1

Module 1. Leadership
Specific Objectives:
At the end of the chapter the students must have:
1. Explained the concept of leadership and its principles.
2. Discussed the styles of Leadership.
3. Internalized the traits and desirable factors of leadership.
4. Discussed the indicators of effective leadership.
5. Related the sources of power and authority in social relation.

CHAPTER 1- LEADERSHIP
I. INTRODUCTION
Leadership can have a formal or an informal aspect. Leadership as opposed to leading
usually implies that the entities doing the leading have leadership skills or competencies. Then
there is a leadership which does little active leading, but to which followers show great respect.
The ability to influence others is an integral to leadership. A front- runner in a sprint
may lead the race, but he does not have a position of leadership if he does not influence others
in some way. Hence, the important distinction between being in the lead and the process of
leadership.

Definition of Leadership

Leadership is the process of influencing organizational members to use their energies

willingly and appropriately to facilitate the achievement of the police department's goal.

Leadership is the ability of an individual to influence, motivate and enable others to contribute
the effectiveness and success of the organizations of which they are members.

Leader refers to a person who may either be appointed or emerge from within a group which
influence others to perform beyond the actions dictated by formal authority.
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II. ELEMENTS OF LEADERSHIP

It is impossible to draw a clear-cut line between personal qualities of leadership and the
external expressions of those qualities through action. The characteristic of a leader are too
closely interrelated, too interlocking to permit completion isolation of one from the other.

1. Indicators of Leadership

A high level of discipline in its broadest sense in an organization is perhaps the

best mark of good organizational leadership. Ordinarily if discipline is present, a high
level of esprit de corps and morale will result, together with increased efficiency.

2. Psychology of Leadership
The maintenance of a high level of discipline and morale requires some practical
knowledge of the psychological factors that affect human behavior. Few supervisors
have an instinctive or intuitive knowledge of these factors that comes only with training
and experience.

3. Leadership Ethics

The position of true leadership places upon the leader a moral obligation to
adhere strictly to the high standards of honor and integrity. His moral code must be
beyond reproach. He must not only avoid all evil, he must avoid all appearance of evil.
His conduct is appraised in three frames of references – what it actually is, what he
thinks and what he appears to others.

LEADERSHIP PRINCIPLES
a. be technically and tactically proficient
b. know yourself and seek self-improvement
c. know your men and look out for their welfare
d. keep your men informed
e. set the example
f. ensure that the task is understood supervised, and accomplished
g. train your men as a team
h. make sound and timely decisions
i. develop a sense of responsibility in your subordinates
j. employ your command in accordance with its capabilities
k. seek responsibility and take responsibility for your actions

III. STYLES OF LEADERSHIP

1. AUTOCRATIC LEADERSHIP - The superior assumes full responsibility for all

action and seeks obedience from the group in the following out of orders. He determines
all policy, and considers decision-making to be one-man operation he being the man.
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2. DEMOCRATIC LEADERSHIP - the supervisor draws ideas and suggestions from

his group by means of discussion and consultation; the staff is encouraged to take part
in making decisions on policy, methods, and goals.
A leader who is group oriented and promotes the active participation of
subordinates in planning and executing tasks.
3. FREE-REIN LEADERSHIP - the supervisor is more or less an information booth.
He plays down his role in the groups’ activities; he is on hand mainly to provide
materials and information together with a minimum control.

A leader who takes a "hands-off' passive approach id dealing with subordinates.

There is no best method of leadership; there are certain factors that should be
considered in choosing the most effective type of leadership. Thus, a group which is
aggressive and hostile may need a firm-hand, autocratic type of leadership.

IV. DESIRABLE FACTORS OF LEADERSHIP other than TECHNICAL

KNOW-HOW

1. LOYALTY - one of the most essential factors of leadership. Many experienced

administrators and supervisors say that "they Would rather have a loyal man who is not
such excellent officer than an unloyal man who is an excellent policeman otherwise."

