Directing People for Organizational Goals (39

Unit-4 - DIRECTING
Leading : Process of influencing people so that they will contribute to
organisational and group goals.
Managing : It requires the creation and maintenance of an
environment in which individuals work together in groups toward the
accomplishment of common objectives
Human factors in Managing : Enterprise objectives may differ
somewhat between organisations, employees also have needs and
objectives that are especially important to them. Managers help
people see that they can satisfy their own needs and utilize their
potential while contributing to the aims of an enterprise. (Multicity
roles, No average persons, importance of personal dignity,
consideration of whole person)
Multicity of Roles : Individuals are much more than a productive
factor in management’s plans. They are consumers, members of
families, schools, trade associations, parties etc. In these different
role. Managers and the people they lead are interacting members of a
broad social system.
1
S.Palanivel Assoicate Prof./Mech. Engg
Kamaraj college of Engg. & Tech.
Virudhunagar (Near)

Human factors .. Contd..
• No average person : In an organisations rules, procedures, work schedules,
safety are being made on the assumptions that people are essentially alike.
This is needed to a great extent in organising efforts, but it is equally
important to note that individuals are unique by having different needs,
ambitions , attitudes , different desires to have responsibility, different levels
of knowledge & skills and different potentials. Unless Managers understand
the complexicity and individuality of people they may misapply about the
requirement of motivation, leadership and communication. Although position
requirements are usually derived from organisation plans, this fact does not
exclude the possibility of arranging job to fit the person in a specific situation .
• Importance of personal dignity : People must be treated with respect , no
matter what their position in the organisation. Each in orgnaisation is unique
with different abilities and aspirations but all are human beings and all
deserve to be treated as such.
• Consideration of whole person : A person exhibit skills, knowledge & attitudes
according situations. These characters change quickly and unpredictably in a
situation.Human being is a total person influenced by external factors. People
can not divest themselves of the impact of these factors when they come to
work. Managers must recognize these facts and be prepared to deal with
them.
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Virudhunagar (Near)

MOTIVATION
• It is a general term applying to entire class of
drives, desires, needs, wishes which induce
the subordinates to act in a desired manner.
• Motion towards Vision. Driving force towards
one’s vision /objective. If motivation is there
with the participating members of team it
will be easier for the team to reach its goal
easily.
• Motivation enables motion or required
actions to happen in a directed desired to
reach goals.
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Virudhunagar (Near)

MOTIVATION
• MOVING
• OUR
• THOUGHT
• IN REALSING
• VISION
• ACTING
• TASKS
• INTERSTINGLY
• OBJECTIVELY
• NATURAL
Kamaraj college of Engg. & Tech. Virudhunagar (Near)

MOTIVATION
** CARROT THEORY
----- REWARDS
------ INCENTIVES IN
CASH &
KIND
** STICK THEORY
----- PUNISHMENT

MOTIVATION
NEED FOR MONEY
NEED FOR POWER
NEED FOR AFFINITY
NEED FOR ACHIEVEMENT
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Virudhunagar (Near)

MOTIVATION
“U” ARE IMPORTANT
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Virudhunagar (Near)

MASLOW’S HIERARCHY OF NEEDS
• SELF ACTUALISATION
• EGO (OR) ESTEEM
• AFFILIATION (ACCEPTANCE)
• SECURITY (OR) SAFETY
• PHYSIOLOGICAL (or)BASIC

MASLOW’S HIERARCHY OF NEEDS
• The basic human needs stated by Maslow in an ascending order of
importance
1. Physiological or basic needs : These are basic needs for sustaining
human life itself such as food, water, dress, shelter and sleep. Maslow
was of the opinion that until these needs are satisfied or fulfilled to the
degree needed to maintain life other needs will not motivate people.
2. Security or safety needs : People want to be free of physical danger and
of the fear of losing a job, property, food, shelter. People want to keep
the basic needs to get continuously without any interruption , this
aspect is considered as safety or security needs
3. Affiliation needs : Since people are social beings they need to belong
and accepted by others.
4. Esteem needs : Once people begin to satisfy their need to belong, they
tend to want to be held esteem both by themselves and by others. This
kind of need produces such satisfaction as power, prestige, status.
5. Need for self actualisation : This is the highest need in hierarchy. It is
the desire to become what one is capable of becoming.
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Virudhunagar (Near)

THEORY X
As per Mcgregor Managing start with the basic question of how
managers see themselves in relation to others. Managers do have
different perceptions on people . According to the perceptions on
behavior of people, Theory X and theory Y are stated.
• THEORY – X : Traditional assumption about the nature of people
as per McGregor as follows :
• Average human beings have an inherent dislike of work and will
avoid if they can
• Because of this disliking character, most people must be coerced,
controlled, directed and threatened with punishment to get them
to put forth adequate effort toward the achievement of
organisational objectives.
• Average human beings prefer to be directed wish to avoid
responsibility, have relatively little ambition and security above
all.
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Virudhunagar (Near)

