Republic of the Philippines

CAPIZ STATE UNIVERSITY

Burias Campus
GRADUATE SCHOOL

MIDTERM EXAMINATION
First Semester SY 2020-2021

EMILIO FER G. VILLA DR. ROMULO N. LAGON

EDM 211 Student Professor

Answer the following: (20pts each)

1. Discuss and analyze the levels and functions of Management.

2. Analyze the different assumptions of the three theories (theory x, theory y, and
theory z).
3. Discuss and elaborate the concepts on the theories of motivation.
4. Discuss the different theories of leadership.
5. Define Planning and explain the nature of planning.

1. Discuss and analyze the levels and functions of Management.

The Educational System in the Philippines have set of goals to be met. But in
order to attain these objectives or goals, our educational institution must need an
effective management. One must understand what management is and acquire skills
necessary in achieving the desired objectives that had been set.

Management is the process of planning, decision-making and formulation of

educational policies with the aim of attaining or achieving a set of educational goals. It
also involves in harnessing and managing the human and material resources for the
attainment of educational goals. Managers are the one who directs the organization,
mobilize people to work and to get the work done to achieve the pre-planned objectives
of the organization or institution.

Henri Fayol identified 5 functions of Management. According to Fayol (1916), this

5 functions will five a structured overview of several tasks need to be performed by
managers which five them an initial overview on which main functions they should be
focusing on in their daily work.

1. Planning – it involves determining the goals of organization, the strategic action or

technique that must be done to accomplish the objectives. It is charting
the future, it is deciding in advance what to do, when to do it and how it is

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 going to be done. It is identifying what you want, when you should
achieve it and how it will be achieved.
2. Organizing – it is believed as the backbone of Management. It is a process of
arranging an organization structure or building up of structure both in
human and material resources in order to achieve the goal of the
organization.
- it also ensures that whatever necessary materials the organization
needs are met.
- it deals with determining what is to be done, by whom and the
procedure of doing it.
3. Staffing – it is the process of recruiting, placing, training and developing personnel. It
also involves in making sure that the organization have enough personnel
both in quantity and quality.
4. Leading – it makes the plan concrete. It involves supervision, motivation, leadership
and guidance of employees. All of these are done by managers to make
sure that the goals are being met.
5. Controlling – it is the process of monitoring the actual performance of the
organizations in conformity with the plan, objective and the standard set
and to correct any deviation.

In short, functions can be represented by different department or roles. Planning

is being done by middle managers and up such as department or district managers.
Organizing is done by HR or Senior managers while Staffing is handled by training,
recruitment and HR. Leading is handled by frontline leaders or operations and
controlling is handled by quality control.

LEVEL OF MANAGEMENT

Managers differ from each other through levels or roles, different types, functions
and skills. The level of management is a line of division between various managerial
position in an organization.

1. Frontline/Bottom Level Management – it involves the operatives, those people

hands on the ground and making the things happen. It include supervisors,
jobbers, foreman, section officers, superintendents.
2. Middle Managers – It involves functional managers. Functional managers would be
in charge of functional areas like finance, operations,or HR. it is a link
between Top Level Management Level and Bottom Level Management. It
includes Department Officers, Division Officers and Experts.
3. Top Level Management – it involves General managers who spot in organization or
identified as CEO or Executive Directors.

We started our job at the bottom level management. But if we want to excel to
the top level management, we need to acquire the required skills across different levels.

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
1. Technical Skills – the skills required by the bottom level and the operatives to get
the job done. Their hands-on skills, their task oriented skills and often
related to a greater project.
2. Human Relation or Interpersonal Skills – this are skills that present to managers
ability to interact, work or relate effectively with people. this skills required
at the middle level management.
- this skills is important especially in dealing with the members of the
organization to have a good communication among team members and
help you to manage effectively.
3. Conceptual skills – are skills for visioning and decision-making and more strategic
skills. This skills is required the most at the top level management.

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2. Analyze the different assumptions of the three theories (theory x, theory y, and
theory z).

A manager’s attitude can greatly affect the work environment for employee. Mc
Gregor is the proponent of Theory X and Y, while William Ouchi is the proponent of
Theory Z.