Elberht Hubbard, in his wonderful passage on LOYALTY says:

"IF YOU WORK FOR A MAN, IN HEAVEN'S NAME WORK FOR HIM. IF HE PAYS
YOUR WAGES WHICH SUUPLY YOU BREAD AND BUTTER, WORK FOR HIM;
SPEAK WELL WITH HIM; STAND BY HIM AND BY THE INSTITUTION HE
REPRESENTS. IF PUT TO A PINCH, AN DUNCE OF LOYALTY IS WORTH A
POUND OF CLEVERNESS. IF YOU MUST VILLIFY, CONDEMN AND ETERNALLY
DISPERAGE, RESIGN YOUR POSITION, AND EVEN WHEN YOU ARE OUTSIDE,
DAMN TO YOUR HEARTS CONTENT. BUT AS LONG AS YOU ARE PART OF
INSTITUTION DO NOT CONDEMN IT. IF YOU DO THAT YOU ARE LOOSENING
THE TENDRILS THAT ARE HOLDING YOU TO THE ORGANIZATION AND, AT
THE FIRST HIGH WIND THAT COMES ALONG, YOU WILL BE UPROOTED AND
BLOWN AWAY, AND PROBABLY YOU All L EVER KNOW THE REASON WHY."

2. POSITIVE THINKING

Real leaders will always be positive thinkers. They think in terms how things can be
done, not why they can't. They maintain an open mind to changes, new ideas, training
opportunities. They look to the future with confidence and this confidence is catching.
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3. GENUINE INTEREST AND LIKING FOR PEOPLE - this can be found to a

supervisor who is mild mannered, humble and friendly. He made you feel important
too, by his warm welcome, his close attention to your words, his interest in what you
were doing, his question asking for your opinions.

They are approachable. They take time to see and hear their subordinates.

4. INITIATIVE - an evidence of open and alert mind. The man with initiative continually
looks for better ways to do things. He doesn't wait for the other fellow to do them.

5. DECISIVENESS - good decisions can be arrived at with an understanding of what is

important and unimportant in a particular situation that is in question, what is
reasonable and in consideration of the best interest of the organization.

6. TACT AND COURTESY

Real leaders are habitually tactful and courteous. Whether on the street or office,
supervisors can be gentlemen.

Tact - defined as saying 'and doing the right thing at the right way" the lubricating oil
in human relationship.

Courtesy - defined as treating others with respect. means treating people as important
human beings, not tool to be used for the convenience of the supervisor.

7. SINCERITY AND INTEGRITY

Sincerity is the greatest force in the world. It shines in the eye and lends strength
to the voice, so that when two people meeting for the first time may judge each other
fairly. One can get along with another man who is sincere no matter whether he is right
or wrong, because you know where he stands.

Dependability - one of the marks of integrity. It involves meeting obligations promptly.

8. UNOBTRUSIVE AGGRESSIVENESS
LEADERS MUST HAVE THE DRIVE AND WILL-POWER to DO THINGS.
They also must have a hunger to be somebody, a will to get ahead.

9. HUMBLENESS (without weakness)

Real leaders realize that others can do things just as well or better than they; that
others are as intelligent, or more intelligent than they.

10. QUIET SELF-CONFIDENCE

Good supervisors have a quiet confidence, not an arrogant, or cocky confidence,
based on a thorough knowledge of the job and belief in their won ability. Confidence
begets confidence. The mousy, hesitant supervisor who lacks confidence in himself
cannot inspire confidence in his people.
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11. TEACHING ABILITY - a great part of the supervisor's job consists of instructing his
men in one way or another. Even the giving of orders, is a form of instruction. Every
supervisor should learn and practice the art of public speaking, the techniques of
conference leadership, and the principles of the on-the job instruction.

12. FRIENDLY PERSONALITY - the real leader is business-like, but he looks things in
a friendly fashion. A ready smile, a friendly approach will open doors like magic.

V. SOURCES OF A LEADER’S POWER

A leader’s ability to influence others is largely determined by the power that the leader
is able to exert in a given situation. This power of supervisors over subordinates is known
as social power. Hereunder are the seven basis of leader’s social power.

1. Coercive Power
This is based on subordinate’s fear of the manager. Leaders who rely on coercive
power use punishment as their primary means of influencing others. Coercive leaders may
threaten punishment through undesirable work assignments, by administering reprimands,
or by dismissing non- compliant subordinates.

2. Expert Power
This is based on the leader’s position of expertise, skill or knowledge that convinces
the subordinates that the leader’s views should serve as basis for the action. Leaders who
rely on expert power use their perceived ability to improve the job performance of others
as their means of controlling decision making.

