The document discusses various theories and concepts related to motivation and leadership. It begins by defining motivation and discussing need-based theories of motivation like Maslow's hierarchy of needs and Herzberg's two-factor theory. It then covers process theories like expectancy theory and goal setting theory. Leadership styles like autocratic, bureaucratic, and democratic are summarized. The key elements, functions, and characteristics of leadership are also highlighted in less than 3 sentences.
This document provides an overview of the Principles of Management course. It outlines the course outcomes, which include describing management concepts and applying leadership skills. It also summarizes several management topics that will be covered in the course, such as the definitions, nature, and functions of management. Additionally, it defines management levels and roles, and discusses the evolution of management approaches over time. The overall purpose is to introduce students to the basic concepts and principles of management that will be studied throughout the course.
This document provides an overview of principles of management related to directing, including foundations of individual and group behavior, motivation, motivation theories, and communication. It discusses concepts like organizational behavior, goals of OB, job satisfaction, workplace misbehavior, attitude, personality theories like Myers-Briggs and Big Five, groups, stages of group development, motivation, early motivation theories from Maslow, Herzberg, and McGregor, contemporary motivation theories, and methods of controlling behavior. The document aims to explain key concepts managers use to direct employee behavior.
This document discusses various theories and concepts related to motivation. It begins by defining motivation and exploring its importance in encouraging employee performance and productivity. Several motivation theories are then summarized in 1-2 sentences each, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Alderfer's ERG theory. Techniques for increasing motivation like incentives, recognition, and opportunities for growth are also briefly mentioned.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
With a coach approach to empowerment, managers can empower employees by becoming mentors who help employees set goals, overcome challenges, and make them equal partners in their own advancement. This involves continued skills training, effective communication of goals and expectations, and delivering feedback to employees. It is a two-way relationship where both managers and employees work together towards empowerment.
Scientific Management was introduced by Frederick Winslow Taylor in the late 19th century. It aimed to improve economic efficiency, especially labor productivity, through applying scientific principles to management. Some key principles included setting scientific tasks and rates, specialized training of workers, standardization of work processes, and introducing cost accounting systems. While it increased production and profits, Scientific Management was criticized for being too focused on economic efficiency at the expense of workers' well-being and satisfaction.
This document discusses the organization of health services. It begins by introducing organizational structure and its importance through organizational charts or organograms. It then covers organizational theory, including classical and modern approaches. The document defines organizing and organization, and discusses the process of organizing which includes differentiation and integration of activities. It outlines principles of organizing according to EFL Brech, and covers the importance and types of organizational structures such as line, line and staff, and formal and informal structures. The importance of organizational structure through organograms is also highlighted.
This document provides an overview of the Principles of Management course. It outlines the course outcomes, which include describing management concepts and applying leadership skills. It also summarizes several management topics that will be covered in the course, such as the definitions, nature, and functions of management. Additionally, it defines management levels and roles, and discusses the evolution of management approaches over time. The overall purpose is to introduce students to the basic concepts and principles of management that will be studied throughout the course.
This document provides an overview of principles of management related to directing, including foundations of individual and group behavior, motivation, motivation theories, and communication. It discusses concepts like organizational behavior, goals of OB, job satisfaction, workplace misbehavior, attitude, personality theories like Myers-Briggs and Big Five, groups, stages of group development, motivation, early motivation theories from Maslow, Herzberg, and McGregor, contemporary motivation theories, and methods of controlling behavior. The document aims to explain key concepts managers use to direct employee behavior.
This document discusses various theories and concepts related to motivation. It begins by defining motivation and exploring its importance in encouraging employee performance and productivity. Several motivation theories are then summarized in 1-2 sentences each, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Alderfer's ERG theory. Techniques for increasing motivation like incentives, recognition, and opportunities for growth are also briefly mentioned.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
With a coach approach to empowerment, managers can empower employees by becoming mentors who help employees set goals, overcome challenges, and make them equal partners in their own advancement. This involves continued skills training, effective communication of goals and expectations, and delivering feedback to employees. It is a two-way relationship where both managers and employees work together towards empowerment.
Scientific Management was introduced by Frederick Winslow Taylor in the late 19th century. It aimed to improve economic efficiency, especially labor productivity, through applying scientific principles to management. Some key principles included setting scientific tasks and rates, specialized training of workers, standardization of work processes, and introducing cost accounting systems. While it increased production and profits, Scientific Management was criticized for being too focused on economic efficiency at the expense of workers' well-being and satisfaction.