THEORY X

Theory X views people as mostly passive, lazy, resistant to change with little or
no ambition.
In Theory X, the way to get followers to works is through tight control in
monitoring of their work and a fear punishment. People will work hard when bribed by
reward for doing the work.
Leadership style in this theory are autocratic and top down. The managers in this
theory is it has a built in excuse for failure, it’s the people. Followers simply do not want
to work hard enough because they are lazy.
The heart of this theory is that people do not like to work, they must be forced
against their will to actually do the job.

THEORY Y

Theory Y states that humans have a natural desires to work. The theory X
followers desires no satisfaction from their work, but in Theory Y followers do drive great
satisfaction form their work by achieving organizational and personal goals. In this
theory the followers will commit to work at the level the work allows them to achieve
their goals.
Leadership in theory Y are democratic, participative and there is no easy excuse
for failure. In fact, the failure can usually be seen as a fault at the leader not by the
followers unlike in Theory X. Even today, this theory is taught the correct way for a
leader to think of motivation to the followers.

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
THEORY Z

Mc Gregor basically focusses on American Management style, however Ouchi

brought Japanese perspectives into the entire scenario and come up with Theory Z.
Dr. William Ouchi suggest that this theory is about creating a work environment where
people feel like they have stable employment and it really produces high productivity
and high employee morale and satisfaction.
It stated that management in an organization should look after and take care if
employee so that their employees show strong loyalty to the organization. This loyalty is
being called effective commitment.
This theory is based on Japanese companies where people spend their entire
lives working. The heart of this theory is organizational culture. A healthy organizational
culture is one that fits the work of the organization and its people. The right culture can
greatly increase effective commitment.

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3. Discuss and elaborate the concepts on the theories of motivation.

As a future manager someday, we need to study different theories of motivation.

By learning this, we able to identify the reason why someone act in a certain way. It also
gives us an idea to consider our action as a manager and how our action can influence
others.
First we need to define what is Motivation? Motivation refers to the way in which
urges, drives, desires, aspirations or needs direct control or explain the behavior of
human beings.

1. MC GREGOR’S THEORY X and Y

 Theory X
The manager who fall into this theory tend to believe that most employee do not
like working and will avoid as much as possible. In order for the employee to get to
work, the managers feel that they need to control, threaten, punish and force worker to
do their job.
They also think that most employee prefer to be directed that they will avoid
responsibility and have low ambition.
They think employee are motivated by fear and money.
As you can imagine, a manager who would fall under theory X tends to watch the
employee really closely. They will tell them exactly what to do, what not to do and
punishment is more common than reward. They tend to not hand out tasks that include
responsibility and takes on themselves and give minimal task to the employee.

 Theory Y
This is quite different than Theory X. The manager who fall under Theory Y
would assume that

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
  Employees like to work
 People enjoy working towards a goal
 Their commitment to goal increases based on the perceived reward for
achieving them
 Most employee seek responsibility
 Employees imagination, creativity and cleverness can be used to solve
problems
 They also believed that in an organization, the average person’s intellectual
potential is partially realized
 People are motivated by a variety of reward. So employee might try to find out
what motivated each employee and try to reward them based on their unique
motivation.
Managers that have more of a Theory Y style tend to be more relaxed in their
approach to management where employees are more free to set their objectives, they
have some authority and they also get more flexibility.
Managers might try to build their employee up so they can feel more empowered
and comfortable making important decisions.

2. MASLOW’S HEIRARCHY OF NEEDS

Abraham Maslow is the proponent of this theory. He gave a Heirarchy pyramid
structure in which he explain how need can be classified and how we achieve different
needs.
 Physiological Needs
So the basic level is Physiological needs that include breathing, food,
water, sex, sleep. These are the basic needs that one requires for their
survival. Once this needs are satisfied, he/she moves toward the higher level
needs.

