CFLM 2 Lesson 1 To 8
CFLM 2 Lesson 1 To 8
City of Taguig
Taguig City University
Gen. Santos Avenue, Central Bicutan, Taguig City
MODULE 1: Lesson 1 to 4
1. Know the importance, 1. Recognize the different 1. Pre-Test 1. Evaluate the concept of
purposes, and value of concepts and importance of character formation and its
character formation and character formation and its 2. Competency characteristics which can be
its characteristics characteristics Assessment applied in real life
.
2. Identify the leadership 3. Research 2. Interpret the leadership
character 2. Give examples of leadership Analysis character both in life and
character and its application organization aspects
LEARNING PLAN
Course Outline Teaching Learning Activities
Lesson 1. FUNDAMENTALS OF CHARACTER
FORMATION AND ITS 1. Lecture Series per Session
CHARACTERISTICS
2. Learning Portfolio
Lesson 2. THE CHARACTER OF LEADERSHIP
3. Group Dynamics
Lesson 3. VIRTUES OF A CROSS-
ENTERPRISE AND ETHICS IN LAW
ENFORCEMENT LEADER
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INSTRUCTION: Select the correct answer for each of the following questions.
Mark only one answer for each item by encircling the letter corresponding to the letter
of your choice.
1. A psychological notion that refers to all the habitual ways of feeling and reacting
that distinguish one individual from another.
a. Character c. Emotions
b. Character Formation d. All of the above
2. A habitual patterns of thought, behavior and emotion that are considered to be
relatively stable in individuals across situations and over time.
a. Behavior c. Traits
b. Values d. Personal Characteristics
3. Sometimes it is called as Emotional Instability.
a. Psychoticism c. Behaviorism
b. Neuroticism d. Behavioral Character
4. It is a basic and fundamental beliefs that guide or motivate attitudes or actions.
a. Character Formation c. Norms
b. Tradition d. Values
5. Virtues can be identified as. EXCEPT.
a. Temperance c. Truthfulness
b. Generosity d. Injustices
6. This describes a sense of exuberance and willingness to be involved with the
world around them.
a. Extraversion c. Ambiversion
b. Introversion d. Experience
7. These people have less exuberance and energy. They are less involved in
social activities, and tend to be quiet and keep to themselves.
a. Extraversion c. Ambiversion
b. Introversion d. Experience
8. People who score low on Agreeableness are suspicious of others' motives and
place their own interests first. This statement is correct.
a. True c. May be
b. False d. Sometimes
9. It is concerned with human actions, and the choice of those actions. It also
evaluates those actions, and the values that underlie them.
a. Ethics c. Character
b. Values d. Belief
10. These are beliefs that people have about what is important or worthwhile to
them.
a. Ethics c. Ambitions
b. Values d. Belief
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Traits
They then had survey-takers sort all those adjectives into different categories,
putting in one pile all the words that meant the same thing. It took a lot of math (trade
secret: most of psychology is statistics), but eventually psychologists determined that
those adjectives fell into 16 categories, which with even more math got refined into a
basic five. Whether the 16-factor model or the 5-factor one is more accurate is still
being debated by academic psychologists today.
The Big Five traits provide "an OCEAN of possibility", though we can use a
different acronym if that one doesn't float your CANOE. The “Big-Five” traits are:
On the other side of the coin are introverts. These people have less
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exuberance and energy than extraverts. They are less involved in social
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These five traits feature prominently in tests or inventories and they have come
to be known as the FFM, or the five-factor model, a robust model of personality.
Although the Big Five dominate the personality literature, there are various other traits
that warrant consideration and measurement, such as self-confidence, ambition,
perfectionism, dominance, rigidity, persistence and impulsivity.
Some personality traits can be inherited. For example, studies have shown that
identical twins that have the same genes show more traits that are similar than non-
identical twins. Traits, of course, also evolve through life experiences and deliberate
developmental exercises such as coaching.
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Values are basic and fundamental beliefs that guide or motivate attitudes or
actions. They help us to determine what is important to us. Values describe the
personal qualities we choose to embody to guide our actions; the sort of person
we want to be; the manner in which we treat ourselves and others, and our
interaction with the world around us. They provide the general guidelines for
conduct.
Values in a narrow sense is that which is good, desirable, or worthwhile. Values
are the motive behind purposeful action. They are the ends to which we act and
come in many forms. Personal values are personal beliefs about right and wrong
and may or may not be considered moral. Cultural values are values accepted by
religions or societies and reflect what is important in each context.
Values are essential to ethics. Ethics is concerned with human actions, and the
choice of those actions. Ethics evaluates those actions, and the values that
underlie them. It determines which values should be pursued, and which
shouldn't.
Value specifies a relationship between a person and a goal. It is relational in the
sense that what one person values may not be what another person values even
in the same situation. For example, a person who values honesty might blow the
whistle on financial wrongdoing by a superior whereas another person who
values loyalty may remain silent. This is an example of values conflict. The
honest person may believe there are limits to loyalty and keeping quiet about a
wrongful act out of loyalty might harm others. The loyal person may believe in the
importance of keeping one’s confidence even if it might harm others because of
the trusting relationship.
From a virtue perspective, it is most important to distinguish intrinsic from
extrinsic value. Intrinsic value is something that has value in its own right, such
as honesty and kindness, whereas extrinsic value is doing something for another
reason (i.e., wealth and fame).
Values are beliefs that people have about what is important or worthwhile to
them. Values influence behavior because people seek more of what they value.
If they can get more net value by behaving in certain ways, they will. Values
therefore can be seen as the guideposts for behavior. Some people value their
autonomy very highly, some value social interaction, some value the opportunity
to be creative, some value work-life balance, and so on. Values may change
with life stages and according to the extent to which a particular value has
already been realized. For example, a new graduate strapped by student loans
may value a high starting salary. That same person 30 years later may well pass
up a high-paying job for one that paid less, but allowed him to live close to his
grandchildren or somewhere with greater access to recreational activities.
An individual’s values are in large part derived from the social environment in
which he or she lives. In Western democracies, life, liberty and the pursuit of
happiness are some of the things we value. Other societies value order,
harmony, non-violence and equality. If we are brought up with strong religious
traditions, some of us develop values based on the teachings of those religions.
Similarly, our value frameworks may be influenced by our home life, fraternal
societies we join, experiences obtaining an education, the companies we work
for, our friends, and many other social influences.
responsibility. Such moral values may be strongly or weakly held and influence
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behavior accordingly.
Virtues
From the time of the ancient Greeks, philosophers have defined certain clusters
of traits, values and behaviors as “good,” and referred to them as virtues.
Virtues are like behavioral habits – something that is exhibited fairly
consistently. For example, Aristotle wrote that: “We are what we repeatedly do.
Excellence, then, is not an act, but a habit.”
6. Character Development
Individuals can develop their own character strengths, leaders can help
followers develop their character, and organizations can and should enable
character development to take place.
examine habitual behaviors and consider whether there may not be better ways
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of leading than the ones that have worked, more or less, for you in the past.
The question is not really why character matters, but why it does not get the
attention and respect it warrants. For character to find the spotlight it deserves,
leaders need to illuminate it. We can see some light shed in organizational
statements of values and leadership competencies, but the practice is not
widespread. We believe organizations should move beyond statements of
organizational values to anchor leadership development in profiles that define
what makes a leader good, in addition to defining what good leaders do and
how they can lead better.
Character is not something that you have or don’t have. All of us have
character, but the key is the depth of development of each facet of character
that enables us to lead in a holistic way. Character is not a light switch that can
be turned on and off. There are degrees, and every situation presents a
different experience and opportunity to learn and deepen character. In
particular, and for better or for worse, character comes to the fore when
managing a crisis. No one is perfect when it comes to character, and given that
its development is a lifelong journey, we will rise to the occasion in some
situations and disappoint ourselves and those around us in others.
ACTIVITY OUTPUT
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Traits
Values
Virtues
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Choices
Universalism Spiritual respect Self-discipline
Respectfulness Humility Benevolence
Fairness Transformation Integrity
Cooperation Competence Honesty
Compassion Wisdom Selflessness
10. It is usually comes down to applying the same rules, standards and
criteria in similar situations.
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1. Universalism
a. Respectfulness
b. Fairness
Fairness usually comes down to applying the same rules, standards and
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c. Cooperation
d. Compassion
e. Spiritual respect
Spiritual respect is not earned in the sense of what you know or what you
achieve on your life path journey. It does not come from judgment, expectation,
the need for control, the need to be right, negative emotions like jealousy or
worry about what other people think, rationalization, attitudes or feelings on
what you want or think "respect" should be. It is not used for personal gain, ego
or power.
Spiritual respect is a God-given right held by all living things that should be
honored, esteemed and regarded by everyone at all times. It is not demanding.
It does not encompass judgment from human mores and values. It is the
awareness of seeing beyond human limitations and conditions to the positive
life force in every living thing.
f. Humility
Humility is in fact, one of the most powerful and important attributes of growth.
Being humble helps to build trust and facilitates learning, which are key aspects
of leadership and personal development.
