Week 1 A

University of the Philippines Manila
SCHOOL OF HEALTH SCIENCES

Main Campus, Palo, Leyte
Worksheet #1
As you study the learning resources provided, please try also to answer the following questions
specified below. This is worth 20 points.
 What is the difference between management and leadership and their similarities?
 Management is primarily concerned with planning, organizing, and controlling

resources and processes to achieve specific, short-term goals and objectives. It
involves tasks such as budgeting, resource allocation, and ensuring efficiency.
Leadership on the other hand, is more concerned with setting a vision, inspiring and
motivating people, and guiding them towards achieving long-term objectives. It
involves influencing, inspiring, and aligning the team with a shared vision.
 Both management and leadership require effective communication, interpersonal
skills, and the ability to work with and through people. And many individuals in
leadership roles also have management responsibilities, and effective organizations
benefit from a balance of both functions.
 Compare and contrast the following:

o democratic style to the authoritarian and laissez-faire styles
 Democratic Leadership
- Decision-Making: In a democratic leadership style, decisions are made
collectively with input from team members. The leader values and considers the
opinions and ideas of the group.
- Communication: Open and frequent communication is encouraged. The leader
seeks feedback and encourages participation from team members.
- Authority: The leader has a moderate level of control, with power shared among
team members. It's often seen as a more collaborative and inclusive approach.
- Motivation: Team members tend to feel empowered and engaged, as they have a
say in decisions that affect them.
 Authoritarian Leadership:
- Decision-Making: Authoritarian leaders make decisions unilaterally without
much input from the team. They have a high level of control.
- Communication: is typically top-down, with limited feedback from
subordinates.
- Authority: The leader holds significant power and enforces strict control over
the team.
- Motivation: Team members may be motivated through fear of consequences,
but this style can stifle creativity and initiative.
 Laissez-Faire Leadership:
- Decision-Making:*Laissez-faire leaders provide minimal guidance or decision-
making authority. Team members are largely responsible for their tasks and
decisions.
- Communication: Communication is often minimal, and the leader may be
hands-off.
- Authority: The leader has a very low level of control, allowing team members a
high degree of autonomy.
- Motivation: Team members may feel a high level of independence, but this style
can lead to confusion and lack of direction.
o Theory X to Theories Y and Z
 Theory X:
- Assumptions: Theory X assumes that people are inherently lazy, dislike work,
prefer being directed, lack ambition, and primarily want security.
- Management Approach: Managers applying Theory X tend to use strict control
and coercion to manage and motivate employees. They believe in closely
supervising and monitoring work.
- Employee Involvement: In Theory X, employees are not typically involved in
decision-making and are expected to follow orders.
 Theory Y:
- Assumptions: Theory Y assumes that people are not inherently lazy and can find
work satisfying. They have the potential to be self-motivated, creative, and enjoy
taking responsibility.
- Management Approach: Managers using Theory Y believe in empowering
employees, encouraging creativity, and providing opportunities for personal and
professional growth.
- Employee Involvement: Theory Y emphasizes involving employees in decision-
making and valuing their input.
 Theory Z (William Ouchi's Theory):

- Assumptions: Theory Z is based on the belief that employees are motivated by
more than just monetary rewards. It emphasizes loyalty, long-term employment,
and a sense of community.
- Management Approach: Managers using Theory Z focus on building strong,
long-lasting relationships with employees and creating a collaborative work
environment.
- Employee Involvement: Theory Z encourages teamwork and employee
involvement in decision-making to build a sense of belonging.
 What are the characteristics of management?
1. Goal-Oriented: Management is focused on achieving specific objectives and goals,

whether they are related to an organization, a project, or a team.
2. Planning: It involves the process of setting goals, developing strategies, and creating
plans to achieve those goals effectively.
3. Organizing: This involves arranging resources, tasks, and people in a structured manner
to carry out the plans and achieve the goals.
4. Leading: Management requires leadership skills to motivate, guide, and influence people
in the organization to work towards the common objectives.
5. Controlling: It includes monitoring progress, measuring performance, and taking

corrective actions when necessary to ensure that goals are met.
6. Decision-Making: Managers make numerous decisions, both routine and strategic, to

address various challenges and opportunities.
7. Coordination: Managers must coordinate the efforts of different individuals and teams to
ensure that they work together efficiently.
8. Authority and Responsibility: Managers have the authority to make decisions and
delegate responsibilities to others within the organization.
9. Adaptability: Effective managers must be adaptable and able to respond to changes in the
business environment.
10. Continuous Process: Management is an ongoing, iterative process that requires constant
evaluation and improvement.

Week 1 A

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University of the Philippines Manila

SCHOOL OF HEALTH SCIENCES

 Management is primarily concerned with planning, organizing, and controlling

 Compare and contrast the following:

o Theory X to Theories Y and Z

 Theory Z (William Ouchi's Theory):

1. Goal-Oriented: Management is focused on achieving specific objectives and goals,

5. Controlling: It includes monitoring progress, measuring performance, and taking

6. Decision-Making: Managers make numerous decisions, both routine and strategic, to

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