 Safety Needs
In safety needs, a person try to fulfill his safety needs which include
employment , getting money or making a house for himself. So basically,
safety of the family, health and property. This is what they try to achieve in
this particular level. Once a person achieves there particular needs, he
moves on to another level.
 Love and Belongingness
This is an important level where he tries to find out or discover friendship,
family, an intimacy with individuals. Once this needs are satisfied, a person
moves toward Esteem Needs.
 Esteem Needs

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 This need looks forward for self-esteem, confidence, achievement, respect
of others, respect by others. These needs motivate individuals. Many people
finish life at the esteem level and they’re not able to actually reach Self-
actualization level.
 Self-actualization
It’s a persons motivation to reach his/her full potential. It includes like
morality, creativity, spontaneity, problem solving, lack of prejudice, and
acceptance of facts. All these things will be included or motive an individual
when he/she reach this level.

3. HERTZBERG’S MOTIVATION – HYGIENE THEORY

Frederick Hertzberg conducted a study at Case-Western Reserve University. It

was an analysis of the experiences and feelings of about 200 engineers and accountant
in 9 different companies. What did he study is they were asked to describe few things in
their jobs. He wanted to classify certain factors when employees felt very good about
their job and they also felt very bad. So he came up with 2 different categories of
factors. Hygiene and Motivation Factors.

 Hygiene Factors (Dissatisfactory Factors)

There are some job conditions with dissatisfying employees when they are
absent, their presence does not motivate them. In other words, dissatisfactory
factors.
Example is the word hygiene, let say your bedroom is not hygienic (very
dirty and messy), will you like it? Of course not! You will not be satisfied
because the hygiene factor is absent but at the same time if your room is
done properly, it doesn’t mean it will motivate you or let say the presence of
hygiene will not really motivate you.
This are the factors that dissatisfy an employee: Company policy *
Relationship with boss * Work Conditions * Salary

 Motivation Factor (Satisfactory Factors)

This are the factors that are opposite to the hygiene factors. These are
some job conditions which build strong motivation and job satisfaction when
they are present but their absence rarely proves it is dissatisfying. If they are
present or if they are absent then it does not really mean that the person will
be dissatisfied.
This are the factors for motivation: Job itself * Recognition * achievement *
responsibility * advancement

4. ALDERFER’S E-R-G THEORY

In 1969, Clay Alderfer develop a theory of motivation which is similar to Maslows

Heirarchy of Needs, but it is a different theory. It does have some different

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
characteristics and it certainly has something useful to help us understand motivation in
the workplace.
Alderfer suggested that we have 3 primary needs in the workplace and all of
them must be satisfied simultaneously unlike Maslows hierarchy where we satisfy one
at a time. The 3 needs of Alderfer were Existence, Relatedness and Growth.

 Existence
Existence is similar to the lower level of Maslows Heirarchy. Its our feeling
that we are safe, we are secure, we have our basic needs met. It also carries
that important sense of autonomy. The fact that we have some measure of
control over our lives.

 Relatedness
Relatedness recognizes our social nature as human being: our need to
build relationship with people around us. In the workplace relationship, it is
important to build relationship and maintain this relationship. It is similar to
Maslows Heirarchy in the middle level.

 Growth
Growth is similar to the top level of Maslows Heirarchy and its idea of self-
actualization. Growth is about learning, developing, feeling that when we
leave work today which is a little bit that we when we arrived and by the end
of the year we developed a moved in our career ab dub our skills set.

This 3 things are true motivator, but they are not level in the way Maslows had
them. These are 3 things that need to be simultaneously met and consequently we will
only truly motivated if we can meet all the 3 of these needs.
When people are not motivated in their workplace means that there is a gap in
one of the gap of there 3 needs. Either we don’t feel safe and secure or able to make
our own choices or we do not feel were able to build and maintain strong relationship
when we have a damaging, toxic, insatisfactory or we feel stuck or not progressing in
our work.