This document discusses the organization of health services. It begins by introducing organizational structure and its importance through organizational charts or organograms. It then covers organizational theory, including classical and modern approaches. The document defines organizing and organization, and discusses the process of organizing which includes differentiation and integration of activities. It outlines principles of organizing according to EFL Brech, and covers the importance and types of organizational structures such as line, line and staff, and formal and informal structures. The importance of organizational structure through organograms is also highlighted.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
The document discusses industrial management fundamentals and provides definitions of key terms. It describes the five levels of industry from primary to quinary and defines management as the process of coordinating activities to achieve goals. The document also outlines the functions of management as planning, organizing, staffing, directing, controlling, coordinating, reporting and budgeting. Finally, it discusses the roles and responsibilities of managers at different levels and areas within organizations.
This document provides an overview of organizational behavior. It discusses key concepts in the field's history such as scientific management, the Hawthorne Studies, and theories like Theory X and Theory Y. The document also defines organizational behavior and explains its goals of understanding, predicting, and influencing human behavior in organizations. It addresses the individual, group, and organizational levels of analysis and notes challenges facing management today.
Planning involves determining a course of action to achieve goals based on purpose and knowledge. It includes prioritizing tasks, allocating resources and scheduling completion times. Effective planning has clearly defined objectives, appropriate assumptions, simplicity, flexibility, regular review and utilizes available resources. Planning can be strategic, functional, formal, informal, standing, ad hoc, operational, or administrative. It also considers long term and short term goals. While planning helps organizations, it faces barriers like uncertainty of the future, psychological resistance to change, and human errors in judgment.
This document provides an overview of planning principles and processes. It defines key planning concepts like missions, objectives, strategies, policies, and budgets. It describes the planning process as involving setting objectives and goals, identifying alternatives, and selecting courses of action. It also discusses management by objectives and the benefits it provides. Additionally, it introduces the TOWS matrix as a tool for analyzing strengths, weaknesses, opportunities, and threats to develop alternative strategies.
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel management.
Contribution of F.W Taylor (1) (1).pptssuser339828
This document discusses Frederick Winslow Taylor and his theory of scientific management. It provides an overview of Taylor's contributions and principles of scientific management, which included analyzing each job task, breaking work into components, setting productivity goals, and training workers. The document outlines both Taylor's views that management should be scientific and data-driven, as well as common criticisms that this approach dehumanizes workers. It concludes by noting that while scientific management was criticized for being reductionist, many of its tools and techniques to increase efficiency are still used in organizations today.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
The document discusses several key aspects of quantitative and behavioral approaches to management. It provides examples of quantitative techniques like linear programming and economic order quantity models that help managers with decision making. It also outlines some early advocates of organizational behavior like Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard and how they influenced practices like employee selection and motivation programs. Finally, it summarizes the landmark Hawthorne Studies from the 1920s that concluded social factors influence human relations in organizations.
A manager has three main roles: interpersonal roles, informational roles, and decision-making roles. Interpersonal roles include leadership, building relationships, and interactions to promote cooperation. Informational roles involve communicating, monitoring information for mutual understanding, and correctly distributing information so everyone has a common knowledge. Decision-making roles encompass organizing the business for a better future, allocating resources well, and properly handling crises to minimize damages to the organization.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.
This document provides an introduction to organizational behavior. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It discusses different levels of analysis (individual, group, organizational). It also outlines several models of organizational behavior including autocratic, custodial, supportive, collegial, and SOBC (stimulus-organism-behavior-consequences) models. Each model is defined by its basis, managerial orientation, employee orientation, psychological result, needs met, and performance result. The document emphasizes that managers should be flexible and use different models contingent on the situation to meet evolving employee needs and expectations over time.
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
Roles, responsibilities and functions of a managerIsha Joshi
A manager is responsible for planning, directing, and motivating employees to progress an organization. Key functions of a manager include supervising employees, monitoring work, and taking corrective actions. Managers fulfill informational, interpersonal, and decisional roles. Informational roles involve processing information as a monitor, disseminator, and spokesperson. Interpersonal roles provide leadership, communication, and inspiration. Decisional roles use information to handle disturbances, allocate resources, make entrepreneurial changes, and negotiate on behalf of the organization.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
This document discusses various theories of motivation. It begins by introducing content theories like Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. Next, it covers process theories such as Vroom's expectancy theory and Porter and Lawler's model. Contemporary theories like equity theory are also mentioned. The document emphasizes that motivation, ability, and environment all contribute to job performance. It provides examples of intrinsic and extrinsic motivation and discusses the importance of effective feedback and goal setting in maximizing employee motivation.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
The document discusses industrial management fundamentals and provides definitions of key terms. It describes the five levels of industry from primary to quinary and defines management as the process of coordinating activities to achieve goals. The document also outlines the functions of management as planning, organizing, staffing, directing, controlling, coordinating, reporting and budgeting. Finally, it discusses the roles and responsibilities of managers at different levels and areas within organizations.