3. Legitimate Power

Typically, the higher the manager’s position in the organization hierarchy, the greater
his or her legitimate power. Managers who enjoys a high degree of legitimate power are
seen by their followers as having the right to dominate decision making.

4. Referent Power

This is based on the magnetism of the leader’s personal traits. Leaders who have high
reference or charismatic power are liked and admired by others. Subordinates typically
accede to the leader’s influence in order to increase identification with them.

5. Reward Power
This is based on the leader’s ability to provide rewards. Managers with high reward
power are perceived by their subordinates as being able to provide positive reward such as
pay, promotion, and recognition to followers who comply with their wishes.
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6. Connection Power
This is based on the leader’s relationship with influential persons both inside and
outside the organization. Followers accede to the preferences of a leader with high
connection power because they wish to gain favor with such a well-connected person.

7. Information Power
This is based on the leader’s knowledge or of access to information that is believed to
be valuable to others. A leader which has a high information power is willingly followed
by those who need the leader’s information or who simply enjoy “being in on things”.

VI. SKILLS THAT A PROACTIVE LEADER MUST POSSESS TO HELP HIM

LEAD MORE EASILY

1. Visioning 6. clarifying
2. Listening 7. aligning
3. Communicating 8. encouraging
4. Persuading 9. consensus-building
5. Facilitating 10. decision-making

VII. THEORY OF LEADERSHIP EFFECTIVENESS

It is believed that the appropriateness of a leader’s style could be determined only

by understanding how well the style fits the situation in which the leader operates. It is
argued that a successful or effective leadership styles depends on the following factors.

1. Leader- Member Relation

The most important determinant of leader effectiveness is the degree to which the
leader enjoys the acceptance, confidence, support and loyalty of subordinates. When
leader-member relations are strong, the leader has a full range or personal and
organizational basis of influence to use in trying to gain subordinate’s support. When
leader- member relations are weak, however, the leader’s influence is often reduced to the
impersonal power granted by the organization.

2. Task Structure

The degree to which the subordinates’ jobs are routine, in contrast to non- routine
is the measure of task structure. Highly structures tasks, such as those requiring a great deal
of repetition, confer much authority and power on managers. Such tasks are likely to have
very specific performance criteria. Tasks of a non- routine nature usually necessitates a
more democratic, less dominant style.
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3. Leader Position Power

The extent of formal and informal power granted to the manager by the organization
is the measure of the leader position power. Such power is indicated by the manager’s
authority, vested in him or her by the top management of the organization. High position
power allows for the use of more autocratic leadership styles; low position power usually
requires a more democratic or even laissez- faire approach.
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Exercise/ Drills (Module 1)

Name:_________________________________ Date:___________________
Year and Section:________________________ Score:__________________

1.1 Compare and Differentiate the Concepts of Autocratic Leadership, Democratic Leadership
and Free Rein Leadership (10points)

Autocratic Leadership Democratic Leadership Free Rein Leadership

1.2. Essay.
Elaborate or explain the questions below. Write your answer on the space provided below the
questions.

1. What is the importance of leadership within the organization? (5 points)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
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2. When can there be effective leadership? (5 points)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

3. In your own understanding, what does Elberht Hubbard passage on loyalty conveyed?
(10 points)

"IF YOU WORK FOR A MAN, IN HEAVEN'S NAME WORK FOR HIM. IF HE
PAYS YOUR WAGES WHICH SUUPLY YOU BREAD AND BUTTER, WORK
FOR HIM;
SPEAK WELL WITH HIM; STAND BY HIM AND BY THE INSTITUTION HE
REPRESENTS. IF PUT TO A PINCH, AN DUNCE OF LOYALTY IS WORTH A
POUND OF CLEVERNESS. IF YOU MUST VILLIFY, CONDEMN AND
ETERNALLY DISPERAGE, RESIGN YOUR POSITION, AND EVEN WHEN YOU
ARE OUTSIDE, DAMN TO YOUR HEARTS CONTENT. BUT AS LONG AS YOU
ARE PART OF INSTITUTION DO NOT CONDEMN IT. IF YOU DO THAT YOU
ARE LOOSENING THE TENDRILS THAT ARE HOLDING YOU TO THE
ORGANIZATION AND, AT THE FIRST HIGH WIND THAT COMES ALONG,
YOU WILL BE UPROOTED AND BLOWN AWAY, AND PROBABLY YOU All L
EVER KNOW THE REASON WHY."