THEORY Y
Assumptions under Y theory are as follows :
• The expenditure of physical and mental effort in work is as natural as
play or rest.
• External control and the threat of punishment are not only the means for
producing effort toward organisational objectives. People will exercise
self direction and self control in the service of objectives to which they
are committed.
• The degree of commitment to objectives is in proportion to the size of
the rewards associated with their achievements.
• Average human beings learn, under proper conditions, not only to
accept responsibility but also to seek it.
• The capacity to exercise a relatively high degree of imagination,
ingnenuity and creativity in the solution of organisational problems is
widely, not narrowly, distributed in the population.
• Under the conditions of modern industrial life, the intellectual
potentialities of the average human being are only partially utilized.
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Virudhunagar (Near)

ERG Theory
• ERG theory by Calyton Alderfer is similar to Maslow’s theory.
• ERG theory has only three categories instead of 5 categories
• Existence needs similar to basic needs
• Relatedness needs pertaining to satisfactorily relating to others
• Growth needs referring to self development, creativity, growth
and competence.
• ERG theory refers to Existence, Relatedness and Growth.
• One may be motivated by needs on several levels att he same
time.
• For example one may go to work to make a living (existence
needs) and at the same time one may be motivated by good
relations with coworkers.
• As per Alderfer, when people experience frustration on one
level , they may focus on the needs at a lowerlevel needs
category.
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Virudhunagar (Near)

Herzberg’s Motivation – Hygiene Theory
• It is a two factor theory as
• Dissatisfiers also called maintenance, hygiene or job context factors
– company policy, working conditions, saalry, status, job security,
personal life – these factors are not motivators but non existence of
those factors result in dissatisfaction.
• Satisfiers all related to job content - achievement, recognition,
advancement, challenging work, growth- motivators. Their existence
will yield feelings of satisfaction or no satisfaction.
• Existence of Dissatisfactors will not motivate people in an
organisation: yet they must be present otherwise it will rise
dissatisfaction. Job content factors found to be the real motivators
because they have the potential yielding a sense of satisfaction.
• Clearly, if this theory of motivation is sound, managers must give
considerable attention to upgrading job content.
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Virudhunagar (Near)

Comparison of Maslow and Herzberg theories
Maslow’s needs
theory
Herzberg’s two factor theory
Self actualisation Motivators Challenging work
Achievement
Growth in the job
Responsibility
Advancement
Recognition
Esteem or status
Affiliation or
acceptance
Maintenance
factors
Status
Interpersonal relations
Quality of supervision
Company policy and administration
Working conditions
Job security
Salary
Security or safety
Physiological or basic
needs
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Virudhunagar (Near)

Expectancy theory of Motivation
• People will be motivated to do things to reach a goal if they believe in the worth
of goal and if they can see that what they do will help them in achieving it.
• Vroom’s theory is that people’s motivation toward doing anything will be
determined by the value they place on the outcome of their effort multiplied
by the confidence they have their effort will materially help in achieving a goal.
Varoom’s theory may be stated as Force = Valance X Expectancy , where force is
the strength of a person’s motivation, valance is the strength of an individual’s
preference for an outcome and expectancy is the probability that a particular
action will lead to a desired outcome.
• When a person is indifferent about achieving a certain goal, a valance of zero
occurs, there is a negative valance when the person would rather not achieve
the goal. Result would be no motivation.
• The force exerted to do something will depend both valance and expectancy, a
motive to accomplish some action might be determined by a desire to
accomplish something else.
• For example, a person might be willing to work hard to produce a product for a
valance in the form of pay. Manager might be willing to work hard to achieve
company goals in marketing or production for a promotion or pay as valance.
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Virudhunagar (Near)

Varoom theory and practice
• Varoom theory recognizes the importance of individual needs and
motivations. It fits the concept of harmony of objectives : individuals
have personal goals that are different from organisational goals, but
these can be harmonized. Varoom’s theory is completely consistent with
the system of managing by objectives.
• Assumption that perceptions of a value vary between indivduals at
different times and in different places appears to fit in real life more
accurately. It is consistent with the idea that a manager’s job is to design
an environment for performance taking into account the differences in
various situations.
• On the other hand , the theory is difficult to apply in practice. Despite its
difficulty in application, the logical accuracy of Vroom’s theory indicates
that motivation is much more complex than the approaches of Maslow
and Herzberg seem to imply
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Virudhunagar (Near)

Porter and Lawler Motivation Model
• Porter and Lawler derived a substantially more complete model of
motivation, built in large part on expectancy theory applied to Managers.
• The amount of effort (the strength of motivation and energy exerted)
depends on the value of reward plus the amount of energy a person
believes, is required and the probability of receiving the reward.
• The perceived effort and probability of actually getting a reward are in
turn influenced by the experience of actual performance. Clearly, if people
know they can do a job or if they have done it, they have a better
appreciation of the effort required and know better the probability of
getting a reward.
• Performance is seen as leading to intrinsic rewards (sense of
accomplishment) and extrinsic rewards (working conditions and status).
These rewards tempered by what individual sees as equitable, lead to
satisfaction. But performance also influences equitable rewards.
• Understandably, what the individual sees as a reward for effort will
necessarily affect satisfaction derived. Likewise, the actual value of
rewards will be influenced by satisfaction.
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Virudhunagar (Near)