This document provides an overview of organizational behavior. It discusses key concepts in the field's history such as scientific management, the Hawthorne Studies, and theories like Theory X and Theory Y. The document also defines organizational behavior and explains its goals of understanding, predicting, and influencing human behavior in organizations. It addresses the individual, group, and organizational levels of analysis and notes challenges facing management today.
Planning involves determining a course of action to achieve goals based on purpose and knowledge. It includes prioritizing tasks, allocating resources and scheduling completion times. Effective planning has clearly defined objectives, appropriate assumptions, simplicity, flexibility, regular review and utilizes available resources. Planning can be strategic, functional, formal, informal, standing, ad hoc, operational, or administrative. It also considers long term and short term goals. While planning helps organizations, it faces barriers like uncertainty of the future, psychological resistance to change, and human errors in judgment.
This document provides an overview of planning principles and processes. It defines key planning concepts like missions, objectives, strategies, policies, and budgets. It describes the planning process as involving setting objectives and goals, identifying alternatives, and selecting courses of action. It also discusses management by objectives and the benefits it provides. Additionally, it introduces the TOWS matrix as a tool for analyzing strengths, weaknesses, opportunities, and threats to develop alternative strategies.
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel management.
Contribution of F.W Taylor (1) (1).pptssuser339828
This document discusses Frederick Winslow Taylor and his theory of scientific management. It provides an overview of Taylor's contributions and principles of scientific management, which included analyzing each job task, breaking work into components, setting productivity goals, and training workers. The document outlines both Taylor's views that management should be scientific and data-driven, as well as common criticisms that this approach dehumanizes workers. It concludes by noting that while scientific management was criticized for being reductionist, many of its tools and techniques to increase efficiency are still used in organizations today.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
The document discusses several key aspects of quantitative and behavioral approaches to management. It provides examples of quantitative techniques like linear programming and economic order quantity models that help managers with decision making. It also outlines some early advocates of organizational behavior like Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard and how they influenced practices like employee selection and motivation programs. Finally, it summarizes the landmark Hawthorne Studies from the 1920s that concluded social factors influence human relations in organizations.
A manager has three main roles: interpersonal roles, informational roles, and decision-making roles. Interpersonal roles include leadership, building relationships, and interactions to promote cooperation. Informational roles involve communicating, monitoring information for mutual understanding, and correctly distributing information so everyone has a common knowledge. Decision-making roles encompass organizing the business for a better future, allocating resources well, and properly handling crises to minimize damages to the organization.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.
This document provides an introduction to organizational behavior. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It discusses different levels of analysis (individual, group, organizational). It also outlines several models of organizational behavior including autocratic, custodial, supportive, collegial, and SOBC (stimulus-organism-behavior-consequences) models. Each model is defined by its basis, managerial orientation, employee orientation, psychological result, needs met, and performance result. The document emphasizes that managers should be flexible and use different models contingent on the situation to meet evolving employee needs and expectations over time.
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
Roles, responsibilities and functions of a managerIsha Joshi
A manager is responsible for planning, directing, and motivating employees to progress an organization. Key functions of a manager include supervising employees, monitoring work, and taking corrective actions. Managers fulfill informational, interpersonal, and decisional roles. Informational roles involve processing information as a monitor, disseminator, and spokesperson. Interpersonal roles provide leadership, communication, and inspiration. Decisional roles use information to handle disturbances, allocate resources, make entrepreneurial changes, and negotiate on behalf of the organization.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
This document discusses various theories of motivation. It begins by introducing content theories like Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. Next, it covers process theories such as Vroom's expectancy theory and Porter and Lawler's model. Contemporary theories like equity theory are also mentioned. The document emphasizes that motivation, ability, and environment all contribute to job performance. It provides examples of intrinsic and extrinsic motivation and discusses the importance of effective feedback and goal setting in maximizing employee motivation.