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
____________________________________________________________________
Checked by:
__________________
Instructor
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Module 2. Management
Specific Objectives:
At the end of the chapter the students must have:
1. Understood the concept of management.
2. Discussed the functions of management.
3. Stated the administrative principles and functions of management.
4. Explained the significance of management theories concerning police organization and
administration.

CHAPTER 2- MANAGEMENT
I. INTRODUCTION

Management is universal in the modern industrial world. Every organization requires

the making of decisions, the coordinating of activities, the handling of people, and the
evaluation of performance direct toward group objectives.
Management is the integration and application of the knowledge and analytical of the
approaches developed by numerous disciplines. The manager must be oriented to solving
problems with techniques tailored to the situations; yet he must develop a unified framework
of thought that encompasses the total and integrated aspects of the entire organization.
The practice of management is as old as mankind. Over the years, people have joined
with others to accomplish goal. The first social organization is the family; and later, more
sophisticated political and civil organization units. The importance of management as a tool of
accomplishing goals is specifically charge with making resources productive. Management is
considered as the working together and are responsible for the actions and results.
Management pertains to the utilization of available resources in an organization while
administration refers to the processes used.
- It is the process of directing and facilitating the work of people organized in
formal groups in order to achieve objectives.

Elements of Management

1. Authority - which comes from law, delegation and tradition.

2. Responsibility - which is a state of being accountable.

Authority must be commensurate with responsibility. No one should be held

responsible for the outcome of task unless he has been given the corresponding authority
for the performance of the task. This requires proper delegation of authority that is the one
to whom authority has been delegated is accountable for its proper use.
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Elements of Scientific Management

1. Definition of purpose
2. Analysis
3. Gathering facts
4. Devising methods'
5. Finding person's best fitted for the task at hand (i.e. Teach the person the best fitted
method)
6. Plan carefully
7. Win cooperation

Management Principles
1. Span of control
2. A group of workers must have only one supervisor
3. Flow of communication
4. Staff and line function must be defined
5. Everyone in the organization knows his job and to whom he reports

II. WHO IS A MANAGER?

Managers - those who control and direct those who accomplish things through others
blending resources - human, material and financial - to accomplish organization goals.

Qualities of A Good Manager

1. Thorough experience and knowledge in the job.
2. Tact and good judgment.
3. Sales ability
4. Resourcefulness
5. Systematized methods of handling work.
6. Thorough understanding of the term service
7. Leadership

III. MANAGEMENT STYLES

The Classical Approach

The three primary areas in the development of the classical approach are:
1. Scientific Management
(Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific task.
Based on his studies, Taylor believed that if workers were taught the best procedures, with
pay tied to output, they would produce the maximum amount of work.
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With respect to this philosophy, the role of management changed abruptly from the
earlier use of the “rule of the thumb” to a more scientific approach, including scientifically
selecting, training, and developing workers, and ensuring that all the work would be done
in accordance with scientific principles, thus scientific management strongly adhered to the
formal organization structure and its rules.
2. Bureaucratic Management
(Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max Weber,
who was the major contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19 th Century and
coined the term BUREAUCRACY to identify the complex organizations that operated on
a rational basis.
Weber believed that such an approach was a means of lessening the cruelty, nepotism,
and subjective managerial practices common in the early stages of the Industrial
Revolution. (for example, it was a standard practice to hire relatives regardless of their
competence and to allow only individuals of aristocratic birth to attain high-level positions
within government and industry.
Characteristics of Bureaucratic Organization

❖ Division of labor based on a specified sphere

of competence
❖ Hierarchy of authority where its lower office
is under the control and supervision of a
higher one.
❖ Specified set of rules applied uniformly
throughout the organization
❖ Maintenance of interpersonal relationships,
because rational decisions can only be made
objectively and without emotions
❖ Selection and promotion based on
competence, not on irrelevant considerations

3. Administrative Management
It emphasizes broad administrative principles applicable to higher levels within the
organization.
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IV. FUNDAMENTAL ADMINISTRATIVE FUNCTIONS OF MANAGEMENT

1. Planning
2. Organizing
3. Directing
4. Staffing
5. Coordinating
6. Reporting
7. Budgeting

A. PLANNING

Is the determination in advance how the objectives of the organization will be

attained. This would include the determination of the course of action to take in a particular
task, function or activity. Planning may be further defined by the following.