Equity Theory
• An important factor in motivation is whether individuals perceive the reward
structure is being fair As per Equity theory an individual’s judgment about the fairness of
the reward he gets relative to the inputs (which include many factors such as effort,
experience & education) in comparison with the reward of others. Theory can be
expressed as
• Outcomes by a person = Outcomes by another person
Inputs by a person Input by another person
There should be a balance of the outcomes/inputs relationship for one person in
comparison with that of another person.
If people feel that they are inequitably rewarded, they may be dissatisfied, they may
reduce the quantity or quality of output or they may even leave the organisation.
If people perceive the rewards are equitable, they probably will continue at the same
level of output.
If people think the rewards are greater than what is considered equitable, they may
work harder. It is also possible that some may discount rewards.
One of the problems is that people may overestimate their own contributions as well as
the rewards others receive. Certain inequities are tolerated for some time by employees.
But prolonged feelings of inequity may result in strong reactions to an apparently minor
occurrence.
A person may satisfied with a salary of Rs1500 /week until he finds out that another
person doing similar job gets an additional of Rs.100/week.
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Kamaraj college of Engg. & Tech. Virudhunagar

Equity theory -Three situations
Balance or
imbalance of
Reward
Inequitable reward
Dissatisfaction
Reduced output
Leaving the organisation
Equitable reward
Continuation at same
level of output
More than equitable
reward
Harder work
Reward discounted
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Virudhunagar (Near)

Skinner’s Reinforcement Theory
• Skinner of Harvard developed an interesting but controversial technique
called positive reinforcement or behavior modification.
• Individuals can be motivated by proper design of their work
environment and by praise for their performance and that punishment
for poor performance produces negative results.
• As per Skinner work situations are to be analyzed to determine what
causes workers to act the way they do and then they initiate changes to
eliminate troublesome areas and obstructions to performance.
• Specific goals are then set with worker’s participation and assistance,
prompt and regular feedback of results is made available and
performance improvements are rewarded with praise and recognition.
• Even when performance does not equal goals, ways are found to help
people and to praise them for the good things they do.
• This theory emphasizes removal of obstructions to performance , careful
planning , organising, control thro feedback and expansion of
communication.
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Virudhunagar (Near)

McClelland’s Needs Theory of motivation
• This theory deals three types of basic motivating needs as need for power,
need for affiliation and need for achievement
• Need for power: People with a high need for power have a great concern with
exercising influence and control. Such individuals seek positions of leadership,
they are good at conversation, argumentative and they are forceful,
outspoken, hard head and demanding. They enjoy teaching and public
speaking and they want to control people.
• Need for affiliation : People with a high need for affiliation derive pleasure
from being loved and tend to avoid pain of being rejected by a social group. As
individuals, they are likely to be concerned with maintaining pleasant
relationships to enjoy a sense of intimacy and understanding to be ready to
console and help others in trouble and to enjoy friendly interaction with
others.
• Need for achievement : people with a high need for achievement have an
intense desire for success and an equally intense fear of failure. They want to
be challenged and they set moderately difficult but not impossible goals for
themselves. They take a realistic approach to risk and not likely to be gamblers.
They prefer to analyze and asses problems and assume personal responsibility
for getting job done. They tend to be restless, like to work long hours, do not
worry usually about failure and tend to like to run their own show. They want
to make their own bench marks or create records on their performance.
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Virudhunagar (Near)

SELF MOTIVATION
• OBJECTIVE
• VALUES
• INTEGRAL
• AFFINITY
TO ALL
 MIND +VE

OBJECTIVE
• SPECFIC
• MEASURABLE
• ACHIEVABLE
• RELAXBLE
• TIME BOUND

MOTIVATION
VALUES
OBJECTIVE SHALL HAVE + VE VALUES
AVOID - VE VALUES
INTEGRAL
OBJECTIVE TO MATCH WITH
- INDIVIDUAL, FAMILY, SOCIAL & NATIONAL
- NO MISMATCH
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Virudhunagar (Near)

MOTIVATION
AFFINITY TO ALL
----- LOVE EACH AND EVERY ONE
----- AIM TO INCREASE FRIENDSHIP
MIND +VE
-- NEVER LOSE HOPE
--- KEEP TRYING TILL ACHIEVE
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Virudhunagar (Near)

Job Enrichment
• It is the attempt is to build into jobs a higher sense of challenge and
achievement. Jobs may be enriched by variety. They may also be enriched by
 Giving workers more freedom in deciding about such things as work
methods, sequence and the pace or the acceptance or rejection of materials.
 Encouraging participation of subordinates and interaction between workers
 Giving workers a feeling of personal responsibility for their tasks
 Taking steps to make sure that workers can see how their tasks contribute
to a finished product and to the welfare of the enterprise.
 Giving people feedback on their job performance preferably before their
supervisors get it
 Involving workers in the analysis and change of physical aspects of the work
environment, such as the layout of the office or plant, temperature, lighting
and cleanliness.
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Virudhunagar (Near)

Special motivational techniques
• Some of major motivational techniques are
• Money
• Intrinsic rewards : Feeling of accomplishment, self
actualisation
• Extrinsic rewards : Benefits, recognition, status symbols and
money.
• Variable pay : pay based on group performance,
organisational perofrmance, sharing of profits.
• Participation
• Quality of working life
• Job enrichment
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Virudhunagar (Near)