Here are a few key points on the role of money in motivating Indian employees:
- For most Indian employees, basic financial security and needs are important motivating factors given the country's developing economy. Meeting basic needs like paying bills, supporting a family, saving for the future etc. are priorities. So money does play an important role in motivation.
- However, money alone may not be a long-term sustaining motivator. While pay is important, Indian employees also want meaningful work, growth opportunities, recognition from managers/leaders, an engaging workplace culture etc. Non-monetary factors become increasingly important over time.
- In jobs that are more mundane or repetitive, money could be a stronger motivator
Motivation theories can be categorized as either content theories, which focus on internal factors like needs and emotions, or process theories, which examine how motivation influences behavior. Key content theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Important process theories are Vroom's expectancy theory, goal setting theory, and equity theory. These theories provide frameworks to understand what motivates individuals and how their motivation can be influenced.
This document discusses motivation theories relevant for managers. It covers:
1. Motivation is complex with different approaches needed to motivate employees, such as meeting needs, job design, and equitable treatment.
2. Content theories (e.g. Maslow's hierarchy of needs, Herzberg's two-factor theory) examine what motivates people based on needs. Process theories (e.g. expectancy, equity, goal-setting) explain how people are motivated.
3. Theories have implications for managers to understand employee motivation and ensure fairness to keep workers stimulated towards organizational goals. A motivated workforce is important for managerial success.
This document discusses various theories of motivation and their application to employee performance. It aims to identify different motivation theories, understand motivation's role in performance, classify employee needs, and apply theories to analyze performance issues. Theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's need theory, McGregor's Theory X and Y, and Ouchi's Theory Z. Each theory's key aspects and limitations are explained.
The document discusses several theories of motivation. It begins by defining motivation as the intensity, direction, and persistence of effort toward attaining a goal. It then summarizes key theories:
1) Maslow's hierarchy of needs theorizes that lower-level needs like physical needs must be met before higher-level needs can motivate.
2) McGregor's Theory X and Theory Y propose two approaches to managing people - Theory X assumes people dislike work while Theory Y assumes people can exercise self-direction.
3) Herzberg's motivation-hygiene theory distinguishes between motivators like achievement that boost satisfaction and hygiene factors like policy that prevent dissatisfaction.
It discusses several other theories
1. There are two general categories of motivation theories - content theories and process theories. Content theories identify internal factors like needs that motivate employees, while process theories examine how cognitions and perceptions influence motivation.
2. Popular content theories discussed include Maslow's hierarchy of needs, ERG theory, McClelland's need for achievement/affiliation/power theories, and Herzberg's motivator-hygiene theory. Process theories covered are equity theory, expectancy theory, and goal-setting theory.
3. Job design approaches aim to motivate employees through job enrichment, enlargement, rotation, and the job characteristics model. Biological and perceptual motor approaches focus on work environment factors like physical strain and human factors engineering.
Motivation is driven by needs, drives, and incentives. There are several theories that describe motivation, including:
- Maslow's hierarchy of needs which ranks physiological, safety, love, esteem, and self-actualization needs.
- Herzberg's two-factor theory separates motivators like achievement and hygiene factors like salary.
- Vroom's expectancy theory states that motivation depends on valence, instrumentality, and expectancy.
- Equity theory proposes that employees compare their inputs/outputs to others. Inequity can de-motivate.
Job design theories like job enrichment aim to make jobs more motivating through autonomy, variety, and responsibility.
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
This document provides an overview of motivation theories and models. It defines motivation and discusses key motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's need theory. It also summarizes motivation models such as Alderfer's ERG theory and job characteristics model. The document examines how these theories relate to important workplace outcomes and the causes and correlates of job satisfaction.
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
This document provides an overview of organizational behavior and motivation theories. It discusses outcomes like job satisfaction and absenteeism that are influenced by managers. Motivation theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, goal setting theory, and reinforcement theory. The key aspects and implications of each theory for motivating employees are summarized. Overall, the document presents motivation as important for performance and offers different theoretical approaches for managers to understand and influence employee effort.
This document discusses various theories and aspects of employee motivation. It describes intrinsic and extrinsic motivation and defines them. It also outlines several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, goal setting theory, equity theory, and expectancy theory. Each theory is summarized briefly. Additionally, the document discusses strategies for motivating creative employees and how managers can fulfill the key drives that motivate employees through reward systems, organizational culture, job design, and performance management.