Humility is the feeling or attitude that you have no special importance that
makes you better than others or having a lack of pride. At first glance, humility
seems like a negative quality, almost like a sign of weakness rather than a
strength. In reality, humility is a type of modesty that will get you very far in your
life as a person, a contender, and a leader. Let’s look at it another way. A
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b. Passion
c. Wisdom
Wisdom is the ability to draw on one’s knowledge and experience to make well-
formed judgments. It also involves the use of one’s power and personal
authority to implement an effective course of action.
d. Competence
e. Self-discipline
3. Benevolence
a. Loyalty
b. Selflessness
c. Integrity
The word integrity comes from the Latin word ‘integritas’, meaning wholeness,
coherence, rightness, or purity. Integrity has been defined as consistency
between word and deed or “the perceived degree of congruence between the
values expressed by words and those expressed through action.”
d. Honesty
Successful leaders are open and honest with others, but they also understand
that maintaining trust requires them to exercise discretion in how they use and
disclose information. They take care to avoid violating confidences and do not
carelessly divulge potentially harmful information.
If leaders make bad decisions, those actions paralyze the organization, its
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members, and damage the public and society in many cases. If bad leaders are not
Leaders who manifest courage (setting a long-term direction and taking people
along without fear) with passion (energy and enthusiasm) are more often associated
with outcomes that have external as well as internal benefits, and are typical of
character-led organizations.
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Name: Date:
Subject: Section:
Underlying
Dimensions of Summary Concept
Leadership
Universalism
Transformation
Benevolence
1.
2.
3.
4.
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5.
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INSTRUCTION: Select the correct answer for each of the following questions.
Select only one answer for each item by writing the answer before the number
item.
True or False
4. Virtuous leaders are influenced by their traits and values but they
balance and integrate them in ways that are appropriate to the situations
in which they operate.
6. Law Enforcement Officers who has the ability to decide the correct
action to take when rules and policy are not present is a manifestation of
prudence.
3. Collaboration enables teamwork
10. Judgment allows leaders to balance and integrate these virtues in ways that
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But if you consider what may happen when leaders lack these virtues, the
effects become more obvious.
make, and cannot get others to do so. They blame others for poor outcomes
10. Without Transcendence leaders’ goals become narrow and they fail to elevate
discussions to higher-order goals. They don’t see the bigger picture and hence
their decisions may reflect opportunism only. They don’t think outside the box
or encourage others to do so.
Aristotle was clear in stating that virtues become vices in their excess or
deficiency. Courage in its excess is recklessness while in its deficiency it is
cowardice. Collaboration in excess, ungoverned by judgment as to when it will
result in benefits, leads to numerous unproductive meetings and organizational
inefficiency. But without it, teamwork is difficult or impossible.
Too much humility may lead followers to question the leader’s toughness,
resulting in a lack of confidence. But without it, leaders make ill-advised
decisions and are unable to learn. Transcendence in excess can result in
leaders becoming vacuous visionaries, unable to focus on the here and now
and the more mundane decisions that need to be made. But without
transcendence, leaders focus on narrow, short-term goals.
Virtuous leaders are influenced by their traits and values but they balance and
integrate them in ways that are appropriate to the situations in which they
operate. For example, while leaders may be transparent by nature, they are
able to keep a confidence or secret when it is appropriate to do so. While they
may be courageous, they will understand which battles to fight and which to
avoid.
C.
Virtue ethics has its historical background in ancient Greece and was
primarily developed by Aristotle. For the purposes of law enforcement, the
major foundation in virtue ethics is the idea that if you are a good person,
you will do good things, and to be good, you must do good (Pollock, 2007).
1. Are courageous. Officers who are willing to put themselves in harm’s way, in
order to enforce the law, to protect people and property and to prevent crime.
The virtues listed above are attractive to law enforcement agencies, and
people who demonstrate these virtues are those who law enforcement
agencies and all other branches of public service want.
Vichio suggests a list of core virtues that law enforcement personnel should
possess (Fitch, 2014). They include:
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1. Prudence. Officers with the ability to decide the correct action to take when
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The Center for American and International Law identifies what they term the
Six Pillars of Character. They created these pillars with the assistance of 30
national leaders and ethicists. The six pillars that they identified as being the
most important characteristics of an ethical police officer are:
5. Caring. Showing concern for others. Showing consideration for decisions that
affect others.
virtuous manner.
ACTIVITY OUTPUT
Name: Date:
Subject: Section:
a. Law Enforcement
b. Prosecution
c. Court
d. Corrections
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e. Community / Barangay
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INSTRUCTION: Select the correct answer for each of the following questions. Mark
only one answer for each item by encircling the letter corresponding to the letter of
your choice.
b. Situational d. Transformational
Effective leadership isn’t about doing big things; it is about doing small things
that have a huge impact on organizational performance. It's about doing those small
things consistently until they eventually become instinctive and natural in your
everyday behavior.
Think about it this way: what if you wanted to learn how to play a musical
instrument? There are basic fundamentals that you will need to learn before you apply
anything more advanced. The same lesson can be applied in leadership – get the
fundamentals right first and the rest will follow.
Sure, sometimes the starting point is different, or one of the six areas requires
more heavy lifting than another, or the sequence of activities varies. And yes, leaders
go about these practices in different ways depending on their personalities and their
situations. But the same handful of practices are always present.
1. HUMILITY
When you’re at the top and everyone is looking up to you for guidance it
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can be easy to think that leadership is about you. But that’s a deceptive
and destructive way of thinking.
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2. COMMUNICATION
3. TRUST
Trust is vital to leadership and it isn’t something that just happens. You have
to earn people’s trust, and to practice the skills that will help you to do this–
communicating clearly, listening to others, setting and living up to clear
expectations.
But trust is a two-way thing. If you don’t show others that you trust them then
you reduce their ability to do their best work and you prevent them from ever
fully trusting you. So you also have to learn to trust others, and to act on that
trust. Don’t try to control the details. Recognize that solutions other than your
own may be good enough or even better than what you came up with. Let
others do their best without you peering over their shoulders. In the end you’ll
all get more done.
4. INNOVATION
It’s easy to get stuck in familiar patterns. After all, following the same routine
is easy and it feels safe. But anyone can follow a routine. A leader needs to
innovate and to show others how this is done, or the whole organization will
slip into complacency and stagnate.
Practice trying new things and developing new ideas. Apply skills from
outside of your field. Develop new thinking habits. Train your brain to
innovate.
More specifically, leaders share similar goals and standards to abide by. Here
are four ways that good leaders achieve success:
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Leaders do not exist to order their workers around. While they oversee their
team, a true leader takes initiative and trusts their employees to perform
efficiently and independently.
"Leaders are coaches with a passion for developing people, not players," said
Randy Stocklin, co-founder and CEO of One Click Ventures. "They get
satisfaction from achieving objects through others. Leaders inspire people
through a shared vision and create an environment where people feel valued
and fulfilled."
When a company has a positive culture, employees are more motivated and
confident in their work. It's through supportive leaders that a company finds the most
success. According to Richard Kissane, executive chairman of Premium Franchise
Brands, leaders are responsible for setting the tone for their team and organization.
"A leader places the people around him or her in a position that sets them up
for success," said Andor Kovacs, "This is a difficult task, because a leader must
have an in-depth understanding of each individual, such as understanding their
career goals and knowing what motivates them. By being committed to helping
each person achieve their own personal goals, the leader sets the organization
up for greatness."
This translates to providing tools that workers need to succeed, offering praise
when things go right and taking responsibility when things go wrong, said Jordan
French,
Businesses face ups and downs. Without someone to take the reins and push
forward in optimism, the company will likely be unsuccessful.
"A good leader can hold his or her emotions in check, especially in tough
situations," said David Moore, Regardless, it's important for leaders to guide a
team through challenging times, encouraging them and remaining positive
along the way. Team morale is heavily contingent upon a leader's attitude."
This is done without pride standing in the way. While no one likes to admit
defeat, sometimes it's inevitable. Good leaders recognize that.
"Leadership is the ability to see a problem and be the solution," said Andrea
Walker-Leidy, owner of Walker Publicity Consulting. "So many people are willing to
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talk about problems or can even empathize, but not many can see the problem or
Leaders can't, and shouldn't, stand alone. A company doesn't need just one
influential individual. Leaders should want to develop more leaders from the
get-go.
"Great leaders also hire and inspire other great leaders, whom they trust to
carry out the company mission and instill a sense of purpose that touches each
and every staff member," added Tom Villante,
Whether you are leading a small group or a large organization, the leadership
style you implement can greatly impact the effectiveness of your efforts.
Although there are several types of leadership, the most effective one depends
on you and your team
"Effective leaders demonstrate the political will to make tough decisions and
are accountable enough to follow through on promises," Lindor told Business
News Daily. "Transparent communication styles also make leaders effective."
There are nine different leadership styles, and the type you use to direct your
team can greatly impact the success of your organization.
Each leadership style has its strengths, although some styles – like
transformational, democratic and situational leadership – are commonly seen
as more desirable.
There are several different leadership styles that can be unique to each
individual; however, experts agree that most leaders fit into at least one of
these nine different leadership styles. When you analyze which leadership style
you use, Lindor said, keep in mind that there are no right or wrong styles.
"It's all about pairing leadership styles with the right organizational fit, market,
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timing and needs in a way that drives successful outcomes," said Lindor.
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Leadership Style
2. Bureaucratic leadership
Although not as strict as autocratic leaders, bureaucratic leaders also tend to
strictly enforce regulations and statuses in the hierarchy. This leadership style
can be effective in healthcare and safety environments.
