.

21. Modern Theories of Motivation
•2. Reinforcement Theory
•A theory which states that behavior is a function of its
consequences. If the result or consequences that
immediately follow a behavior is good, then there is a
probability that the individual will be more motivated to
repeat the behavior. Using this theory, managers can
motivate an employee’s positive behavior by using
positive reinforcement for actions that help the
company achieve its goal.

22. Modern Theories of Motivation
• 3. Job Design Theory
• A theory which states that employees are motivated to work well by
combining tasks to form complete jobs. Managers are advised to design jobs
that will meet the requirements of the ever-changing environment, the form’s
technology, and the workers' skills, abilities, and preferences. In doing so,
employees are motivated to perform well. Examples are:
• a. Job enlargement- the horizontal expansion of a job by increasing job scope
• b. Job enrichment- the increasing of job depth by empowering employees to
assume some tasks usually done by their managers.
• c. Job characteristics model- where employees are motivated to perform well
because the task assigned to them have the five core job dimensions that serve as
motivators.

23. Modern Theories of Motivation
• 4. Equity Theory
• A theory developed by J. Stacey Adams which states that
employees assess job outcomes about what they put into it
and then compare these with their co-workers. If the
employee perceives that his job is equitable in comparison
to those of his coworkers, there is no problem. However, if
the opposite is true, this will become a de-motivator to his or
her job performance. Managers must see to it that they
exercise fairness or equity in their company.

24. Modern Theories of Motivation
•5. Expectancy Theory
• A theory that sets an individual tends to act in a certain
way, based on the expectation that the act will be
followed by an outcome that may be attractive or
unattractive to him or her. Managers are advised to
understand an employee’s goal so that he or she would
be able to link the rewards or outcomes to be offered
with the said goals.

25. Communication
• Communication applies to all management functions and its general
purpose for the organization to bring positive changes that
influence activities leading to the firm’s welfare.
• The communication process starts with the sender who has an idea
or a message, which is then transmitted through a selected channel
to the received, who in turn has to be ready for the reception of the
message so that it could be decoded into thoughts.
• Accurate communication occurs when the sender and the receiver
understand one another.

28. Types of Communication
Communication may be classified into the following:
A. Verbal- through the use of oral and written words
B. Non-Verbal - through body movements, gestures, facial
expressions, eye contact, and by touching
C. Formal- if communication takes place within prescribed,
routine organizational work arrangements
D. Informal- if communication is not defined by an
organization’s hierarchical structure.

29. Communication flows in different directions within
an organization. It could either be:
• A. Vertical- involves communication flow between people
belonging to different organizational levels.
• B. Upward- the flow of information from an employee who
belongs to a lower hierarchical level to the boss/manager
who belongs to a higher hierarchical level. Employees or
subordinates may communicate upward regarding their
problems, requests that they would like the boss to
approve, issues with coworkers and others.

30. Communication flows in different directions within
an organization. It could either be:
•C. Downward- is the flow of information from the
manager, who belongs to a higher hierarchical level,
to the subordinates/employees, who along to the
lower hierarchical levels. Examples are when the
boss gives orders to subordinates to finish certain
tasks, communicates organizational policies and
practices, and comments about work performance
month others.

31. Communication flows in different directions within
an organization. It could either be:
•D. Horizontal/Lateral- takes place among
employees who belong to the same
hierarchical level. Members of cross-functional
teams who belong to different
units/departments but occupy the same
organizational level make use of this type of
communication to save time and facilitate
coordination.

32. Communication flows in different directions within
an organization. It could either be:
• E. Diagonal- entails communicating with someone or others who
belong to different departments/units and different hierarchical levels.
For example, an employee belonging to the company’s financial
management department communicates directly with the head of the
human resource department about his complaint against a marketing
department employee. Take note of the different departments and
different organizational levels of the persons communicating with
each other. Diagonal communication is said to be beneficial because
of its efficiency and speed; however, it may also cause some
confusion.