1. The act of determining guidelines and policies for police activities 2nd operations
and providing safeguards and controls for such endeavors in the department

2. The process of combining all aspects of the department and the realistic anticipation of
future problems, the analysis of strategy and the corral of strategy in detail.

3. The use of rational and logical designs or rather than relying on chance.

Types of Plans:

To properly achieve the administrative planning responsibility within the police

department the chief of police shall develop departmental pians relating to:

(1) Procedures or policies

(2) Tactics
(3) Operations
(4) Extra-departmental activities
(5) Management

2. Policy Procedural Plan

Standard operating procedures shall be planned to guide members in field and routine
operations and in some following:

a. Office procedure – the principal office procedures are records division operation
makes important an assurance that each task is performed in the manner prescribed. On
the other hand, reporting regulations assist the office on what forms are to be used for
a particular purpose, the number of copies to be made and where they are to be routed.
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b. Field procedure- They are intended to be used in all situations of all kinds and serves
as a guide to officers in the field on procedures that relate to the following:
(a) Reporting
(b) Dispatching
(c) Raids
(d)Arrests
(e)Stopping suspicious persons
(f) Receiving complaints
(g) Patrolling
(h)Conduct of investigation of crimes

c. Headquarter procedures- Usually found on the duty manual because they pertain to
the responsibility of one person or one class of persons. Procedures that involve
coordinate action on activity on activity of several offices shall be established
separately.

d. Special operating procedures- included in such guidelines are crime scene search,
preservation and investigation, dissemination of information concerning wanted
persons, organization and operation of police support units and the like.

3. Tactical Plans

These are procedures for coping with specific situations at known locations. Included in
this category art plans dealing with attacks against facilities, buildings and structures with
alarm system as well as against police headquarters by lawless elements. Plans shall also be
made for the following eventualities:

(l)Blockades
(2) Emergencies
(3)Special community events
(4) Parades
(5)Athletic contests
(6) Religious celebrations
(7) Strikes
(8) Demonstrations
(9) Riots and the like

4. Operational Plans

This pertains to plans of divisions; they are prepared to accomplish each of the primary
police tasks such as:
(1) Patrol division
(2)Investigation division
(3)Traffic control division
(4)Vice control division
(5)Juvenile control division
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Types of Operational Plans:

1. Regular operating programs- they are designed primarily to meet everyday, year
round needs

2. Meeting unusual needs- refers to the result of intermittent and usually unexpected
variations in activities that demand police attention.

5. Management Plans
Plans of management shall map out in advance all operations involved in the organization,
management of personnel, material and the procurement and disbursement of money.
This would include:

(1) Budget planning

(2)Accounting procedures
(3) Specifications
(4) Personnel
(5) Organization

B. ORGANIZING

Involves the allocation and determination of men and women as well as the resource of
an organization to achieve pre-determined objectives and goals of the organization.

Two villains in the waste of manpower in an organization

1) Doing unnecessary work

2) Doing necessary work inefficiently

C. DIRECTING
It is the overseeing and supervising of the human resources and the various
activities in an organization to achieve through cooperative efforts the predetermined
goals of the organization.

D. WORK DELEGATION
The act of transmitting to a person the power to act for another. Delegation to
be proper should accompany a corresponding authority, specific responsibilities and
finally accountability on the delegated job or position.

E. STAFFING
The task of providing competent men to do the job and selecting the right man
for the job. It involves good selection and the processing of reliable and well-trained
personnel.
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F. STAFF WORK
It is a part of managerial work that the police executive or commander assigns
to someone outside the chain of command, called staff assistant.

G. CONTROLLING
Involves the evaluation or checking and measurement of work performance and
comparing it with planned goals, as well as making the necessary corrective actions
so that work is accomplished as planned.

Control as a function of management

Control aims at making sure that the objectives and policies of the organization
are carried out according to the approved plan, organizational needs, and the orders,
which have been issued.