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
This document discusses several theories of motivation:
- Maslow's hierarchy of needs identifies physiological, safety, social, esteem, and self-actualization needs that motivate human behavior.
- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
The document discusses several theories of learning and motivation. It begins by defining learning as a permanent change in behavior resulting from experience. It then covers several theories of learning, including classical conditioning, operant conditioning, cognitive learning, and social learning. For motivation, it discusses content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and process theories like Vroom's expectancy theory and equity theory. The document provides an overview of the key concepts and implications of several important psychological theories related to learning and motivation.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Manufacturing Process of molasses based distillery ppt.pptx
Pom unit iv
1. MG8591 PRINCIPLES OF MANAGEMENT
UNIT - IV DIRECTING
Foundations of individual and group behaviour –
motivation – motivation theories – motivational
techniques – job satisfaction – job enrichment –
leadership – types and theories of leadership –
communication – process of communication –
barrier in communication – effective communication
–communication and IT
2. Motivation
• Motivation is the willingness to exert high
levels of effort to reach organizational goals,
conditioned by the effort’s ability to satisfy
some individual need.
• Need is some internal state that makes certain
outcomes appear attractive.
Performance=Ability x Motivation
Types of Motives
• Primary Motives
• General Motives
• Secondary Motives
3. Primary Motives
• Hunger, Thirst, Clothing, Sleep, Shelter (physiologically
based and need not to be learned)
General Motives (physiologically based but must not be learned)
• Motives which cannot be termed primary or
secondary
• Primary needs try to reduce the tension or
stimulation whereas the general need induces the
individual to enhance the amount of stimulation.
Secondary Motives
Secondary motives are not physiologically based and
must be learned
Ex: Need for status, affiliation, Power, etc
Curiosity is an important aspect of human behavior, which also leads to
manipulation and/or general activity.
5. Strategies for Motivating
subordinates
1. Reward risk taking instead of risk avoiding
2. Reward creativity instead of mindless conformity
3. Reward smart work instead of busy work
4. Reward simplification instead of needless complication
5. Reward quietly effective behaviour instead of squeaking
joints
6. Reward working together instead of working against
6. Remember important words as a
Motivator
Six important words - “ I admit I made a mistake”
Five important words- ” You did a good job”
Four important words -“ What is your opinion?”
Three important words - “Let’s work together.”
Two most important words - “ Thank you”
Single most important word is ”WE”.
7. MAJOR THEORIES OF MOTIVATION
I.Need Approaches:
- Maslow’s Hierarchy of Needs
- Alderfer’s ERG Theory
- Herzberg’s Two Factor Theory
- McClelland’s Learned Needs Theory
II. Cognitive Approaches:
- Expectancy Theory
- Equity Theory/ Social Comparison
- Goal Setting Theory
III.Reinforcement Theory :
How Rewards & Reinforcements Sustain Motivation Over
Time
8. Maslow’s Hierarchy of Needs Theory
Works on the assumption that the behaviour of
individuals at a particular moment is usually determined
by their strongest need.
Five needs:
1. Physiological : Basic needs of hunger, thirst and shelter.
2. Safety: security and protection from physical and emotional harm
3. Social: affection, belongingness, acceptance and friendship
4. Esteem: Need for both self esteem(self respect, autonomy and
achievement) and external esteem (status, recognition and attention)
5.Self-actualization the drive to become what one is capable of
becoming: includes growth, achieving one’s potential, self fulfillment.
9.
10.
11. Alderfer’s ERG Theory
Growth Needs NeedNeed
Progression
Relatedness Needs
Existence Needs
ERG theory groups human needs into three broad categories: Existence,
Relatedness, and Growth.
Existence needs include a person’s physiological and physically related safety
needs, such as the need for food, shelter, and safe working conditions.
Relatedness needs include a person’s need to interact with other people, receive
public recognition, and feel secure around people (i.e., interpersonal safety).
Growth needs consist of a person’s self-esteem through personal achievement as
well as the concept of self-actualization.
ERG theory states that an employee’s behavior is motivated simultaneously by
more than one need level. Thus, you might try to satisfy your growth needs (such
as by completing an assignment exceptionally well) even though your relatedness
needs aren’t completely satisfied.
12. McClelland’s Achievement-Power-Affiliation
Theory (Three Needs Theory)
• This theory is based on the assumption that through life
experiences, people develop various needs.
– The three needs include:
• (1) The need for achievement
– the desire to do something better than it has been done before.