Making job enrichment effective
• First, organisations need a better understanding of what
people want to identify where else enrichment can be made
• Second, If productivity improvement is the main goal of
enrichment, the program must show how workers will
benefit. In one company 25 % of cost savings on account of
rise in productivity is been given to workers, which really
motivates the workers to accept the enrichment.
• Third, people like to be involved to be consulted and to be
given an opportunity to offer suggestions. Job enrichment
based on suggestions are well received
• Fourth, people like to feel that their managers are truly
concerned with their welfare. Workers like to know what
they are doing and why. They like feed back on their
performance. They like to be appreciated and recognized for
their work.
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Virudhunagar (Near)

UNIT 4- LEADING
Leadership is an important aspect of managing
Ability to lead effectively is one of keys required to be an
effective manager. Managers must exercise all functions of
their role in order to combine human and material resources
to achieve objectives.
The essence of leadership is followership. It is the willingness
of people to follow that makes a person a leader. People tend
to follow those whom they see as providing means of
achieving their own desires, wants and needs.
Leadership and motivation are closely interconnected. By
understanding motivation, one can appreciate better what
people want and why they act as they do. Leaders may not
only respond to subordinates’ motivations but also arouse or
dampen them by means of organisational climate they
develop
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Virudhunagar (Near)

Leader Vs Manager
Leader Manager
Leading his group of members Managing his sub ordinates
Selected by his followers to lead
them
Mostly appointed by companies
Lead and taking along group
members towards
Supervise and get things done from his
subordinates
Works for common goal of group Works for organisational goals
Goal/objective is derived among
group
Goal/objective decided by company and
informed /directed by Manager
No formal rules and procedures Manager’s functions are done by enforcing
rules, procedures of companies
Followers may leave the group Sub ordinates may leave organisation on
their own or thro punishment
If followers confidence is lost on
leader, leader may be changed
Position of Manager may get altered by
company by transfer or insert of a new one
Leader is one who knows the
way, shows the way and goes
with way
Manager is one directs and need not
involve in actions directly
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Leadership
• It is an art or process of influencing people so that
they will strive willingly and enthusiastically toward
the achievement of group goals.
• Ideally people should be encouraged to develop not
only willingness to work but also willingness to
work with zeal and confidence.
• Leaders act to help a group attain objectives
through the maximum application of its
capabilities. They do not push from the behind
rather they place themselves before the group as
they would facilitate progress and inspire group in
achieving goals.
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Virudhunagar (Near)

Ingredients of Leadership
• Every group of people that performs near its total capacity has
some person as its head having of at least four major
ingredients as listed below
 The ability to use power effectively & in a responsible way
 The ability to comprehend that human beings have different
motivating forces at different times and in different situations.
 The ability to inspire
 The ability to act in a manner that will develop a climate
conducive to responding to and arousing motivation
1st ingredient – Power : The nature of power and the authority
derived from power plays a major roles of a leader. If a leader
is having all powers or limited power, his functions will vary
depends on power rested on them.
Ex. _ Modi is all powerful PM , Mr. Manmohansingh – is guided
by congress party. Ms. Jayalalitha, Ms. Mamta ,Ms. Mayawati –
all powerful, they can do anything in their party.
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Virudhunagar (Near)

Ingredients of Leadership …. Contd.
• 2nd ingredient :Understanding of people : leader has to
understand the likes and dislikes of people and chooses the
correct technique of applying motivational theory. He has to
be aware of strength of human needs of his group and able
to design ways of satisfying them and to get things done by
them to meet the objectives.
• 3rd ingredient : Ability to inspire : leaders may have qualities
of charm and appeal to give rise loyalty, devotion and strong
desire on the part of followers to promote what the leaders
want.
• 4th ingredient : Ability to develop a style to suit
organisational climate : leaders should know what changes
are required to create a conducive climate so that everyone
participates in work willingly. He should know to apply
suitable style to suit varying situations.
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Virudhunagar (Near)

Principle of leadership
• Since people tend to follow those who offer them a
means of satisfying their personal goals , the more
managers understand what motivates their sub
ordinates and the more they reflect this
understanding in their actions, the more effective
they are likely to be as leaders.
• If followers are ready to follow someone that
person becomes leader to such followers.
• Leadership is based on the followership only.
• Leadership is measure of followership. Influence of
followers determine the leadership.
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Virudhunagar (Near)

Charismatic leadership approach
Charismatic leaders may have certain characters
such as
 Being self confidence,
 Having strong convictions,
 Articulating vision,
 Being able to initiate change
 Communicating high expectations,
 Having a need to influence followers and supporting
them,
 Demonstrating enthusiasm and excitement and
being in touch with reality
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Virudhunagar (Near)

