CFLM notes by JERICHO CEBREROS expectstions( needs, feelings, motivation

"- be - Do
LEADERSHIP
- The ability of an INDIVIDUAL or GROUP INDIVIDUALS 3. COMMUNICATION
to INFLUENCE and guide folloelwers or other members - Bidirection communication(involvement a to b - b to a)
of an organization. or ( Two- way)
- set as example
DECISION MAKING
- The process of MAKING CHOICES by identifying a 4. SITUATION
decision, gathering information, and assessing - Determine the best course of action(facilitator)
alternative resolutions. Dont be and AGITATOR(gatong)

MANAGEMENT THEORIES of LEADERSHIP

- Process of consisting the PLANNING, ORGANIZING 1. TRAIT THEORY- Personality traits ( innste/inborn-
ACTUATUING AND CONTROLLING; utilizing in each both physical, intelligence etc...)- maliit ka palang nakikitaan
science and art, and followed in order to accomplish ka na ng mga tao sa paligid mo ng potensyal na maging
pre-determined objectiveg leader.
- Systematic way of managing of people and things
within the organization.( How to manage your people) 2. GREAT EVENTS THEORY
- Crisis or event(leader tuwing may sakuna)
ADMINISTRATION
- An act of adminitering the whole organization by a 3. TRANSFORMATIONAL OR PROCESS LEADERSHIP
group of people. THEORY
- the act of managing duties, responsibilities. - Leadership can be learned
- Creating leaders
SELF LEADERSHIP
- the FIRST STAGE of leadership or leadership level 4. GREAT MAN THEORY
- ex: Mao Zedong, Ghandi and Hitler etc...)
DEVELOPMENT OF SELF LEADSHIP
BOSS Vs. LEADER
1. CLARITY OF PURPOSE
- Entity must have vision(purpose) and he able to set it BOSS:
up. *focuses on RESOURCES
*Says "I"
2. AIM AT SUCCESS AND TAKE RESPONSIBILITIES *Inspire fear
- Challenge yourself on challenging assignments *Takes credit
*Micromanage
3.SPEND TIME TO REFLECT ON YOUR LIFE *Thinks short term
- Compare experience of current and present.
LEADER
4. DON'T TOLERATE JUST ANYTHING *Focues sa People
- intolerant to anything that not suit to your vision *Says "WE"
*Earns respect
SIMPLE WAYS TO LEAD YOURSELF *Gives credit
a. KNOW YOUR VALUES AND STICKS TO THEM *Delegates
- Real values and ethics are trustworthy. *Thinks long term

b. MOVE TOWARD PURPOSR MANAGERS Vs. LEADERS

- Inspire, guide and encourage.
MANAGER
c. KEEP IMPROVING YOURSELF *Focus on things
- evolve into better version *Do things right
*Plan
d. MAKE MISTAKES BUT NEVER MAKE THR SAME *Organize
MISTAKE TWICE. *Direct
*Control
e. LEAD BY EXAMPLE *Follow rules
- act like one( Toughest)
LEADERS
4 PRIMARY FACTOS OF LEADERSHIP *Focus on people
*Do the right things
1. LEADER- Persuade your subordinates/people. *Inspire
*Influence
2. FOLLOWERS- different people diffent *Motivate
*Build - Power based of FEAR( may takot)
*Shape entities
2. REWARD POWERS
KEYS TERMS - Incentives or recognition(may premyo)
1. ASSIGNED LEADERSHIP- Appointed
2.EMERGING LEADERSHIP- performance of appointed 3.LEGITIMATE POWER
leader - Power based from consequence of ROLE(may
3.TRUSH AND CONFIDENCE authority)
4. EFFECTIVE COMMUNICATION- Bidirectional or two-
way communication 4. EXPERT POWER
- Special skills or knowledge(bihasa sa isang bagay)
LEADERSHIP PRINCIPLES
5. REFERENT POWER
a. Know yourself and seek-improvement. - Being a Role model or an example
b. Be technically and tactically proficient.
c. Seek responsibility and take reponsibility for your 6. INFORMATIONAL POWER
actions. - Having control over the information
d. Make sound and timely decision.
e. Set an example 7. CONNECTION POWER
f. Know your people and look out for their welfare. - Uses networks and LINKS to POWERFUL PEOPLE
g. Keep your subordinates informed.
h. Develop a sense of responsibility in your LEADERSHIP TRAITS
subordinates. 1. Honesty and integrity
i. Ensure that task are understood, surpervised and 2. Confidence
accomplish. 3. Inspire other
j. Train as team 4. Commitment and passion
k. Employ your command in accordance with its 5. Good communicator
capabilities. 6. Decision-making capabilities
7. Accountability
SUPERVISION FOR LEADERS 8. Delegation of authority
1.Over-Supervision(yung leader nagagalit kapag 9. Creativity and innovation
nagdedesisyon yung subordinate nya ng hindi nya alam) 10. Empathy
CONS: NADEDEMORALIZE YUNG TAO PROS: TUTOK ANG
LEADERSHIP STYLES
LEADER
1. TRANSACTIONAL LEADERSHIP
2.Under-Supervision(nagiging pabaya sa mga
- strong disciplinary style a.k.a "telling".
subordinates)