3. Charismatic leadership
Charismatic leaders have an infectious presence that motivates their team to
follow their lead. Their likability helps them and their teams achieve success in
business. This leadership style can be effective in high-energy work
environments that need a lot of positive morale.
4. Democratic leadership
Unlike autocratic or bureaucratic leaders, a democratic leader often welcomes
subordinate participation in decision-making. This leadership style is often
admired and can be effective in creative work environments that don't require
quick decisions.
5. Laissez-faire leadership
Laissez-faire leaders have a hands-off approach and let their employees
assume responsibility in the decision-making process, although they must
still set employee expectations and monitor performance. This leadership style
can be effective when working with highly experienced and confident
employees.
6. Servant leadership
Servant leaders share power and decision-making with their subordinates and
often direct the organization based on the interests of the team. This leadership
style can be effective for humanitarian organizations, nonprofits, and teams that
need to create diversity, inclusion, and morale.
7. Situational leadership
Situational leaders can implement a range of leadership types and modify their
style based on the needs of their employees and the environment. Because of
its versatility, this type of leadership can be effective in most organizations.
8. Transactional leadership
A transactional leader uses a reward/consequence system to motivate
employees to achieve success and discourage them from failure. This
leadership style can be effective for teams who are motivated by rewards.
9. Transformational leadership
Similar to charismatic leaders, transformational leaders use their inspiring
energy and personality to create an infectious workplace. This type is often
more effective than charismatic leadership, as it also motivates teams to build
confidence and accountability. It can be effective in organizations that have
intellectual team members who thrive in interactive environments.
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"The leadership styles that I most admire are transformational, which is about
articulating an inspiring vision and helping people reinvent themselves and their
company; servant leadership, which is all about taking care of your clients, employees
and the general community; and situational leadership, which is all about creating an
agile way of leading and thinking depending on the needs of the organization or
marketplace," said Lindor.
"It's important to know what type of leader you are (or are not) in order to show
up effectively in an organization," Lindor said. "Knowing your leadership style
also helps you decide which organizations might be a better cultural fit."
Norah Nicholls, principal at Deloitte Tax LLP, said a good understanding of your
leadership style can help you communicate with your team more effectively.
"It's important that you maintain transparency about what you're focused on as
a leader, and to help create alignment around your vision and objectives," she
said. "It's important to create a culture where people understand the strengths
that they collectively bring to the team."
Nicholls said that effective leaders are able to set a vision, align people to that
vision and show them how they can achieve that vision together. However, you
must play to the strengths of your leadership style to achieve that goal. "If you
can better understand your leadership strengths and harness them, you will
continue to grow and succeed." 34
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Name: Date:
Subject: Section:
Autocratic
Leadership
Bureaucratic
Leadership
Charismatic
Leadership
Democratic
Leadership
35
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Servant Leadership
Situational
Leadership
Transactional
Leadership
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References
Johannesburg
Psychologist.
McCrae R. R., John O. P.; John (1992). "An introduction to the Five-Factor Model and
R.D. Braine. R.D. (2010). Leadership, Character and its Development: A Qualitative
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Johannesburg
https://www.leadersedgeinc.com/workshops/fundamentals-of-leadership
https://www.fastcompany.com/3035627/mastering-the-4-fundamentals-of-effective-
leadership#:~:text=3.-,Trust,is%20a%20two%2Dway%20thing.
https://www.simplypsychology.org/big-five personality.html#:~:text=The%20Big
%20Five%20personality%20traits%20are%20extraversion%20(also%20often
%20spelled,Each%20trait%20represents%20a%20continuum.
https://tvtropes.org/pmwiki/pmwiki.php/UsefulNotes/BigFivePersonalityTraits
importance administration
LEARNING PLAN
Course Outline Teaching Learning Activities
INSTRUCTION: Select the correct answer for each of the following questions. Mark
only one answer for each item by encircling the letter corresponding to the letter of
your choice.
1. Being humble and vulnerable with their team members will make a leader much
more relatable and effective. This qualities of a good leader refers to:
a. Humility c. Accountability
b. Empathy d. Integrity
2. An honest leader succeeds when they stick to their word, live by their core
values, led by example, and follow-through.
a. Humility c. Accountability
b. Empathy d. Integrity
3. True leaders give credit where credit is due, and take responsibility for blame
when necessary.
a. Humility c. Accountability
b. Empathy d. Integrity
4. A true leader has enough open-mindedness to understand their followers’
motivations, hopes, dreams, and problems so that they can forge a deep
personal connection with them.
a. Humility c. Accountability
b. Empathy d. Integrity
5. Great leaders with positive attitudes lead by example and rally their team no
matter the circumstances.
a. Resilience c. Influence
b. Vision d. Positivity
6. Leaders inspire their team not based on their own goals or outcomes, but on
their exhibited behavior, life outlook, and attitude in any given situation.
a. Resilience c. Influence
b. Vision d. Positivity
7. A great leader clearly sets the organizational direction and exercises keen
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decisiveness.
a. Resilience c. Delegation
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b. Vision d. Positivity
Learning how to be a good leader can greatly impact the success of your team,
your organization and yourself.
Anyone can sit in a corner office and delegate tasks, but there is more to
effective leadership than that. Effective leaders have major impacts on not only the
team members they manage, but also their company as a whole. Employees who
work under great leaders tend to be happier, more productive and more connected to
their organization – and this has a ripple effect that reaches your business's bottom
line.
Brownlee added that great leaders are able to customize their interactions and
communication styles to suit each situation and team member, based on
individual preferences. "This means they take the time to figure out which
communication mode is preferred by each team member – e.g., are they a text
person, email, phone, or face-to-face? They're also great listeners and are
authentically interested in other people."
Displaying active communication skills and transparency can build trust among
your team and improve overall morale. Ruslan Fazlyev, CEO and founder of e-
commerce solutions provider Ecwid, said that in all your communications, it's
important to be genuine above all else.
"There are many leadership styles; there's no right and wrong," he said. "But
there's genuine, and there's fake. There's no following to fake leadership."
Patoliya said that successful leaders allow their teams to develop autonomy
and add value according to their own personal strengths. "Being able to
recognize the strengths of individuals within their team, and allowing them to be
responsible and accountable, not only increases employees' confidence in
themselves and their leader, but also increases their performance."
leaders should set aside a budget, if only a small one, to dedicate to the growth
of their employees.
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When leaders believe in their employees and give them the opportunity to learn
and grow, they might be surprised how much they can accomplish. Don't be
afraid to delegate tasks and encourage freedom and creativity.
As much as leaders wish their team's day-to-day operations could run smoothly
all the time, they're bound to run into the occasional obstacle. Whether it's a
minor miscommunication or a major error, the way you handle a negative
situation says a lot about your leadership skills.
In his research, Mann has found that after individuals point out things they're
happy with in a problematic situation, they don't feel so strongly about the
problem and are better able to think clearly and solve it. The same is true when
a leader needs to improve their strategy. If you or a team member notices a
particular course of action you've taken that just isn't working, figure out some
things you've done in the past that have worked.
Patoliya added that focusing on solutions, rather than problems, can help your
team maintain positive engagement. "A positive environment is more likely to
create a more engaged and productive workforce. By displaying enthusiasm
and confidence, a good leader will see the impact that they can have in their
working environment."
An effective leader knows how to show others what is required, rather than
simply telling them. Luke Iorio, president and CEO of the Institute for
Professional Excellence in Coaching (iPEC), said leaders should coach their
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Amish Shah, president of ALTR Created Diamonds, said that good leaders will
also explain the company vision and how team member goals fit into that
equation.
"For a leader to motivate and inspire, they need to keep their team in the know
about their vision," he said. "This helps employees understand the end result
they're working towards as a unit. When goals are clearly set, everyone can
track progress and identify achievements in a tangible manner."
Ohlrich also stressed the importance of explaining how these goals impact the
organization as a whole. She said that, regardless of seniority level, every
employee should be able to articulate how the work they do supports the
success of the company.
Don't let team member goals go static. Periodically revisit goals to modify or
rearrange them as needed. This will let your team members know that you are
present and aware of what they are working on.
"If you're not direct, people won't know what you truly think about them and
their work, and they will never be able to improve," Du Val said. "If you don't
know the precise direction your company is headed, no matter how much
you've communicated to your employees and leadership team regarding their
individual performance, they will flounder when it comes to making decisions
and taking actions. Once those basic principles are in place, deadlines, regular
product plans, performance reviews, structure and processes can easily be put
into place."
In addition to providing constructive feedback and performance reviews,
highlight employee accomplishments. If a team member does something great,
let them know. Celebrate their wins and thank them for their hard work.
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Your team members aren't the only ones who can benefit from honest
feedback. A true self-assessment of your leadership can be difficult, so
mentors, fellow professionals and even your own staff are invaluable in
evaluating your effectiveness. According to St. Marie, talking to friends and
peers can give you necessary perspective on your leadership style and
approach.
Leadership coaching can also help you discover areas where you need
improvement. A professional who helps you develop a plan to achieve your
leadership goals can be more motivational than books and seminars alone.
"Coaching allows leaders to make the connection and apply [changes] in a real-
life setting," Iorio said. "You need time to integrate, process and reflect, and
unless you go through those steps, you won't have sustainable change."
Fazlyev agreed, noting that your team can give you critical insight into what's
working, what's not working and what obstructions you must overcome to
achieve success.