Leadership Behavior and styles
• Leadership based on authority :
• Autocratic : Who could commands and expects compliance by
everyone, not ready to be flexible or change his objective, positive
and leads by the ability to withhold or give rewards and punishment.
Examples : Hitler, Musaloni
Democratic ; He consults with sub ordinates on the proposed actions,
encourages participation from them and take decisions based on
consultations. Examples : Gandhiji, Nehruji
Free – rein ; he uses his or her power very little. If at all giving sub
ordinates a high degree of independence in their operations. Such
leaders depend largely on sub ordinates to set their own goals and
the means of achieving them and they see their role as one of aiding
the operations of followers by furnishing them with information and
acting primarily as a contact with the group’s external environment.
Examples : Md. Bin Thulaq.
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Virudhunagar (Near)

MANAGERIAL GRID
9 1.9 9.9
8
7
6
5 5.5
4
3
2
1 1.1 9.1
1 2 3 4 5 6 7 8 9
CONCERN FOR PRODUCTION
C
O
N
C
E
R
N
F
O
R
P
E
O
P
L
E
LOW HIGH
H
I
G
H
L
O
W
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Virudhunagar (Near)

MANAGERIAL GRID
• GRID has two dimensions as concern for production and
concern for people
• Concern for production includes the attitude of manager
toward a wide variety of things such as quality of policy
decisions, procedures, processes, creativeness of research,
quality of service, work efficiency and volume of output.
• Concern for people includes degree of personal commitment
toward goal achievement, maintenance of self esteem of
workers, placement of responsibility on the basis of trust rather
than obedience, provision of good working conditions and
maintenance of satisfying inter personal relations.
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Virudhunagar (Near)

Four extreme styles
• 1.1 Management : Managers concern very little with either
people or production and have minimum involvement in
their jobs. Their contribution to work will be very little like
just marking attendance to work and act as a messengers
just passing information from Superiors to subordinates.
• 9.9 Management: Other extreme of 1.1 , Managers who
displays in their actions the highest possible dedication both
to the people and to production. They are real “team
managers” who are able to mesh the production needs of
the enterprise with the needs of Individuals. Managers
practice this model give attention both to the production as
well as the requirements of people involved in the
production
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Virudhunagar (Near)

Four extreme styles
• 1.9 Management : It is called as Country Club Management in
which Managers have little or no concern for production but
are concerned only for people. They promote an environment
in which everyone is relaxed, friendly and happy and no one is
concerned about putting forth coordinated effort to accomplish
enterprise goals
• 9.1 Management : It is referred as autocratic task managers
who are concerned only with developing an efficient operation
who have little concern for people and who are quite autocratic
in their style of leadership.
• 5.5 Management : Managers have medium concern for
production and for people. Managers could get adequate
production but not the outstanding production with moderate
morale of people. Managers do not set goals too high and are
likely to have benevolent approach to people.
• Managerial grid is a useful device to identifying and classifying
managerial style 40
Virudhunagar (Near)

Fiedler’s Contingency Approach to leadership
• This theory hold that people become leaders not only
because of the attributes of their personalities but also
because of various situational factors and the interactions
between leaders and group members .
• Examples : Mr. Devegowda become PM because
Communists did not want Mr. Jyoti Basu to become PM.
Mr.Azarudeen become Captain since K. Srikanth was
supporting players & BCCI wanted to name someone listens
them. He is the captain captained four former captains
Gavaskar, Kapil Dev, K. Srikanth & Sachin. Mr. O.Panner
Selvam become CM thrice due to vacancy created by Ms.
Jayalalitha. Virat Kohli become captain of India since
MS Dhoni did not want to continue as captain.
• Situation helps some one to emerge as leader
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3 critical dimensions of leadership situation
• Position Power : A leader with clear and considerable position
power can get good followership more easily than one without such
power. In the case of Managers, this is the power arising from the
organisation authority. This is the positional power which one got
thro their personality or and expertise enables them to get group
members to comply with the directions from the leader.
• Task structure : Extent to which tasks can be clearly spelled out and
people held responsible for them. If tasks are clear rather than vague
and unstructured , the quality of performance can be more easily
controlled and group members can be held more definitely
responsible for performance.
• Leader- member relations : This factor is the most important from
leader’s point of view, since position power and task structure largely
under the control of enterprise. It has to do with the extent to which
group members like and trust a leader and willing to follow the
leader.
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Path – goal theory approach
• Main function of leader is to clarify and set goals with subordinates, help them
find the best path for achieving the goals and remove obstacles. This theory
proposes that situational factors contributing to effective leadership should be
considered. These factors include
• i) Characteristics of sub ordinates such as their needs, self confidence and
abilities and
• Ii) the work environment including such components as the task, the reward
system and the relationship with coworkers.
The theory categorizes leader behavior into four groups
 Supportive leadership : It gives consideration to the needs of sub ordinates,
shows concern for their well being and creates a pleasant organisational climate.
It has the greatest impact on subordinates’ performance when they are
frustrated and dissatisfied.
 Participative leadership : It allows subordinates to influence the decision of
their superiors, which may increase motivation
 Instrumental leadership : It gives subordinates specific guidance and clarifies
what is expected of them. It involves aspects of planning, organising,
coordinating and controlling by the leader.
 Achievement – oriented leadership: It involves setting challenging goals,
seeking improvement of performance and having confidence that subordinates
will achieve high goals.
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Transactional & Transformational leadership
• Transactional leaders identify what subordinates need to do to
achieve objectives, clarify organisational roles , tasks, set up the
required organisation structure, reward performance and provide
for the social needs of their followers. Such leaders work hard and
try to run the organisation effectively and efficiently.
• Transformational leaders : They articulate a vision and inspire
followers. They also have the capacity to motivate followers, shape
the organisation culture and create a climate favorable for
organisational change in achieving the goal. There are many
similarities between transformational leaders and charismatic
leaders where in the former being noted for initiating innovation
and change , having the ability to bring in change with followers by
their articulation. The charismatic leaders who can draw the
attention of many and convince the followers to follow their ideals
so as to travel along the path shown by such leaders to achieve their
goals .
• Examples of transformational leaders : Kapildev, MS Dhoni
• Charismatic leaders : Gandhi, Mother Theresa, MGR
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LEADERSHIP STYLE -1
 Telling:
 Leader will give instructions on
    What to do,
    When to do,
    Where to do and
    How to do.
 Will not be told
WHY they have to do &
CARRYOUT INSTRUCTIONS
45
Virudhunagar (Near)