4. VROOMS’ EXPECTANCY THEORY

It is arguably one of the least understood and most valuable models for any
manager in the field of motivation.
Victor Vrooms Expectancy Theory of Motivation is probably less well known and
it should be because he express it in mathematical terms. He wrote an equation for it
but some people don’t like equation. :D

To better understand this theory, lets see this example:

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 For example I have a bike and I want to clean it. But im not going to do it myself
because I’ve got 4 siblings and anyone of them can clean it for me and each of them
could do a good job.
So I’m going to my older brother. I will asked him if he will clean the bike. I
promised him a great reward if he does, but he says “No, I don’t think I want to clean
the bike for you because every time I cleaned the bike for you in the past, you’ve
always found fault with the work I’ve done. You’ve never been happy with it. Its always
just gets me frustrated. So asked someone else”. What’s going on? Why doesn’t my
old brother want to clean the bike? Well, Victor have described this in term of
Expectancy. My brother doesn’t expect that if he puts in the work, he will get the
outcome for which he would be rewarded. If the expectancy is low, then so is the
motivation.
So I go to my sister and ask her if she want to clean the bike promising her a
great reward if she does. She replied, “well, everytime I clean the bike, I do good job
and you always appreciate the work I’ve done but here’s the thing, you always
promised to get me a present and you always seem to forget. So you know what, I don’t
think I want to do it, ask someone else”. So what’s going on with my older sister? Its not
about expectancy, she expects that if she puts in the work, she will get the result. If the
problem is what Vroom describe as Instrumentality. My older sister does not want to
believe that getting the result that’s required will be instrumental in her receiving the
reward. If instrumentality is low, then is the motivation. It is like a chain. Expectancy has
to be strong and so the instrumentality. If either link in the chain is weak, then so the
motivation.

So lets go to my youngest brother. I asked him if he wants to clean the bike and
he says “well, everytime I do the work I get a great result and your always happy with it
and whenever I do a good job, you always buy me the present you promise me. The
thing is that there is nothing I particularly want at the moment. What I really want to do
is spend some time with my friends.”
So the first 2 links in the chain from my younger brother are complete. He does
the work, he gets the result, that is high level expectancy. He also believe that if he gets
the result, it will be instrumental in him achieving the reward that is promised, so high
instrumentality. But the problem to him is what Victor Vroom would call, the Valence.
The satisfaction that he will feel at receiving the reward. For him either the value of the
reward is too low or even if im offering him an extravagant reward for doing the work, it
will not satisfy him enough. If the valence is lows, the perceived satistfaction with the
reward that is promised is too low then so is the motivation.

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 3 links in the chain have to be complete and that Vroom model of motivation. It
doesn’t tell anything about motivates us. It tells us about how that chain of motivation
works. The chain runs from effort to performance, outcome, the satisfaction or the value
we feel in the reward we get. If any link in the chain weak, then so is the motivation. The
motivation we feel is the expectancy X instrumentality X valence.

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4. Discuss the different theories of leadership.

Leadership theories explains why some team, organization or companies

succeed and why some of them don’t. it also provide options for different scenarios
giving us option for different theories to apply. It also help us set up ourselves, our team
or organizations for success.

Leadership is a process where an individual influences a group of individuals to

achieve a common goal. Its not a position or title. Some times people think that may be
a leader just because they have leader in the title but its really not and theres some
contemporary theories that compares different motivation of leader.

1. THE GREAT MAN THEORY

This theory postulated that great leaders are born, not made. You either have it
or you don’t. and it tried to identify the set of attributes that all of these natural born
leaders are in common. There’s a truth to the notion that some people inherently have
more leadership gifts than others.

According to this theory, leaders have different skills such as they have
charisma, intellect, confidence, communication skills and social skills. This theory
suggest the this ability to lead is inherent. This theory focusses on the point that the
best leaders are born not make. The Great Man was adopted at the time because
leadership was reserved for males.

2. TRAITS THEORY

It examines which individual characteristics we should pursue to lead effectively.

The upside of this theory is that its really to understand to “be like this and people will
follow you”. But the downside is that its unidentified dozen of traits, and no single set
has emerged as the ideal for all circumstances.

3. SITUATIONAL THEORY

There is no “one-size-fits all” model in certain traits and skills and style in one
situation than another, so the leader must adopt. Let say for example, coaching a high
school boys team may imply a somewhat different approach than coaching high school
girls. Some objectives and standards, but to get great result might require more of
disciplinary for boys but highly relational coach for girls.

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 This theory argues that the best kind of leader is one who is able to adapt her
style based on the situation.