Good leaders have the emotional intelligence to understand and accept that
change is inevitable. Instead of trying to maintain a status quo just for the sake
of consistency, embrace change and innovation. Be open to new ideas and
alternative ways of thinking. Everyone brings a unique perspective to the table,
and that is something to take advantage of, not discourage.
"When you're open to hearing the thoughts of the talent around you is when
you truly embrace every possibility and potential," said Shah. "See things
through till the end. Understand that there will be errors along the way, but if
something doesn't work, try to figure out why and how before scrapping it."
St. Marie advised leaders to really ask themselves why they want to lead. "I
look at leadership as an honor and a vocation. If, in your heart, you feel
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leadership is your destiny and how you'll make a difference in this world, then
you are certainly starting from the right place."
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Remember that being a good leader takes time. Although some individuals are
naturally inclined to have good leadership skills, it is something anyone can learn and
improve upon. With hard work, dedication and strategic planning, you can lead your
team to success.
The four styles of leadership are: direct, coach, support and delegate. While
these ‘styles’ may not mean much to you right now, they will at the end of this
post – and they will certainly mean a lot to you when you enter into a leadership
role.
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1. Directing
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The ‘directing’ style would not be useful when managing a direct team, as it
would hinder growth and prevent the development of an inspiring team culture.
2. Coaching
Leaders are visionaries; they build a vision, and direct their team to achieve the
vision. However, in order to successfully direct their team and accomplish the
objective, they first need to sell their idea and vision to all those involved in
bringing it to fruition. This is not only done to effectively communicate the
objectives, but to also excite, motivate and get team members believing
wholeheartedly in the endeavour.
The ‘selling’ style is useful when: you, as the leader, are introducing a ‘new’ or
refined vision. Although the vision was not formed by the team members; you
need their buy-in to ensure they’re motivated to perform, and achieve the end
goal.
This style is best used when the team is made up of individual contributors that
are full-time employees.
3. Supporting
The ‘collaborative’ style is useful when: a task needs to be carried out but does
not need the initial involvement of the leader until a decision needs to be made.
For example: when one of your team members are hiring an employee – they
have full control over the recruitment process (interviewing/screening etc), but
you as the leader have the final say, based on their input, ideas or suggestions.
The ‘collaborative’ leadership style is best used when leading a team of
managers or directors; otherwise a team of individual contributors.
4. Delegating
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The ‘delegating’ leadership style is useful when: you fully trust the decision-
making abilities of the individual or group.
This style is usually used by CEO’s, who fully trust the capabilities of their
directors or managers, due to their experience and emotional maturity. The
‘delegating’ leadership style is hardly ever used in teams made up of junior or
mid-level staff, unless the decision is incredibly low-risk.
Whether running your own business or leading teams in an office setting, the
best leaders require a strong set of leadership qualities to help positively
interact with their employees, team members, and clients.
Behavioral theories suggest that leadership skills aren’t ingrained and can be
taught – people can obtain leadership qualities through teaching and learning
these skills over time.
Irrespective of how you define the word leadership, you can’t deny that certain
individuals can greatly impact the lives of others based on their experience and
insights.
While we’re all living different timelines on the journey of life, we look to leaders
for guidance and advice.
While some leaders seem like they were naturally born that way, leadership
skills can be learned. It doesn’t matter if you haven’t led before. There are
certain characteristics, traits, and skills that ultimately build the most effective
leaders.
Learn these and you can change the lives of others. Here are the most
important leadership qualities and skills to look for in a great leader.
1. Communication.
2. Integrity.
C.S. Lewis said “Integrity is doing the right thing, even when no one is
watching.” Without integrity, no real success if possible. You can’t expect your
followers to be honest when you lack integrity yourself.
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An honest leader succeeds when they stick to their word, live by their core
values, led by example, and follow-through.
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3. Accountability.
True leaders give credit where credit is due, and take responsibility for blame
when necessary. Being accountable and leading by example is one of the
quickest ways a leader can build trust with their team.
4. Empathy.
Understanding where people are coming from helps facilitate a more human
environment where team members are more productive and leaders thrive. For
example, if an employee is consistently 15 minutes late, good leaders won’t
impute blame on them right away and even better leaders will solve
the why questions. Why are they late? Maybe they’re dealing with a personal
struggle at home, health issues, or car troubles. Real leaders are empathetic
with their teams and deeply understand their motivations. After all, what’s more
important to human communication than understanding others?
5. Humility.
of their team. As Thomas Merton said, “Pride makes us artificial and humility
makes us real.”
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6. Resilience.
The true grit of a leader is not how they perform during good times, but how
they roll up their sleeves and produce when times get difficult.
Great leaders with positive attitudes lead by example and rally their team no
matter the circumstances. It’s this inherent positivity that helps react to
situations with a calm, collected manner and focus on solutions rather than on
problems. Resilience is a leadership trait that comes with experience.
7. Vision.
Jack Welch said, “Good business leaders create a vision, articulate the vision,
passionately own the vision, and relentlessly drive it to completion.”
Additionally, John C. Maxwell stated, “people buy into the leader before they
buy into the vision.”
8. Influence.
Some leaders believe that when they attain a certain level of leadership status,
respect will automatically be given to them. This is not the case. Leadership
and influence are not interchangeable and respect has to be earned, not given.
Here are some things that leaders can do to increase their influence:
9. Positivity.
Leaders inspire their team not based on their own goals or outcomes, but on
their exhibited behavior, life outlook, and attitude in any given situation.
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This comes down to positivity. Even the calmest workplaces can get stressful at
times – it’s more important how leaders react to this stress with a positive
outlook rather than get flustered and place blame.
10. Delegation.
This requires leaders to shape others’ thoughts and ideas toward a common
goal. They give their team everything they need to be successful and get out of
the way, not directing their path, but setting clear expectations and explaining
where the finish line is.
They aren’t scared of their subordinates’ successes and don’t feel threatened
by them. One of the most important leadership qualities of good leadership is
delegating tasks and elevating their team. Through this delegation and
elevation teams shine, as they are able to contribute in the most meaningful
way.
11. Confidence.
To be an effective leader, you need to roll up your sleeves and take charge.
This includes being confident enough to lead, knowing that your plans and
vision are not only viable for the team but the absolute best decision possible.
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If you lack confidence in a leadership role, people will spot that quickly. “Make it
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’til you make it,” they say about confidence – and that is 100% true. The more
True leaders are the ones that don’t just talk about problems but come up with
their own solutions fearlessly.
The trait theory of leadership is an early assumption that leaders are born and
due to this belief, those that possess the correct qualities and traits are better
suited to leadership. This theory often identifies behavioral characteristics that
are common in leaders.
Trait theory of leadership is one of the first academic theories of leadership and
attempts to answer why some people are good leaders and others are not.
In fact the theory can be traced back to the nineteenth century, whereby a man
called Thomas Carlyle used such understanding to identify the talents, skills
and characteristics of men who rose to power.
The resulting lists of traits are then compared to those of potential leaders to
assess their likelihood of success or failure. Once found, the theory is that
these natural leaders can then be nurtured to become great leaders.
Leadership Traits
2. Initiative
3. Tenacity
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4. Energy
Traditionally, the most ardent versions of trait theory see these “leadership
characteristics” as innate, and as such, some people are seen to be ‘born
leaders’, due to their psychological makeup.
Proponents to this theory, which is now considered largely out of date, believe
that leadership development consists of identifying and measuring leadership
qualities, screening potential leaders from non-leaders, and then training those
with potential.
E. Ethical Leadership
Ethical leadership is knowing your core values and having the courage to live
them in all parts of your life in service of the common good.” In our experience,
ethical leadership involves leading in a manner that respects the rights and
dignity of others; a concept that is at times in direct conflict with more traditional
models of leadership.
Good leadership then, refers not only to competence, but to ethics that
transform organizations and people’s lives.
Ethical leadership requires ethical leaders. If leaders are ethical, they can
ensure that ethical practices are carried out throughout the organization.
Leaders are naturally in a position of power both on and off the job, so ethical
leadership must focus on how leaders leverage this power in the decisions they
make, actions they engage in and ways they influence others.
The nurturing aspect of leadership can also raise an organization’s culture and
employee’s values to higher levels of ethical behavior. By demonstrating ethical
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This modeling serves as a guide and motivator for others to put the needs and
interests of the group ahead of their own. Such engagement creates an
intellectual and emotional commitment between leaders and their followers that
makes both parties equally responsible in the pursuit of common goals.
1. Be the Example
3. Communicate
team, but also allow for open conversation, as some people may have
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Nurturing the relationships at each of these levels can lead to the following
outcomes and benefits:
The 4-V model helps align the internal beliefs and values with the external
behaviors and actions for the purpose of the common good.
The four V’s stand for Values, Vision, Voice and Virtue, the characteristics that
help create a strong ethical leader. In the end, the main goal of an ethical
leader is to create a world in which the future is positive, inclusive and allows
the potential for all individuals to pursue and fulfill their needs and meet their
highest potential.
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Leadership as a framework that aligns leaders’ internal beliefs and values with
The model was created and based on research by Center founder Dr. Bill
Grace. A quick overview of the 4-V Model is as follows:
2. Vision – Ethical leadership requires the ability to frame our actions within a
picture of “what ought to be” – particularly in the area of service to others.
4. Virtue – Ethical leaders strive to do what is right and good. They practice
virtuous behavior by asking “How are my values, vision and voice in
alignment with and supporting the common good?”