H. REPORTING
The making of detailed account of activities, work progress, investigations and
unusual occurrences in order to keep everyone informed.

I. BUDGETING
The forecasting in detail the results of an efficiently reorganized program of
operation based on the highest reasonable expectations of operating efficiency. It is the
total coordinating and operating financial factors.

1. Budget Call
A document that triggers budget preparation.

2. Budget guidance
A document issued by higher authorities stipulating the national
objectives, priorities and constraints including assessment of the peace and
order situation.

3. Budget year
Current year and one day

4. Budget Calendar
A schedule of budgeting task to be undertaken during the budget cycle

5. Budget Cycle:
1) Preparation - by PNP offices
2) Authorization - by Congress
3) (3) Accountability- Control Measures conducted by auditing
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Gulick and Urwick (1920-1937)

Pioneers of “The Science of Administration” (1937). In this book, they have described the
major functions of administration using the acronym POSDCRB.

• Planning – working out in broad outline the things that need to be done and the methods
for doing them to accomplish the purpose set for the enterprise.
• Organizing – establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the define objective.
• Staffing – personnel function of bringing in and out training the staff and maintaining
the staff the favorable conditions of work. Filling the organization with the right people
and right position.
• Directing – task of making decisions and embodying them in specific and general
orders and instructions and serving as the leader of the enterprise
• Coordinating - the all-important duty of interrelating the various parts of the work.
• Reporting – is keeping those to whom the executive is responsible informed as to what
is going on, which thus includes keeping himself and his subordinates informed through
records research and inspection.
• Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting,
and control.
V. THEORY OF MANAGEMENT

1. Elton Mayo (the Hawthorne study)

The results of Hawthorne experiment contradicted the traditional views of
management emphasized by the classical theorists and led to the behavioral approach
emphasizing concern for the workers. The study suggests that when special attention is paid
to employees by management, productivity is likely to increase regardless of changes in
working conditions. This phenomenon was labeled the “Hawthorne effect”.
2. D. McGregor (McGregor’s Theory X and Y)

Theory X assumes that people have little ambition, dislike work, and must be
coerced in order to perform satisfactorily. Theory Y assumes that people do not inherently
dislike work and if properly rewarded, especially satisfying esteem and self-actualization
needs, will perform well on the job.
Theory X Assumptions
✓ The average person inherently dislikes work and will try to
avoid it
✓ Most people must be coerced, controlled, directed, and
threatened with punishment to get them to work towards
organizational goals
✓ The average person prefers to be directed, wants to avoid
responsibility, has relatively little ambition, and seeks security
above all.
Theory Y Assumptions
✓ Work, whether physical or mental, is as natural as play or rest,
and most people do not inherently dislike it
✓ External control and threat of punishment are not the only
means of bringing about effort toward organizational goals,
people will exercise self-direction and self-control when they
are committed
✓ Commitment to goals is a function of the rewards made
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Contemporary Approaches Theory

This is the movement towards quality management. Theorists have incorporated the
influences of the behavioral science and other earlier school of thoughts.
1. The System Theory - It simply means that all parts of a system are interrelated and
interdependent to form the whole. A system is composed of elements or subsystems
that are related and dependent upon one another. When these subsystems are in
interaction with one another, they form a unitary whole.

2. The Contingency Theory – This approach recognizes that many internal and external
environmental variables affect organizational behavior. In this case, there is no best
way for structuring and managing diverse types of organizations. So the underlying
theme of this theory is that it all depends on a particular situation. The task of managers
then is to determine in which situations and at what times certain methods or techniques
are the most effective. In this way, the approach is more pragmatic although it
encompasses relevant concepts of both classical and behavioral theories.

3. Theory Z and Quality Management - Important emerging perspectives include Theory

Z and Quality Management, focused on the Japanese management practices. The
emergence of Total Quality Management (TQM) practices – a customer oriented
approach and emphasizes on both human resources and quantitative methods in an
attempt to strive towards continuous improvement.