LEADERSHIP STYLE -2
Selling
Leader will
Elaborate various aspects,
Instead of mere INSTRUCTIONS
Motivate
 Mould members and
 Prepare them to do the works.
46
Virudhunagar (Near)

LEADERSHIP STYLE - 3
Participating
 Leader will involve
 All the Members in every stages of
work
 Everyone’s ideas and suggestions will
be listened
 This style is like DECOMRACTIC style
47
Virudhunagar (Near)

LEADERSHIP STYLE - 4
 Delegating
 Leader will simply
 Allocate the works
 No Instruction
 No Guidance .
 This style is just opposite to
Telling style.
48
Virudhunagar (Near)

SELECTION OF STYLE
 NO ABLITY & NO WILLINGNESS = TELLING
 NO ABLITY & WILLINGNESS = SELLING
 ABLITY & NO WILLINGNESS = PARTICIPATING
 ABILITY & WILLINGNESS = DELEGATING
49
Virudhunagar (Near)

EFECTIVE COMMUNICATION
GIVING INFORMATION,
RECEIVING INFORMATION &
RESPONDING TO INFOMRATION
WITH INTENTION OF
GETTING THE DESIRED RESPONSE
50
Virudhunagar (Near)

COMMUNICATION ------
COMMUNICATION ……
= COMMUNICATION SKILL
COMMUNICATION ------
COMMUNICATIONS ……
= COMMUNICATIONS KILL
51
Virudhunagar (Near)

COMMUNICATION (S)KILL
COMMUNICATION SKILL
WORKING TOGETHER WORKS ….. 
= WORKING TOGETHER WORKS ….. 
COMMUNICATIONS KILL
WORKING TOGETHER WORKS ….. 
= WORKING TO GET HER WORKS ….. 
52
Virudhunagar (Near)

COMMUNICATION (S)KILL
COMMUNICATION SKILL
PAPA AJMER GAYE
 FATHER GONE TO AJMER
COMMUNICATIONS KILL
PAPA AAJ MAR GAYE
 FATHER DIED
53
Virudhunagar (Near)

TYPES OF COMMUNICATION
** ORAL
** WRITTEN
** NON VERBAL
54
Virudhunagar (Near)

ORAL COMMUNICATION – MERITS
1. QUICK TO REACH
2. ONE CAN COMMUNICATE WITH MANY
3. INSTANT FEED BACK
4. MODIFIED BASED ON FEED BACK
55
Virudhunagar (Near)

ORAL COMMUNICATION – DEMERITS
1. NO PROOF
2. KNOWN LANGUAGE
3. KNOWN SUBJECT
56
Virudhunagar (Near)

1.TO INFORM / SHARE
2.TO CONVINCE/ACCEPT
3.TO INDUCE / STIMULATE
4.TO AMUSE / ABUSE
WHY DO WE SPEAK ?
57
Virudhunagar (Near)

WRITTEN COMMUNICATION – MERITS
1. PROOF – EVIDENCE
2. UNDERSTANDING
3. REFERENCE FOR FUTURE
4. MULTIPLIED
5. INTERACTION NOT NEEDED
58
Virudhunagar (Near)

WRITTEN COMMUNICATION – DEMERITS
1. TIME CONSUMING
2. INSTANT FEED BACKNOT POSSIBLE
3. INTEND & RESPONSE - CONFLICTING
59
Virudhunagar (Near)

POINTS TO NOTE
PURPOSE
PLANNING
PREPARATION
PRESENTATION
PROJECTION
60
Virudhunagar (Near)

WRITING SKILL
• HOW TO MAKE IT PURPOSEFUL
• HOW TO PROJECT YOUR POINTS
• HOW TO PRESENT IT TO ACHIEVE YOUR GOAL
61
Virudhunagar (Near)

TIPS TO IMPROVE
WRITTEN COMMUNICATION
• COLLECT ALL POINTS
• EDIT – REMOVE POINTS
 ON WHICH YOU ARE NOT CLEAR
 WHICH REQUIRE LOT OF EXPALANTION
 WHICH MAY RAISE CONTROVERSY
 WHICH ARE INSIGNIFICANT
 WHICH ARE REPEATED NATURE
62
Virudhunagar (Near)