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Name: Date:
Subject: Section:
Case Analysis
Instructions.
Use the link and log-on to YouTube. Watch the video-clip/full movie of Crimson Tide
1995 by Anthony David Leighton Scott. Apply how the Leadership- Ethics and Values
shows in the scene . Follow the format in constructing the Case Analysis.
Link: https://www.youtube.com/watch?v=IuzcVYAQOXU
I. Introduction
II. Findings
III. Illustrates and justify the different leadership styles of a good and ethical
leaders
IV. Conclusions
V. Recommendations
Note:
Use APA format.
Use Separate Page
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INSTRUCTION: Select the correct answer for each of the following questions. Mark
only one answer for each item by encircling the letter corresponding to the letter of
your choice.
1. This can be regarded as a problem-solving activity yielding a solution deemed
to be optimal, or at least satisfactory.
a. Decision-making c. Problem Solutions
b. Problem Solving d. Either b or c
2. In its simplest sense, it is the act of choosing between two or more courses of
action.
a. Alternatives c. Decision-making
b. Best Option d. All of the above
3. This model is derived from economic theory and utilitarianism. The core
concept of the theory is based on the idea of “Economic man” who takes all
sorts of decision on the basis of rationality and utility.
a. Rational Act Model c. Bureaucratic Organization Model
b. Incremental Model d. Belief System Model
4. Some scholars are of opinion that in the arena of decision-making beliefs or
ideologies have a very important influence.
a. Rational Act Model c. Bureaucratic Organization Model
b. Incremental Model d. Belief System Model
5. In all political systems this model play a crucial role in the various stages of the
formulation of decision.
a. Rational Act Model c. Bureaucratic Organization Model
b. Incremental Model d. Belief System Model
6. For a perfect and bold decision it is necessary that facts and information must
be correct and impartial. But in practice this situation hardly prevails.
a. Rational Act Model c. Bureaucratic Organization Model
b. Incremental Model d. Belief System Model
7. This decision-making is accountable for their acts and performance.
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Human performance has been the subject of active research from several
perspectives:
Characteristics of decision-making
B. Effective Decision-making
If you do not have enough information, it can feel like you are making a decision
without any basis.
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Take some time to gather the necessary data to inform your decision, even if
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The opposite problem, but one that is seen surprisingly often: having so much
conflicting information that it is impossible to see ‘the wood for the trees’.
Making decisions by committee is difficult. Everyone has their own views, and
their own values. And while it’s important to know what these views are, and
why and how they are important, it may be essential for one person to take
responsibility for making a decision. Sometimes, any decision is better than
none.
3. Vested Interests
It can also help to explore the rational/intuitive aspects with all stakeholders,
usually with an external facilitator to support the process.
4. Emotional Attachments
People are often very attached to the status quo. Decisions tend to involve the
prospect of change, which many people find difficult.
5. No Emotional Attachment
Sometimes it’s difficult to make a decision because you just don’t care one way
or the other. In this case, a structured decision-making process can often help
by identifying some very real pros and cons of particular actions, that perhaps
you hadn’t thought about before.
depends on the nature of the decision to be made and how complex it is.
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To come up with a list of all the possible solutions and/or options available it is
usually appropriate to use a group (or individual) problem-solving process. This
process could include brainstorming or some other 'idea-generating' process.
2. Setting a Time Scale and Deciding Who is Responsible for the Decision
In deciding how much time to make available for the decision-making process,
it helps to consider the following:
that, if something does go wrong, it is possible to show that your decision was
reasonable in the circumstance and given the knowledge you held at the time.
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One key question is how much risk should be taken in making the decision?
Generally, the amount of risk an individual is willing to take depends on:
It is also useful to consider what the risk of the worst possible outcome
occurring might be, and to decide if the risk is acceptable. The choice can be
between going ‘all out for successes or taking a safe decision.
5. Deciding on Values
Everybody has their own unique set of values: what they believe to be
important. The decisions that you make will, ultimately, be based on your
values. That means that the decision that is right for you may not be right for
someone else.
One good way to do this is to use a 'balance sheet', weighing up the pros and
cons (benefits and costs) associated with that solution. Try to consider each
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aspect of the situation in turn, and identify both good and bad.
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Having listed the pros and cons, it may be possible to immediately decide
which option is best. However, it may also be useful to rate each of the pros
and cons on a simple 1 to 10 scale (with 10 - most important to 1 - least
important).
In scoring each of the pros and cons it helps to take into account how important
each item on the list is in meeting the agreed values. This balance sheet
approach allows this to be taken into account, and presents it in a clear and
straightforward manner.
For important decisions it is worth always keeping a record of the steps you
followed in the decision-making process. That way, if you are ever criticized for
making a bad decision you can justify your thoughts based on the information
and processes you used at the time. Furthermore, by keeping a record and
engaging with the decision-making process, you will be strengthening your
understanding of how it works, which can make future decisions easier to
manage.
C. Decision-making Process
You realize that you need to make a decision. Try to clearly define the nature of
the decision you must make. This first step is very important.
To make a decision, you must first identify the problem you need to solve or the
question you need to answer. Clearly define your decision. If you misidentify
the problem to solve, or if the problem you’ve chosen is too broad, you’ll knock
the decision train off the track before it even leaves the station.
If you need to achieve a specific goal from your decision, make it measurable
and timely so you know for certain that you met the goal at the end of the
process.
Collect some pertinent information before you make your decision: what
information is needed, the best sources of information, and how to get it.
This step involves both internal and external “work.” Some information is
internal: you’ll seek it through a process of self-assessment. Other information
is external: you’ll find it online, in books, from other people, and from other
sources.
Once you have identified your decision, it’s time to gather the information
relevant to that choice. Do an internal assessment, seeing where your
organization has succeeded and failed in areas related to your decision. Also,
seek information from external sources, including studies, market research,
and, in some cases, evaluation from paid consultants.
Beware: you can easily become bogged down by too much information—facts
and statistics that seem applicable to your situation might only complicate the
process.
As you collect information, you will probably identify several possible paths of
action, or alternatives. You can also use your imagination and additional
information to construct new alternatives. In this step, you will list all possible
and desirable alternatives.
Draw on your information and emotions to imagine what it would be like if you
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carried out each of the alternatives to the end. Evaluate whether the need
identified in Step 1 would be met or resolved through the use of each
CCJ 2020 Outcomes Based Module for Character Formation 2
alternative. As you go through this difficult internal process, you’ll begin to favor
certain alternatives: those that seem to have a higher potential for reaching
your goal. Finally, place the alternatives in a priority order, based upon your
own value system.
Once you have identified multiple alternatives, weigh the evidence for or
against said alternatives. See what companies have done in the past to
succeed in these areas, and take a good hard look at your own organization’s
wins and losses. Identify potential pitfalls for each of your alternatives, and
weigh those against the possible rewards.
Once you have weighed all the evidence, you are ready to select the alternative
that seems to be best one for you. You may even choose a combination of
alternatives. Your choice in Step 5 may very likely be the same or similar to the
alternative you placed at the top of your list at the end of Step 4.
Here is the part of the decision-making process where you, you know, make the
decision. Hopefully, you’ve identified and clarified what decision needs to be
made, gathered all relevant information, and developed and considered the
potential paths to take. You are perfectly prepared to choose.
You’re now ready to take some positive action by beginning to implement the
alternative you chose in Step 5.
Once you’ve made your decision, act on it! Develop a plan to make your
decision tangible and achievable. Develop a project plan related to your
decision, and then set the team loose on their tasks once the plan is in place.
In this final step, consider the results of your decision and evaluate whether or
not it has resolved the need you identified in Step 1. If the decision has not met
the identified need, you may want to repeat certain steps of the process to
make a new decision. For example, you might want to gather more detailed or
somewhat different information or explore additional alternatives.
If so, take note of what worked for future reference. If not, learn from your
mistakes as you begin the decision-making process again.
This definition has been offered by the author of an article published in Oxford
Concise Dictionary of Politics. The author emphasizes on the rationality of
individuals and at the same time how they should behave.
The point to note is that the nature and implementation of decision-making may
be different in both places but it remains that in every case the importance of
decision-making remains intact. To sum up, the decision-making means the
adoption and application of rational choice for the management of private,
business or governmental organisation in an efficient manner.
Kinds of Theories:
Considering all these some have divided the decision-making process into
several models and these may be stated in the following ways:
The basic idea of the rational actor model is derived from economic theory
and utilitarianism. The core concept of the theory is based on the idea of
“Economic man” who takes all sorts of decision on the basis of rationality
and utility.
process which thinks in his judgment rational and which will ensure
maximum utility. So rationality and utility are the two important criteria that
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(2) The objective of the policy is decided: The policy maker decides for
what purpose the policy is going to be made.
(4) It may be that all the means or materials could not be used and then
in that case the decision-maker selects only the relevant materials.
It is clear from the above analysis that the two criteria are active in the entire
process of decision-making—rationality and utility. Keeping these two
criteria in mind the policy-maker proceeds and proceeds very cautiously. He
does not leave anything to chance. He wants to maximize the utility from the
policy he is going to make.
Rational actor model may reasonably be compared with a well-known
concept of economics or business management, and it is cost-benefit
approach which denotes that when a businessman decides to adopt a policy
he will see first of all how much cost he will have to incur for the
implementation of the policy and then how much benefit he expects to
receive.