33. The Basic Elements of the Communication
Process
•The Sender
• The communication process begins with the
sender, who is also called the communicator or
source. The sender has some kind of information
— a command, request, question, or idea — that
he or she wants to present to others.

34. The Basic Elements of the Communication
Process
•The Receiver
• The person to whom a message is directed is called the
receiver or the interpreter. To comprehend the information
from the sender, the receiver must first be able to receive
the sender's information and then decode or interpret it.

35. The Basic Elements of the Communication
Process
• The Message
• The message or content is the information that the
sender wants to relay to the receiver. Additional subtext
can be conveyed through body language and tone of
voice. Put all three elements together — sender, receiver,
and message — and you have the communication
process at its most basic.

36. The Basic Elements of the Communication
Process
•The Medium
•Also called the channel, the medium is how a
message is transmitted. Text messages, for
example, are transmitted through the medium
of cell phones.

37. The Basic Elements of the Communication
Process
•Feedback
• The communication process reaches its final point when
the message has been successfully transmitted, received,
and understood. The receiver, in turn, responds to the
sender, indicating comprehension. Feedback may be
direct, such as a written or verbal response, or it may take
the form of an act or deed in response (indirect).

38. The Basic Elements of the Communication
Process
• Other Factors
• The communication process isn't always so simple or smooth, of course. These
elements can affect how information is transmitted, received, and interpreted:
• Noise: This can be any sort of interference that affects the message being sent,
received, or understood. It can be as literal as static over a phone line or radio or as
esoteric as misinterpreting a local custom.
• Context: This is the setting and situation in which communication takes place. Like
noise, context can have an impact on the successful exchange of information. It may
have a physical, social, or cultural aspect to it. In a private conversation with a trusted
friend, you would share more personal information or details about your weekend or
vacation, for example, than in a conversation with a work colleague or in a meeting.

39. Barriers to Communication
• 1. Filtering- the shaping of information communicated to make it look good or advantageous to the received.
• 2. Emotions- the interpretation of communications which may be influenced by extreme emotions felt by the received.
• 3. Information overload- another barrier to good communication since there are too many pieces of information received by an
individual may harm a person’s processing capacity.
• 4. Defensiveness- the act of self-protection when people are threatened by something or someone. Due to this feeling, people
may resort to communicating lies to protect themselves or to interpret communications differently to defend their interests, thus,
reducing mutual understanding.
• 5. Language- could also hamper good communications because words used may have different meanings to different people
belonging to a different age, educational background, or cultural group. Diversity of background of organization members may
influence the language or the words that they use.
• 6. National culture- just like languages, the prevailing national culture may also cause problems in communication among
members of an organization, especially if it's a multinational company. Certain office practices, like sending formal memoranda
to employees, maybe negatively interpreted by employees coming from another country with a different culture that values face
to face interpersonal communication.

40. Overcoming Communication Barriers
• a. Using feedback- This is usually done by asking questions about a memo sent to subordinates or by asking them to give their
comments or suggestions. In doing so, they can determine whether the communication they sent out was understood the way they
originally intended.
• b. Using simple language- This is done by avoiding uncommon terms and flowery words that may just cause misinterpretation. The
language used must fit the level of understanding of the intended recipients of the communication. Effective communication is
achieved when the message is understood by those who received it.
• c. Active listening- This means listening well to grasp the full meaning of the communication. Hearing without giving full attention to
what others seek to communicate usually results in misinterpretation and communication distortions.
• d. Controlling emotions- This is another method of overcoming communication misinterpretation
• . When the received is affected by extreme anger, his interpretation of a message received may not be accurate. On the other hand,
when the sender is affected by extreme emotions, he or she may also send or transmit inaccurate information. Therefore, it is important
to practice emotional restraint.
• e. Observing body language- This also influences how communication is interpreted. Actions of the message received, like throwing
away a letter delivered to him, betrays his negative feelings regarding its message, even if he says yes or no to what is requested.
Nonverbal cues must always be watched because, as the saying goes, action speaks louder than words.