TIPS TO IMPROVE
WRITTEN COMMUNICATION
• FILTER POINTS
 MUST BE INCLUDED
 COULD BE INCLUDED
• ARRANGE IN A LOGICAL SEQUENCE
• CHECK FOR LINK BETWEEN POINTS
63
Virudhunagar (Near)

• READ, READ, READ, READ ….. READ
MORE THE VOCABULARY,
EASY TO PRESENT IDEAS
• WRITE LEGIBLY
• PRESENT POINTS IN PARAS
• CHECK FOR SPELLING & GRAMMATICAL ERRORS
• MAKE IT SIMPLE & STRIGHT FORWARD SENTENCES
• USE +VE LANGUAGE
64
Virudhunagar (Near)

NON VERBAL COMMUNICATION-
MERITS
1. FAST TO GET ACTIONS/RESPONSE
2. NO LANGUAGE REQUIRED
3. SENDER & RECEIVER –DISTANCE – LEVEL NO BARRIER
4. SECRECY
5. CREATIVE
65
Virudhunagar (Near)

NON VERBAL COMMUNICATION- DE
MERITS
1. CLEAR UNDERSTANDING REQUIRED
2. SIGNAL WILL VARY TO SITUATION & PERSONS
3. MISUNDERSTANDING OF SIGNALS
WILL RESULT DAMAGES
66
Virudhunagar (Near)

DOWNWARD COMMUNICATION
MESSAGE COMING FROM TOP TO BOTTOM
INSTRUCTION
INFORMATION
ORDER
DELIVERY IS FAST & CERTAIN
67
Virudhunagar (Near)

UPWARD COMMUNICATION
MESSAGE COMING FROM BOTTOM TO TOP
 PROPOSAL
 SUGGESTION
 INFORMATION
DELIVERY IS SLOW & UN CERTAIN, IT MAY SLIDE
DOWN AND MAKE MANY ROUNDS
68
Virudhunagar (Near)

PARELLEL COMMUNICATION
MESSAGE COMING AMONG EQUALS
PROPOSAL
INFORMATION
FEEDBACK
DELIVERY IS NORMAL & DEPENDS ON RELATIONSHIP
SMOOTHER RELATION EASY REACH
STRAINED RELATION IT WILL BE RETAILATED
69
Virudhunagar (Near)

CROSS COMMUNICATION
MESSAGE COMING FROM TOP TO BOTTOM
WITHOUT SEQUENCE
 INSTRUCTION
 INFORMATION
 ORDER
DELIVERY IS FAST & CERTAIN
TOP CAN COMMUNICATE TO ANY LEVEL
RECEIVER HAS TO RESTORE CHAIN/LINK BY
INFORMING TO NEXT HIGHER LEVEL
70
Virudhunagar (Near)

BARRIERS
** ASSUMPTION
- ASSUME …..
ASS U& ME  ASS
71
Virudhunagar (Near)

BARRIERS
*** DISTORTION
• REASONS
1. IF MESSAGE IS NOT CLEAR
2. IF MESSAGE IS NOT TOLD BY SENDER CORRECTLY
3. IF MESSAGE IS NOT RECD BY RECEIVER CORRECTLY
4. IF THERE IS TIME LAG BETWEEN MESSAGE & RESPONSE
72
Virudhunagar (Near)

GAP
INDIVIDUALS BORN WITH DIFFERENCES
TO OVERCOME
COMMUNICATION GAPS
ONE HAS TO CONSTRUCT
UNDERSTANDING BRIDGES
73
Virudhunagar (Near)

TIPS FOR CONSTRUCTION OF
UNDERSTANDING BRIDGES
1. SMILE
SMILE + SMILE = SMILES
2. BE MODEST
74
Virudhunagar (Near)

TIPS .. CONTD.
3. MAKE OTHERS TO SPEAK MORE
4. DONOT ARGUE
5.BEGIN WITH A + VE NOTE
- YES … BUT
- YES …BUT

TIPS .. CONTD.
6. AWARE
A SSEMBLE YOUR MESSAGE
WATCH YOUR LISTENER
A DAPT DELIVERY TO SITUATION
RELATE YOUR MESSAGE
EVALUATE

TIPS .. CONTD.
7. ASK QUESTIONS TO GET YOUR ANSWERS
8. KNOW WHAT YOU WANT TO SAY
----- IF I SAY THIS WHAT WILL HAPPEN
---- IF I SAY THIS WHAT WILL NOT HAPPEN
9. SPEAK IN TERMS PEOPLE UNDERSTAND
10. SINCERE
77
Virudhunagar (Near)