Blake and Mouton (1978) made their contributions in management by way of directing and
these are:
1. Task Management
2. Country Club Management
3. Middle of the Road Management
4. Impoverished Management
5. team Manager

Motivation theories

1. Maslow’s Hierarchy of Needs theory

Bernstein, et al (1991) offered that at any time, many motives might guide a person’s
behavior. What determines which ones will? Abraham Maslow has given a perspective that
addresses this question. He suggested basic classes of needs, or motives, influencing human
behavior. These motives are organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the most basic
biological requirements to the needs for self-actualization – the highest of all needs.
 19

The pyramidal structures of human needs from the bottom to the top of the hierarchy,
the levels of needs or motive according to Maslow, are:

✓ Biological or Physiological Needs – these motives include the need for food, water,
oxygen, activity, and sleep.
✓ Safety Needs – these pertain to the motives of being cared for and being secured such
as in income and place to live.
✓ Love/Belongingness – Belongingness is integration into various kinds of social groups
or social organizations. Love needs means need for affection.
✓ Cognitive Needs – our motivation for learning and exploration
✓ Esteem Needs – our motivation for an honest, fundamental respect for a person as a
useful and honorable human being.
✓ Aesthetic Needs - our motivation for beauty and order
✓ Self- actualization – pertains to human total satisfaction, when people are motivated not
so much by unmet needs, as by the desire to become all they are capable of (self-
realization).

According to the Maslow’s formulation, the level that commands the individuals’
attention and effort is ordinarily the lowest one on which there is an unmet need. For example,
unless needs for food and safety are reasonably well-met behavior will be dominated by these
needs and higher motives are of little significant. With their gratification, however, the
individual is free to devote time and effort to meet higher level. In other words, one level must
at least be partially satisfied before those at the next level become determiners of action.

2. Aldefer’s ERG Theory

Clayton Aldefer has develop the ERG theory which is a modification of the Maslow’s
theory. ERG theory categorizes needs into Existence, Relatedness and Growth needs.
❖ Existence Needs – are desires for physiological and material well-being
❖ Relatedness Needs – are desires for satisfying interpersonal relationships
❖ Growth Needs – are desires for continued personal growth and development.

3. McClelland’s Acquired Needs Theory

David McClelland identified three types of acquired needs. These are:

❖ Need for Achievement – the desire to do something better or more efficiently, to
solve problems, or to master complex task.
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❖ Need for Affiliation – the desire to establish and maintain friendly and warm
relations with others
❖ Need for Power – the desire to control others, to influence their behavior, or to be
responsible for others.

McClelland’s view is that these three needs are acquired over time, as a result of life
experiences. People are motivated by these needs, each of which can be associated with
individual work preferences.
VI. MANAGERS AND LEADERS DISTINGUISHED

Leaders Managers

• Abraham Zaleznik (1977), saw • Abraham Zaleznik viewed them as

leaders as inspiring visionaries, planners who have concerns with
concerned about substance; process
• Leadership involves power by • Management involves power by
influence. position
• Leaders innovate • Managers administer
• Leaders ask what and why • Managers ask how and when
• Leaders focus on people • Managers focus on systems
• do the right things • do things right
• have an eye on the horizon • eye the bottom line
• Originate • imitate
• are their own person • emulate the classic good
• Leaders show originality soldier/employees
• copy

Leadership from Supervision

Leaders Managers

• Leaders develop (role modeling) • Managers maintain (Chain of

• Leaders inspire trust(motivation) Command) Managers rely on control
• Leaders have a longer-term (PODSCORB)
perspective (Visionary) • Managers have a short-term
• Leaders challenge the status-quo perspective (Goals, Objectives,
(Change agent Activities)
• Managers accept the status-quo
(Mandate)
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Exercise/ Drills (Module 2)

Name:_________________________________ Date:___________________
Year and Section:________________________ Score:__________________

2.1 Distinguish Leaders from Managers (10 points)

Leaders Managers
As to manner of getting position

As to functions or manner of supervision

2.2. Essay

Elaborate or explain the questions below. Write your answer on the space provided below the
questions.

1. What is the importance of management in an organization? (5 points)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
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2. When is delegation deemed to be proper? (5 points)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

2.3 Make a thorough and comparative table/chart of types of plans (procedural plan, tactical
plan, operational plan and management plan). Indicate the distinctions between these plans,
such as, but not limited to, purpose and application. (20 pts.)

Checked by:
_______________
Instructor