2.TRANSFORMATIONAL LEADERSHIP
EVALUATION PATTERN
- Empowerment of workers, enhancing or transforming
ABC Pattern
them to lead.
"A"- Priorities it must be done today
"B"- Priorities must be done tomorrow
3. SERVANT LEADERSHIP
"C"- Priorities need to followed up within a week
- Serve first and lead
- Others need is the priority( inuuna yung iba kesa sa
INSPIRING SUBORDINATES
sarili) "SELFLESS".
1. Be passionate
2.Involve suburdinates in the decision-making process
4.DEMOCRATIC LEADERSHIP
3. Know what your organization is about
- Participatory leadership or "Bottom up" approach.
-It consumes alot of time
TRAINING VS. COACHING

5. AUTOCRATIC LEADERSHIP
TRAINING
- "My way or the highway"
-Structed lesson designed to give people the knowledge
- Absolute power and decisio making( kung ayaw mo
and skills to perform a task.(mentoring)
sakin alis).
- Effective in urgent situation.
COACHING
- Process designed go help fhe employee develop more
6. BUREACRATIC LEADERSHIP
expertise(Guiding).
- "By the book'
- Absolute power and decision making.
CONDITIONS FOR LEARNING
1. The person must be motivated to learn
7. LAISSEZ- FAIRE LEADERSHIP
2. Involve your subordinates in the process
- "leave it be"(bahala na si batman)
- Absolute power and decision making.
LEADERSHIP POWERS
1. COERCIVE POWERS
8.CHARISMATIC LEADERSHIP
- Power due to "down to earth" and likable personality. directing, managing and regulating."

ETHICAL STANDARD FOR LEADER MANAGEMENT AS A PROCESS

1. DEFINE AND ALIGN YOUR VALUES -Rise clients satisfaction
- Treat others how you want to be treated -Develop personal experience, abilities and capacity
- Say "Thank you" -Accomplish a particular goal
- Help others
MANAGEMENT AS NEVER ENDING PROCESS
2.CHAMPION THE IMPORTANCE OF ETHICS - Continues process
-Section 37, RA 697
"The Philippine National Police Code of Professional ACTIVITY MANAGEMENT
Conduct and Ethical Standard" - Day-to-Day activity(recording, monitoring, etc.)

3. HIRE PEOPLE WITH SIMILAR VALUES MANAGEMENT AS A DISCIPLINE

- Common ground (same vision) •Subject (topic)
•Course( bsba)
4. PROMOTE OPEN COMMUNICATION
-Two-way communication MANAGEMENT AS AN ART
- Requires imagination and expertise
5.BEWARE OF BIAS - course
- Open-minded leader(you must be FAIR)
MANAGEMENT AS A GROUP
6. LEAD BY EXAMPLE - Operation is carried by the group
- Walk the talk
MANAGEMENT AS A SCIENCE
7. FIND YOUR ROLE MODEL -Involves scientific process
- Creating identity
MANAGEMENT AS A PROFESSION
8. CARE FOR YOURSELF SO YOU CAN CARE FOR OTHERS -Occupation
- "You can't give pour from an empty cup".
The MANAGER
IMPACTS OF ETHICAL LEADERSHIP - PERSON in the organization who directs the activities
1. THE WELL-BEING OF THE INDIVIDUAL for others.
- "Maintain positive working environment". HEIRARCHY:
1. The FIRST LINE MANAGERS(mababa or nasa ground)
2.THE ENERGY OF THE TEAM -Supervisors/Foremen.
- "maintain High morale"
2.The MIDDLE LEVEL MANAGERS(Visiting heads)
3. THE HEALTH OF ORGANIZATION -Supervisory level and top-level
- "healthy minset, climate and environment( cleanliness -Functional managers
of the working area) -Project managers