Communication Methods
There are different methods and channels for communication,
some are oral, some are written and some use information
technology.
Technology is used for certain types of communication, such as
wired and wireless telephone, fax, voice mail, e-mail,
teleconference as well as video conference.
You probably do not want to invite an honored guest by e-mail.
On the other hand for informational communication and if the
time is of the essence & want to spread message fast we can
use e-mail rather than time consuming snail mail (regular mail
by post which takes more time , where as email gets delivered
instaneously)
Status of delivery and getting the feedback for email is fast
which is possible thro Information Technology.
78
Virudhunagar (Near)

grapevine
• Informal organisation exists when members of formal organisation
know one another well enough to pass on information sometimes
only gossip that is someway connected with the enterprise.
• The desire for information concerning the organisation and its
people is strong enough for such information to be rapidly
transmitted between persons who know and trust one another.
• The grapevine of course thrives on information not openly available
to the entire group whether because that information is regarded as
confidential or because formal lines of communication are
inadequate to spread it or because it is like a gossip that never be
formally disclosed.
• An intelligent manager would probably be wise to feed grapevine as
an information since it is very effective the quick communication.
• Some times people spread their expectations as grapevine, many
times grapevine may be spread to form or gauge views of people.
79
Virudhunagar (Near)

Barriers and Breakdowns in communication
• Managers frequently cite communication breakdowns as
one of their most important problems. However
communication problems are often symptoms of deep
rooted problems. Examples are
 Poor planning may be cause of uncertainty about the
direction of the firm.
 Poorly designed organisation structure may not clearly
communicate organisational relationships.
 Vague performance standards may leave managers
uncertain about what is expected of them.
• Manager has to look for causes of communication problems
instead of just dealing with the symptoms. Barriers can exist
in the sender, in the transmission of the message, in the
receiver or in the feed back.
80
Virudhunagar (Near)

Barriers in Communication
• Lack of planning : Too often people start talking and writing without first
thinking, planning and not knowing the purpose for which they do talking or
writing. Messages originated without planning may not be clear and will have
a lot of scope for distortion.
• Unclarified Assumptions : Very important barriers in communication is
uncommunicated assumptions that may lead to distorted messages. A
customer may send a mail stating that he is interested to visit a sub vendor’s
plant with the assumption that sub vendor will make arrangements to receive
& pick him at the airport. Sub vendor might have thought that his customer
will make his own arrangements to visit his plant since he is coming to the
place for a personal visit alsol. These unclarified assumptions may lead to
breakdown of relationships between them.
• Semantic distortion : It may be accidental or deliberate. An advt. says “
We sell for less”- deliberately ambiguous less than what?
• Poorly expressed messages : When message is made of poorly chosen words,
omissions, lack of clarity & coherence , awakward sentence structure it is
bound for distortion.
• EXAMPLE : IN ACCORDANCE WITH INSTRUCTIONS “TWIN BIRTHS” ENCLOSED
IN THE ENVELOPE
It will be difficult to make ther eceiver to repeat the intended information as
Birth certificates of twins enclosed in the envelope as per instruction
81
Virudhunagar (Near)

• Loss by transmission and poor retention : In a series of transmissions from
one person to another person, the message becomes less and less accurate.
Poor retention of information is another barrier. Thus necessity of repeating
the message and using several channel is obviously needed. Companies
often use more than one channel to communicate the same message. In
control system to attain fail safe operation two out of three signals are to
validate a signal.
• Poor listening and premature evaluation : When people did not pay
attention and listens receivers may not get no information. Listerning
demands full attention and discipline It also requires listerner to avoid
premature evaluation what another person has to say. Listerning without
making hasty judgments can make the whole enterprise more effective.
• Distrust, Threat and fear : In a climate containing these forces, any message
will be viewed with skepticism. Distrust can be the result of inconsistent
behavior by the superior or it can be due to past experience in which the
subordinate was punished for honestly reporting unfavorable but true
information to the boss. Likewise in the light of threats whether real or
imaginary people tend to tighten up become defensive and distort
information. What is needed is a climate of trust, which facilitates open and
honest communication.
82
Virudhunagar (Near)

• Insufficient period for adjustment for change : The purpose of
communication is to effect change that may deal about change in shift
schedule, place of work, type of work, skill requirement of jobs. Some
communication point to the need for further training, career adjustment or
status arrangements. Changes affect people in different ways and it may
take time to think its implications . If time is not given for doing adjustment
for change , it will result in a bad way. To get maximum efficiency, it is
important not to force change before people can adjust to its implications.
• Information overload : People respond to information overload in various
ways, i) They may disregard certain information. A person getting too much
mail may ignore letters that should be answered.
• Ii) People with more information may make errors in processing it.
• Iii) People may delay processing information either permanently or with the
intention of catching up in the future
• Iv) People may filter information. Due to filtering people may tend to take up
works that are easy and postpone the works that require more attention.
Due to overload of communication, people tend to escape from the tasks
and ignore information or do not communicate it.
83
Virudhunagar (Near)

Guidelines to improve Communication
• Clarify the purpose of the message
• Use intelligible encoding
• Consult others views
• Consider receivers’ needs
• Use appropriate tone and language and
ensure credibility
• Get feedback
• Consider receivers’ emotions and
motivations
• Listen
84
Virudhunagar (Near)

Tips to improve written communication
• Use simple words and phrases
• Use short and familiar words
• Use personal pronouns (such as You) appropriately
• Give illustrations and examples
• Use short sentences and paragraphs
• Use active verbs
• Avoid unnecessary words.
85
Virudhunagar (Near)

Electronic media in communication
• Electronic equipment includes
• Mainframe computers
• Minicomputers
• Personal computers
• E-mail systems
• Cell phones
86
Virudhunagar (Near)

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