Policy-makers and politicians fall under this category because of the
accountability. They think that if the policy does not generate expected
benefits or results they are not supposed to implement or take any decision.
A decision must always be goal or benefit oriented. Borrowing from
economists the political scientists have applied the rational actor model in
political science for the purpose of making decision and it received forthwith
admiration from many corners.
2. Incremental Model:
They feel that policies are to be formulated in such a way that there will be
enough scope of review and change whenever required. This creates a
scope for a new model labelled as incrementalism.
Stated briefly, the model is: “Policy-making is therefore a continuous,
exploratory process, lacking overriding goals and clear cut ends, policy-
makers tend to operate within an existing pattern or framework adjusting
their position in the light of feedback in the form of information about the
impact of earlier decisions.”
What transpires from the above analysis is the decision maker adopts a
tendency of evasion. He wants to avoid or evade problem or uncertainty and
for that reason he decides to follow a policy of incrementalism. Policy is not
prepared once for all, rather it is made step by step and the decision-maker
proceeds stage by stage. In such an approach there is great importance of
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The policy-maker knows that a policy cannot be made once for all. Situation
and circumstances change very frequently and the policy maker must
We shall now deal with a model which was framed in the background of
Cuban Missile crisis in 1962 and the model was championed by Graham
Allison in 1971. We have already noted that the bureaucratic structure or the
political organisation of political system have positive influence on the policy
making processes.
It is believed that the large political and other organisations have their own
values, ideas and long cherished and well-guarded inclinations. All these
create definite impact upon the decision-making processes. Hence, while
decision is being made, the organisational process cannot be neglected.
In all political systems bureaucrats play a crucial role in the various stages
of the formulation of decision. The head of the state, Prime Minister, Foreign
Minister etc. have a role no doubt but the real and important role is generally
played by the bureaucrats. However, the structure and the extent of
influence of bureaucrats in all political systems are not identical everywhere.
The bureaucrats and related agencies have their own outlook, values and
assessment about incidents and when policy making process starts the top
government officers and allied agencies release their efforts to guide the
formulation of policies in the light they cherish. In fact, the liberal democratic
system state does not play an overriding role.
The state as state exists and it guides, but it is not the final voice on any
national and international issue, organisational structure and bureaucracy
are deciding factors. The exponents of the model believe that though the
ministers have a positive role in the policy-making process, the actual
function is performed by bureaucrats and it is held that during the Cuban
crisis this came to limelight. The heads of the states had a role but more
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Individual decision-making does not involve a group or even more than one
person. Individual decision-making is quick and generally cost-effective,
because it does not require gathering others and scheduling a meeting or
multiple meetings or sending a single email. Individuals have a tendency to
think and question before performing, which is fruitful in analysis and
forecasting of an individual’s behavior, says Prachi Juneja writing on
Management Study Guide.
ADVANTAGES:
1. More information:
A group is better equipped as far as information is concerned.
An individual cannot have all the information that is available to a group
as it consists of several individuals.
2. Diversity of views:
A group always has the advantage of varied views. This is because a group
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always has more than one member, and since every member is unique, there is
bound to be a variety in their views also.
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3. Greater acceptability:
The views expressed by a group have more acceptance than those from an
individual. This is because the decisions are not imposed, but are part of a
larger consensus (general agreement).
A group decision is automatically assumed to be more democratic, and the
decision of an individual can be perceived as being autocratic (dictatorial).
4. Expert opinions:
There may be some group decisions that require expert opinion. The group can
either include experts or can call them from outside to form a separate group to
take a decision on a particular issue.
5. Degree of involvement:
The members of a group feel involved with a given problem. This minimizes
their resistance. It strengthens an organisation and facilitates decision-making.
DISADVANTAGES:
1. Time-consuming:
A group involves several individuals. Getting them organised, planning and
coordinating their meetings, defining and explaining to them the purpose of a
meeting and the goals, and finally reaching a solution or arriving at a decision
can be quite cumbersome.
Making decisions in a group can, thus, be time-consuming. The time loss
involved in group dynamics cannot be ignored.
2. Lack of onus:
It is difficult to fix responsibility in a group. In an organisation, it is often
essential to fix responsibility before a problem can be solved. It is difficult to do
so if anything goes wrong with a decision made by a group.
3. Individual domination:
Quite often, discussions in a group are dominated by a few members. Although
a group discussion means a collective discussion, some people usually
manage to usurp (draw to them) a position of informal leadership owing to their
personality or style of participation.
This position can also be because of the position held within the organisation or
simply because of self-confidence generated by previous experiences.
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Sometimes only a few individuals dominate and the others fade away in a
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5. Expensive:
Group decision-making is quite expensive in terms of time, money, energy and
man-hours. There is also a theory which says that the larger a group gets, the
less is the individual contribution from each member.
6. Groupism:
The very word has negative connotations. Some members of a group may start
harbouring a feeling that they are different from the others. This actually leads
to informal groups within the larger formal group, which may generate negative
sentiments towards other groups or people outside the group.
11. Individual decisions are usually 11. Group decisions are usually
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Often, it feels like big decisions, primarily related to our careers, will either
make or break our future success. These Decision-making Styles may able
to guide you.
1. D ir ec tiv e Sty le De c is ion Ma k ing
If you are a directive style decision maker, you likely make decisions quickly
and have a "decide and move forward" mentality. You don't like dwelling in
possibility and prefer to take action.
To help you make decisions quickly, you tend to rely on case studies and
rules to tell you how to move forward. You think that "reinventing the wheel"
is a waste of time and that applies to your personal decisions as well.
Analytical style decision making describes people who feel comfortable with
ambiguity but are motivated to find the best or most comprehensive solution.
If you are an analytical style decision maker, you likely take a long time to
process big life decisions. Your comfort with ambiguity doesn't mean that you
are a risk-taker or would be likely to decide without knowing how it would
work out. That would stress you out a lot!
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Instead, your comfort with ambiguity means that you enjoy considering all
options before making a decision. You think of creative solutions and are
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Behavioral style decision making describes people who prefer structure and
stability and are motivated to maintain harmony.
If you are a behavioral style decision maker, your relationships are probably
the most important thing in your life. You are likely to put the needs and
opinions of family, friends, and colleagues above your own.
It may seem difficult to balance the desire for structure and other people's
thoughts and feelings, but behavioral style decision-makers accomplish this
by seeking input and gauging reactions from people in the decision-making
process.
They use the information they gather to come up with solutions that they
believe others will respond well to and typically ask for advice before moving
forward with a decision.
However, their weaknesses are not trusting themselves and difficulty dealing
with conflict. Behavioral style decision-makers can easily lose themselves in
the advice and opinions of others. They may be called "people pleasers."
Conflict is challenging for them to manage. To avoid it, they sometimes take
on unnecessary amounts of responsibility and stress.
Conceptual style decision making describes people who enjoy the ambiguity
of open-ended options and are motivated to make an impact on the world.
If you are a conceptual style decision maker, you likely day-dream often and
quickly come up with creative ideas when needed. You see how most things
connect and affect each other. You desire to come up with holistic solutions.
Your comfort in ambiguity helps you to think bigger, and feel more hopeful
that your ideas will work out, than people with other decision-making styles.
taking action on a decision, adequately planning for what a choice will involve
and follow-through.
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Analytical Decision Making They seek relevant information from their sources
and consider factual and detailed information
before taking any decision. Such managers are
careful decision makers as they have the ability to
adapt or cope with unique situations.
These conditions are based on the amount of knowledge the decision maker
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has regarding the final outcome of the decision. The manager's decision
1. Certainty
Decisions are made under conditions of certainty when the manager has
enough information to know the outcome of the decision before it is made.
The manager knows the available alternatives as well as the conditions and
consequences of those actions.
There is little ambiguity and hence relatively low possibility of making a bad
decision.
2. Risk
Decisions are taken in risk when the manager has some information leading to
the decision but does not know everything and is unsure or unaware of the
consequences.
Under conditions of risk, the manager may find it helpful to use probability
estimates. This is where the manager’s experience and/or intelligence is of
great help.
3. Uncertainty
Decisions are made under uncertainty when the probabilities of the results are
unknown.
There is no awareness of all the alternatives and also the outcomes, even for
the known alternatives.
Under such conditions managers need to make certain assumptions about the
situation in order to provide a reasonable framework for decision making.
Intuition, judgment, and experience always play a major role in the decision
making process under conditions of uncertainty.
In order to choose the best alternative and make a decision every manager
needs to have the ideal resources − information, time, personnel, equipment,
and supplies. But this is an ideal situation and may not always be possible.
Evaluating the alternatives can be done in numerous ways. Here are a few
possibilities:
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5. Selecting Alternatives
Once the alternatives are analyzed and evaluated, the manager has to choose
the best one. The manager needs to choose the alternative that gives the most
advantage while meeting all the required criteria.
Sometimes the choice is simple with obvious benefits, at times the optimal
solution is a combination of several alternatives. At times when the best
alternative may not be obvious, the manager uses probability estimates,
research and analysis aided by his experience and judgment.
ACTIVITY OUTPUT
Name: Date:
Subject: Section:
Case Analysis
Instructions.
Use the link and log-on to YouTube. Watch the video-clip/full movie of John Q by Mark
Burg and Oren Koules. Apply how the Decision-making works in the scene under the
perspective of law enforcement. Follow the format in constructing the Case Analysis.