4-V MODEL OF ETHICAL LEADERSHIP 3. The TOP MANAGER(pinakamataas, mga may ari ng
"V"-alues kompanya)
"V"-ision -Organizational decision
"V"-oice -Vice-president
"V"-irtue -Managing director
-Chief executive officer
VALUES FORMATION IN LEADERSHIP -Board chairman
1.Values guide your decision
2. Values strengthen your ability to influence MANAGERIAL FUNCTION:
3. Values create clarity 1. PLANNING - Setting of goals and strategies.
4. Values reducess stress
5. Values guide your actions 2. ORGANIZATION- How to do, how to organize and
where to make decision.(aayusin, arrange)
MANAGEMENT
-Set of principles relating to the roles of PLANNING, 3. STAFFING- Employing different people(paghahire ng
COORDINATING, DIRECTING and REGULATING and tao)
implementation of those principles in the efficient and
effective use of physical, financial, human and 4. DIRECTING- Giving instruction
information capital to achieve organization objectives.
5.CONTROLLIN- Monitoring and evaluation of tadk or
Management by HENRY FAYOL schedule.
-"Managing is the forecasting and preparing, arranging,
ESSENTIAL SKILLS OF MANAGER: BEHAVIORAL MANAGEMENT( TECHNIQUES)
1. TECHNICAL SKILLS- Works with resources, equipment
or technical skills. 1. ANTECEDENT STRATEGY- Attempt to discourage or
provoke before it occurs.
2.HUMAN SKILLS- Ability to work with people
individuality or group. 2. CONSEQUENT STRATEGY
- Reinforment or punishment
3. CONCEPTUALS SKILLS
- Looking holistically the organization in decision- MANAGING BY EXAMPLE
making.(consider everything)
1. Avoid criticizing
QUALITIES OF A MANAGER 2. Give honest praise
1. EDUCATIONAL COMPETENCE(credential) 3. Develop real relationship
- Educational qualification. 4. Get in on action
5. Humility is the key
2.INTELLECTUAL QUALITY -Higher level of intelligence
ROLE OF VALUES IN MANAGEMENT
3. LEADERSHIP ABILITY
- Able to direct and motivate 1. Development of employees
2. Motivation
4. TRAINING 3. Underlie managerial behaviors
- Technical skills, human skills, and logical abilities or 4. Determine behavior
reasonings. 5. Helps im bringing change
6. Determine attitudes
5. TECHNICAL KNOWLEDGE AND SKILLS 7. Promote leadership
- Technocal Knowledge 8. Bring creativity
9. Managing borderless
6. MENTAL MATURITY 10. Involve in managerial goals
- Good listener and quick respond to situation 11. Guide to life, profession and character
12. Personality development
7. POSITIVE ATTITUDE 13. Work ethics
-Sensitive and optimistic to different issues(positive
thinker) DECISION-MAKING CONCEPTS
- Problem-solving process that generates a solution that
8. SELF- CONFIDENCE is considered to be ideal or at least acceptable.(give
- Being certain for every decision solution for a specific problem)

9. FORESIGHT TECHNIQUES
- Decision for present and for future 1.GROUP DECISION-MAKING
-(Collaborative and cooperative)
ROLE OF MANAGERS
1. Interpersonal roles- contact of person to person. 2. INDIVIDUAL DECISION-MAKING(Saves time, resources
and energy)
2. Informational roles- gives information to person.
APPROACHES
3. Decisional roles- the one who makes decision on a 1. RATIONAL OR ANALYTICAL
situation. - Systematic decision-making.

IMPORTANT ROLES OF MANAGER 2. INTUITIVE DECISION-MAKING

1. As a LEADER -Relying on feelings of emotion(gut feeling"hunch")
2. As COORDINATOR
3. As a DELEGITOR OF AUTHORITY 3. RANDOM OR CHANGE
4. As DECISION-MAKER - Impulse w/o thought(decision wheel)
5. As A HUMAN RELATION PRACTITIONER
6. As a SPOKESPERSON OF THE ORGANIZATION THE CONSEQUENCES OF MAKING THE WRONG
DECISION
MODERN CHALLENGES FOR MANAGERS
1. Loss of life
1. Challenges on Information technology
2. Jurisdictional administration cost
3. Negative media attention and public opinion
2. Challenges of Globalization
4. Demotion/loss of job
5. Post-traumatic stress disorder(PSTD)
VISION AND MISSION STATEMENT
1. VISION- Their vision is their DREAM.
FOUR STYLES OF DECISION MAKING
2. MISSION- Action planning process in practical terms.
1. DIRECTIVE DECISION-MAKING 4. Unity of command(only one immediate superior)
- Based on experience 5. Unity of direction(direction with one plan)
6. Subordination of individual interest to the general
2. ANALYTICAL DECISION-MAKING interest
- Analyze details 7. Remuneration of personel(salary)
8. Centralization
3. CONCEPTUAL DECISION-MAKING 9. Scalar chain(top to lower)
- Collaborative approach 10. Order(right place and time)
11. Equity(kingness and justice)
4. BEHAVIORAL DECISION-MAKING 12. Stability of tenure
- Proactive communication with community 13. Initiative(let them show)
14. Esprit de Corps(build team spirit)
DECISION-MAKING MODELS

1. The Universal model(pangkalahatang desisyon)

2. The dispositional model(naapektuhan dahil sa kultura

3. The dynamic model(nagbabago bago ng desisyon)

KEY TERMS
1. PRIMING(consciousness/aware)
2. TIME PRESSURE
3. PEER PRESSURE

ADMINISTRATION
- Refers to the actions which are concerned with
coordinating and managing an organization work.

FUNCTION OF ADMINISTRATION

1. PLANNING
2.ORGANIZING
3. DIRECTING
4. CONTROLLING

ADMINISTRATOR
- Person who makes sure an organization is running at
full capacity

SKILLS OF ADMINISTRATOR

1.Technical skill
2. Human skill
3. Conceptual skill

KEY TERMS
1. At Lower levels(madaming trabaho)
2. At Every level(monitoring)
3. At the Top level(decision-making)

ADMINISTRATIVE CHALLENGES
1. Vacation
2. Leave of absence
3. Busy seasons and special projects
4. The unexpected loss of an employee or personel

FOURTERN MANAGERIAL CONCEPTS: HENRY FAYOL

1. Division of work/labor
2. Authority(order)
3. Discipline(ober regulation)