4. CONTINGENCY THEORY

In situational theory assumes that the situation is static and leader should adapt
to it. While the contingency theory assumes that leaders default style is also pretty
much fixed. Maybe hes much more task oriented than people oriented. So the trick is to
fit the right leader to the situation. The bottom line is that, the effective leader is
contingent on matching leadership style to the setting. For example, in coaching it would
mean to find and install the right coach rather than hoping the current coach will adapt
his/her style to the situation.
In short, in situational theory the leader must adapt based on the situation but in
contingency theory the leader must change or be change.

5. TRANSACTIONAL/TRANSFORMATIONAL THEORY

This are the 2 theories that we can consider together. As the term implies,
transactional leadership means that there’s a reciprocity of behavior between leader
and the follower. People will follow based on the incentives in place. So the leaders job
is to find the right mix of reward and punishment and then closely monitors whats going
on.
The theory of transformation by contrast, says that leaders gain by in
commitment hot so much form the quid pro qou ( a favor or advantage granted or expected
in return for something) approach as they do from encouraging their followers, caring them,
inspiring them toward a vision.
In short, they get result by proactively transforming the environment and the relationship.
Cultivating followers rather than paying for it or punishing non –compliance like the transactional
does.

6. BEHAVIORAL THEORY

The opposite of The Great Man Theory, it says that personality is a result of interaction
between individual and environment. It also focused on observable and measurable behavior,
rather than mental or emotional behavior.
According to this theory, people can learn to become leaders through teaching and
observation.

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5. Define Planning and explain the nature of planning.

Meaning of Planning:

 In simple terms, planning is deciding in advance what is to be done, when is to

be done, how is to be done and by whom it will be done.
 It bridges the gap from where we are and where we want to go

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
  It includes selection of objectives, policies, procedures, and programs from
among the alternatives
 A plan is a predetermined course of action to achieved a specified goal
 Planning is the primary function of management

Nature of Planning:

1. Planning is the beginning of the process of Management

Among the functions of management, planning is the primary or on top because
every thing will not follow without planning.

2. Intellectual process
It is intellectual process because you need to think before you actually start
acting. You need a lot of brainstorming before you actually set your objectives and
define the action plan.

3. Decision making is integral part of planning.

It is in integral part because when you are planning or brainstorming, you get a
number of different ideas from. You decide which particular idea/action plan would be
the best to your organization. It involves a lot of decision-making.

4. Continuous process
Planning is a continuous process because you do not plan just once. If you plan
today, maybe after a month or year you will again review or revisit your plan and find if
you achieve your goal or replan it.

5. Flexible
The plan you develop should be flexible because incase you’ve plan and you
implement it, then later on you see that you need to bring in certain changes. Then the
planning or the plan that you develop should be flexible enough to incorporate those
changes. In case your plan is rigid, then it might create a problem to you or on your
organization. So planning should be flexible.

6. All Pervasive Function

Planning must be applicable across the different levels of management.

Importance of Planning:

1. Minimize risk and uncertainty – when you are planning, you do a lot of analysis. You
look into the strength, weaknesses, opportunity, the treat that your
organization might face. So with that analysis, you will definitely
minimize the risk and uncertainty.

2. Leads to success – when you have made an action plan and step by step you follow
that plan, then of course there is a lot of clarity. In case when you do not

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON
 plan and you start working, it might lead to a lot of ambiguity. When
there is ambiguity, the percentage of success/achievement becomes
less.

3. Provides direction – when you plan , you make a simple yet clear and understandable
objectives which gives direction to the employee and their efforts are
focused toward a particular end.

4. Promotes Innovative Ideas – when you plan, you select the best alternatives out of
many available given. This alternatives does not come from yourself
alone, but you have to discover it. If you find/discover different
alternatives, you studied it intensively in order to deter4mine the best out
of them.

Planning Process/Steps:

1. Establish Goal
2. Identify resources
3. Establish goal related task
4. Prioritize goals and task
5. Create assignment and timeliness
6. Establish evaluation method.

Submitted by: EMILIO FER G. VILLA Submitted to: DR. ROMULO N. LAGON