Link: https://www.youtube.com/watch?v=_8rZdUr3mj4
I. Introduction
II. Findings
III. Illustrates the different types/concept in Decision-making
IV. Conclusions
V. Recommendations
Note:
Use APA format.
Use Separate Page
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Page
INSTRUCTION: Select the correct answer for each of the following questions. Mark
only one answer for each item by encircling the letter corresponding to the letter of
your choice.
1. Refers to all the activities and tasks undertaken for achieving goals by
continuous activities like planning, organizing, leading and controlling.
a. Management c. Administrative Management
b. Administration d. All of the above
2. This includes the activities of setting the strategy of an organization and
coordinating the efforts of its employees (or of volunteers) to accomplish
its objectives through the application of available resources, such
as financial, natural, technological, and human resources.
a. Management c. Administrative Management
b. Administration d. All of the above
3. Followings are the three levels of management. Except.
a. Senior Managers c. First-line Managers
b. Middle Managers d. Ordinary Managers
4. Organizing: Staffing. Commanding: ______________.
a. Delegating c. Leading
b. Planning d. Coordinating
5. It is typically done via meetings to ensure that common problems are solved
and that everyone in on the same page, pulling in the same direction.
a. Organizing c. Commanding
b. Planning d. Coordinating
6. The interpersonal roles link all managerial work together. The three
interpersonal roles are primarily concerned with interpersonal relationships.
Except.
a. Figurehead Role c. Leader Role
b. Liaison Role d. Managerial Role
7. Managers at every level in the management hierarchy must exercise three
basic types of skills. Except
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Management defined as all the activities and tasks undertaken for achieving
goals by continuous activities like; planning, organizing, leading and controlling.
They set the strategic goals of the organization and make decisions on how
the overall organization will operate. Senior managers are
generally executive-level professionals, and provide direction to middle
management, who directly or indirectly report to them.
They are responsible for controlling and overseeing the operations of the
entire organization.
They set a "tone at the top" and develop strategic plans, company policies,
and make decisions on the overall direction of the organization. In addition,
top-level managers play a significant role in the mobilization of outside
resources.
2. Middle managers
Middle managers include all levels of management between the first-line level
and the top level of the organization, examples of these would include branch
managers, regional managers, department managers and section managers,
who provide direction to front-line managers.
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They are accountable to the top management for their department's function.
First-line managers are the lowest level of management and manage the work
of non-managerial individuals who are directly involved with the production or
creation of the organization's products. First-line managers are often called
supervisors, but may also be called line managers, office managers, or even
foremen.
They oversee the work of regular employees (or volunteers, in some voluntary
organizations) and provide direction on their work.
They are usually responsible for assigning employees' tasks, guiding and
supervising employees on day-to-day activities, ensuring the quality and
quantity of production and/or service, making recommendations and
suggestions to employees on their work, and channeling employee concerns
that they cannot resolve to mid-level managers or other administrators.
Some front-line managers may also provide career planning for employees
who aim to rise within the organization.
First-level or "front line" managers also act as role models for their employees.
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In some types of work, front line managers may also do some of the same
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tasks that employees do, at least some of the time. For example, in some
In smaller organizations, a manager may have a much wider scope and may
perform several roles or even all of the roles commonly observed in a large
organization.
1. Planning (forecasting)
2. Organizing
3. Commanding
4. Coordinating
5. Controlling
1. Planning:
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The manager would begin by planning how they are going to achieve
this. This planning is usually done in collaboration with the whole
organization.
2. Organizing (or staffing)
Making sure the human and nonhuman resources are put into place.
Now that the plan is in place the manager must decide how best to
organize their team and the available resources to achieve the plan.
Essentially, this step is about organizing the team and resources
available to match the nature of the work needing to be done.
3. Commanding (or leading):
4. Coordinating
To meet the many demands of performing their functions, managers assume multiple
roles.
A role is an organized set of behaviors. Henry Mintzberg has identified ten roles common
to the work of all managers.
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1. Interpersonal
CCJ 2020 Outcomes Based Module for Character Formation 2
2. Informational
3. Decisional
The performance of managerial roles and the requirements of these roles can
be played at different times by the same manager and to different degrees depending
on the level and function of management. The ten roles are described individually, but
they form an integrated whole.
1. Interpersonal
Roles that involve coordination and interaction with employees
Figurehead, leader
The interpersonal roles link all managerial work together. The three
interpersonal roles are primarily concerned with interpersonal
relationships.
Figurehead Role: The manager represents the organization in all
matters of formality. The top level manager represents the company
legally and socially to those outside of the organization. The
supervisor represents the work group to higher management and
higher management to the work group.
Liaison Role: The manger interacts with peers and people outside
the organization. The top level manager uses the liaison role to gain
favors and information, while the supervisor uses it to maintain the
routine flow of work.
The leader Role: It defines the relationships between the manger
and employees.
2. Informational
Roles that involve handling, sharing, and analyzing information
Nerve centre, disseminator
The informational roles ensure that information is provided. The three
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of managerial work.
3. Decision
Roles that require decision-making
Entrepreneur, negotiator, allocator
The decisional roles make significant use of the information and there
are four decisional roles.
Entrepreneur Role: The manager initiates change, new projects;
identify new ideas, delegate idea responsibility to others.
Disturbance Handler Role: The manager deals with threats to the
organization. The manager takes corrective action during disputes or
crises; resolve conflicts among subordinates; adapt to environmental
crisis.
Resource Allocator Role: The manager decides who gets
resources; schedule, budget set priorities and chooses where the
organization will apply its efforts.
Negotiator Role: The manager negotiates on behalf of the
organization. The top level manager makes the decisions about the
organization as a whole, while the supervisor makes decisions about
his or her particular work unit.
D. Managerial Skills
1. Technical skills
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2. Human skills
Human skills refer to the ability of a manager to work effectively with other people
both as individual and as members of a group.
These are required to win cooperation of others and to build effective work teams.
3. Conceptual skills
Conceptual skills involve the ability to see the whole organization and the
interrelationships between its parts.
These skills refer to the ability to visualize the entire picture or to consider a
situation in its totality.
These skills help the managers to analyze the environment and to identify the
opportunities.
Conceptual skills are especially important for top-level managers, who must
develop long-range plans for the future direction of their organization.
4. Management is Goal-oriented
Managers focus their attention and efforts on bringing about successful
action. Successful managers have an urge for accomplishment.
They know when and where to start, what to do with keeping things moving,
and how to follow a goal-oriented approach.
5. Management is Indispensable
Management can neither be replaced nor substituted by anything else.
It can widen a manager’s vision and sharpen his insight by supplying more and
faster information for making key decisions.
The manager plays his/her role by providing judgment and imagination as well
as interpreting and evaluating what the information/data mean in each case.
6. Management is Intangible
Management is often called the unseen force; its presence is evidenced by the
results of its efforts – motivation among employees, discipline in the group, high
productivity, adequate surplus, etc.
Conversely, the identity of management may also be felt by its absence or by
the presence of its direct opposite mismanagement. The consequence of
mismanagement is anybody’s guess.
Looking ahead into the future and predict possible trends or occurrences which
are likely to influence the working situation is the most vital quality as well as
the job of a manager.
Planning involves selecting missions and objectives and the actions to achieve
them, it requires decision-making or choosing future courses of action from
among alternatives.
In short, planning means determining what the organization’s position and the
situation should be in the future, and decide how best to bring about that
situation.
Organizing can be defined as the process by which the established plans are
moved closer to realization.
Once a manager set goals and develops plans, his next managerial function is
organizing human resource and other resources that are identified as
necessary by the plan to reach the goal.
It is intentional in the sense of making sure that all the tasks necessary to
accomplish goals are assigned to people who can do the best.
The structure must define the task to be done. The rules so established must
also be designed in light of the abilities and motivations of the people available.
Staffing is related to organizing and it involves filling and keeping filled, the
positions in the organization structure.
Organizing is deciding where decisions will be made, who will do what jobs and
tasks, who will work for whom, and how resources will assemble.
Creating a positive attitude towards the work and goals among the members of
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Since leadership implies fellowship and people tend to follow those who offer a
means of satisfying their own needs, hopes and aspirations, understandably,
leading involves motivation leadership styles and approaches and
communication.
F. Principles of Management
The Fayol theory is practiced by the managers to organize and regulate the
internal activities of an organization. He concentrated on accomplishing managerial
efficiency.
1. Division of Work
Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division
of work improves the productivity, efficiency, accuracy, and speed of the
workers. This principle is appropriate for both the managerial as well as a
technical work level.
This principle of management is based on the theory that if workers are given a
specialized task to do, they will become skillful and more efficient in it than if
they had a broader range of tasks. Therefore, a process where everyone has a
specialized role will be an efficient one.
According to this principle the whole work is divided into small tasks. The
specialization of the workforce according to the skills of a person, creating
specific personal and professional development within the labour force and
therefore increasing productivity; leads to specialization which increases the
efficiency of labour.
3. Discipline-
Without discipline, nothing can be accomplished. It is the core value for any
project or any management. Good performance and sensible interrelation make
the management job easy and comprehensive. Employee’s good behavior also
helps them smoothly build and progress in their professional careers.
This principle relates to the fact that discipline is needed within an organization
for it to run effectively. Organizational rules, philosophies, and structures need
to be met. In order to have disciplined workers, managers must build a culture
of mutual respect and motivation.
It is obedience, proper conduct in relation to others, respect of authority, etc. It
is essential for the smooth functioning of all organizations.
4. Unity of Command-
This means an employee should have only one boss and follow his command.
If an employee has to follow more than one boss, there begins a conflict of
interest and can create confusion.
There should be a clear chain of command in place within an organization. An
employee should know exactly whose instructions to follow.
This principle states that each subordinate should receive orders and be
accountable to one and only one superior. If an employee receives orders from
more than one superior, it is likely to create confusion and conflict
5. Unity of Direction-
Whoever is engaged in the same activity should have a unified goal. This
means all the person working in a company should have one goal and motive
which will make the work easier and achieve the set goal easily.
Work should be organized in a way that means employees are working in
harmony toward a shared objective or goal using a shared method or
procedure.
All related activities should be put under one group, there should be one plan of
action for them, and they should be under the control of one manager.
7. Remuneration-
This plays an important role in motivating the workers of a company.
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8. Centralization-
In any company, the management or any authority responsible for the decision-
making process should be neutral. However, this depends on the size of an
organization. Henri Fayol stressed on the point that there should be a balance
between the hierarchy and division of power.
This principle relates to whether decisions should be made centrally, as in from
the top down, or in a more democratic way, from the bottom up. Different
decision making processes are appropriate for different types of decisions.
The amount of power wielded with the central management depends on
company size. Centralization implies the concentration of decision making
authority at the top management.
9. Scalar Chain
Fayol one the principles highlights that the hierarchy steps should be from top
to the lowest. This is necessary so that every employee knows there immediate
senior also they should be able to contact any if needed.
This relates to the principle of a clear chain of communication existing between
employees and superiors. The chain should be respected, unless speedy
communication is vital, in which case the chain may be bypassed if all parties
consent.
This refers to the chain of superiors ranging from top management to the lowest
rank. The principle suggests that there should be a clear line of authority from
top to bottom linking all managers at all levels.
10. Order-
A company should maintain a well-defined work order to have a favorable work
culture. The positive atmosphere in the workplace will boost more positive
productivity.
This relates to the proper use of resources and their effective deployment in a
structured fashion.
Social order ensures the fluid operation of a company through authoritative
procedure. Material order ensures safety and efficiency in the workplace. Order
should be acceptable and under the rules of the company.
11. Equity-
All the employees should be treated equally and respectfully. It’s the
responsibility of a manager that no employees face discrimination.
Managers should behave ethically towards those they manage. Almost every
organization in the modern world will have a written set of policies and
procedures which will outline exactly what is expected from staff at all levels.
Employees must be treated kindly, and justice must be enacted to ensure a just
workplace. Managers should be fair and impartial when dealing with
employees, giving equal attention towards all employees.
An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.
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13. Initiative-
The management should support and encourage the employees to take
initiatives in an organization. It will help them to increase their interest and
make then worth.
Employees that have an input as to how to best do their job are likely to feel
more motivated and respected. Many organizations place a great deal of
emphasis on listening to the concerns of staff.
Using the initiative of employees can add strength and new ideas to an
organization. Initiative on the part of employees is a source of strength for
organization because it provides new and better ideas. Employees are likely to
take greater interest in the functioning of the organization.
Understanding and applying the best practices from management theories can help
you be more effective in guiding your team to success. Many of these theories gave rise to
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the leadership approaches commonly used to guide and grow organizations today, and you
Management theories are a collection of ideas that recommend general rules for how
to manage an organization or business. Management theories address how supervisors
implement strategies to accomplish organizational goals and how they motivate employees
to perform at their highest ability. Typically, leaders apply concepts from different
management theories that best suit their employees and company culture. Although many
management theories were created centuries ago, they still provide many beneficial
frameworks for leading teams in the workplace and running businesses today.
There are several reasons why leaders should study and apply management
theories, including:
His principles for creating this system include a chain of command, clear
division of labor, separation of personal and organizational assets of the owner,
strict and consistent rules and regulations, meticulous recordkeeping and
documentation, and the selection and promotion of employees based on their
performance and qualifications.
This theory has played a key role in establishing standards and procedures that
are at the core of most organizations today.
Ultimately, he concluded that the improvements weren’t due to the changes but
the result of the researchers paying attention to the employees and making
them feel valued.
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These experiments gave rise to the theory that employees are more motivated
by personal attention and being part of a group than they are by money or even
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working conditions.
This theory asserts that businesses consist of multiple components that must
work in harmony for the larger system to function optimally. The organization’s
success, therefore, depends on synergy, interdependence and interrelations
between subsystems.
According to this theory, managers should evaluate patterns and events within
the organization to determine the best management approach. They need to
collaborate and work together on programs to ensure success.
Fiedler suggested that a leader’s traits were directly related to how effectively
they lead their team. He asserts that there are leadership traits that apply to
every kind of situation and that a leader must be flexible to adapt to a changing
environment.
7. Theory X and Y
American social psychologist Douglas McGregor introduced X and Y theories in
his book, “The Human Side of Enterprise,” where he concluded that two
different styles of management are guided by their perceptions of team member
motivations. Managers who assume employees are apathetic or dislike their
work use theory X, which is authoritarian.
During the Industrial Revolution, it became obvious that the ways companies
operated their businesses had to drastically change. While many people were
in agreement that change was inevitable, pioneers in management theory
differed in how they believed things should change and operate. In this page,
we are going to explore six different management theories, all of which helped
to form the base of management as it is known today. Keep in mind as you
read about each one, that while some parts of the theories may be common
sense to us today, at the time they were developed, they were groundbreaking.
While the Industrial Revolution sparked these new theories, even more
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Name: Date:
Page
Scientific Management
Theory
Principles of
Administrative
Management Theory
Bureaucratic
Management Theory
System Management
Theory
Contingency
Management Theory
Theory X And Y
Functions
Management is Purposeful
Management is Accomplished
Through the Efforts of Others
Management is Goal-oriented
Management is Indispensable
Management is Intangible
Administrative management
3. Staffing: This involves recruiting and selecting the right candidates for the job
and facilitating their orientation and training while maintaining a favorable work
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environment.
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Gulick described how the organization of workers could be done in four ways.
According to him, these are related and may be multi-level. Specifically, they
are:
1. Technical skills
Today’s business environment is dominated by technology. A successful
administrator needs to understand and be proficient in the relevant
technologies for their specific segment. This means that the administrator
must understand that technology and know how to use and apply it within
their particular discipline.
2. Human skills
Technical skill is related to working with things or applications, but human
skill is related to working with people. This skill encompasses how an
administrator interacts with their subordinates, equals, and superiors. A
good administrator should have the skills to understand the people they
work with, be receptive to their point of views and perceptions, understand
their expectations and identify their strengths and areas of weakness.
Human skills also include the ability to communicate well and to understand
and be sensitive to the needs and feelings of the people you work with or
manage.
3. Conceptual skills
This is the ability to see an organization and know how each part works and
how it relates to other functions. This helps the administrator monitor proper
coordination because in most cases, the proper running of one process
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where they fit in the industry, the economic and market forces that affect
3. Delegation
- This is a basic necessity for the administrative side of any business
operation. If you want your business to run smoothly, assign
responsibilities within the team. You also have to specify the levels of
authority so that tasks are completed on time by those who are best
qualified to do so.
4. Goal setting
- This is a company-wide strategy but one that requires input from the
entire administration. There has to be a strategy that outlines a clear
action plan for the employees and states specific targets.
5. Leadership development
- Effective administrative management includes a strategy to promote
leaders from within, and this will require developing the abilities of
existing team members and honing their skills.
6. Performance management
- Performance reviews play an important role in any organization. A good
administrative management strategy would entail measures that provide
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8. Setting standards
- An organization typically functions on the principle of providing value to
its stakeholders. To do so, there must be a set of standards in place to
ensure that the organization’s products and/or services are up to the
mark and meet acceptable standards. Enforcing these standards should
be one of the highest priorities of a company.
9. Team building
- If you want to succeed, you will do so by using your people. To do that,
implement team building strategies so that your team remains motivated.
10. Transparency
- One role of administrative management is to provide accurate
information to the employees and the public. All reports should be
candid, and there should be no practices in place that would require
hiding anything from the core team members or from your clients.
2. Maximum productivity
Good administrative management always uses the strength of the team. This
includes identifying which team members will be more successful at performing
a certain task. By capitalizing on the strength of each team member, there is
less mismanaging of time, greater productivity, faster results and higher
motivation levels within the team.
5. Data-based decisions
An effective administrative management strategy will never be based on a
whim or assumption. it will be designed based on data related to the business
processes. Any decisions that are made should be based on past and current
information and future goals.
1. Plan strategically
For effective administrative management, it is imperative that the administrative
management team knows the strategic objectives of the organization. When
this happens, processes and functions that are implemented within the
organization will directly affect the achievement of those goals.
4. Prioritize communication
Many companies fail because of ineffective communication because it has the
potential to destroy the functioning of a business, the motivation level of its
employees and the satisfaction rate of its customers.
Name: Date:
Subject: Section:
Administrative Management
Key Concept
Strategies
Delegation
Goal setting
Leadership development
Performance management
Problem management
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Page
Team building
Transparency
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https://www.mbaskool.com/business-concepts/marketing-and-strategy-terms/2443-
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