• (2) The need forpower
– the desire to control, influence, or be responsible for other people.
• (3) The need for affiliation
– the desire to maintain close and friendly personal relationships.
• People have all of these needs to some extent.
• The relative strength of the needs influences
the motivation of a person.
13. • Employees inherently dislike work and, whenever
possible, will attempt to avoid it.
• Because employees dislike work, they must be coerced,
controlled, or threatened with punishment to achieve
desired goals.
• Employees will shirk responsibilities and seek formal
direction whenever possible.
• Most works place security above all other factors
associated with work and will display little ambition.
McGregor THEORY X and THEORY Y
Theory X offered by McGregor assumes that employees dislike
work, are lazy, seek to avoid responsibility, and must be
coerced to perform. It is a negative view about people.
A manager who view employees from a Theory X perspective
believes:
14. THEORY Y
Theory Y assumes that employees are creative, seek
responsibility, and can exercise self-direction. It is a positive
view about people.
A manager who view employees from a Theory Y
perspective believes:
• Employees can view work as being as natural as rest or
play
• Men and women will exercise self-direction and self-
control if they are committed to the objectives
• The average person can learn to accept, even seek,
responsibility
• The ability to make good decisions widely dispersed
throughout the population and is not necessarily the
sole province of managers.
15. Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Motivators (Intrinsic Factors) Hygiene factors (ExtrinsicFactors)
Supervision
Company policy
Relationship with supervisor
Working conditions
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
Extremely
Neutral
Satisfied Dissatisfied
Extremely
Herzberg’ Motivation-Hygiene Theory
(Two Factor Theory)
16. This is the recognition by others for a job well done or personal accomplishment.
Motivational Factors
Factors that deal with job content and lead to job satisfaction
Growth
This includes actual learning of new skills, with greater possibility of advancement within
the current occupational specialty as well as personal growth.
Work Itself
The actual content of the job and its positive or negative effect upon the employee
whether the job is Characterized as interesting or boring, varied or routine, creative ,
excessively easy or excessively difficult.
Responsibility
Responsibility refers to the employee’s control over his or her own job or being given the
responsibility for the work of others.
Achievement
Personal satisfaction of completing a job, solving problems, and seeing the results of
one’s efforts.
Advancement
The actual change in upward status in the company.
Recognition
17. This includes all forms of compensation and focuses on wage or salary increases.
Hygiene Factors
Factors that deal with job context and lead to job dissatisfaction
Company Policies & Administration
The feelings about the adequacy or inadequacy of company and management. This includes
poor communications, lack of delegated authority, policies, procedures, and rules.
Supervision
The competency or technical ability of the supervisor. This includes the supervisors
willingness to teach or delegate authority, fairness, and job knowledge.
InterpersonalRelations
The relationships between the worker and his or her superiors, subordinates, and peers.
Status
Factors that involve some indication of status: private office, important sounding title,
secretary, company car, and other “perks.” Changes in status would be considered under
advancement
Working Conditions
Factors such as physical environment of the job: amount of work, facilities for performing
work, light, tools, temperature, space, ventilation, and appearance of work place.
Job Security
The employee’s job tenure and/or the company’s stability or instability.
Salary
18. Perceived ratio comparison Employee’s assessment
OutcomesA
OutcomesB
InputsA InputsB
OutcomesA
OutcomesB
InputsA InputsB
OutcomesA
OutcomesB
InputsA InputsB
Inequity (underrewarded)
Equity
Inequity(overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
Equity Theory Relationship
20. Equity Theory Propositions
• If paid according to time, over rewarded
employees will produce more than equitably
paid employees and under rewarded
employees will produce less or poorer-quality
output.
• If paid according to quantity of production,
over rewarded employees will produce fewer
but higher-quality units and under rewarded
employees will produce a large number of low-
quality units in comparison with equitably paid
employees.
21. Expectancy Theory (VIE Theory) – Vroom,1964
Expectancy theory
motivated to exert
claims that people will be
effort on the job when they
believe that doing so will help them achieve the
things they want
Components of motivation:
– Expectancy: The belief that one’s effort will affect
performance
– Instrumentality: The belief that one’s
performance will be rewarded
– Valence: The perceived value of the expected
rewards
23. GOAL
23
A goal serves as a motivator because it
causes people to compare their present
capacity to perform with that required to
succeed at the goal.
– Goal Setting: The process of setting goals in a
manner that motivates workers to raise their
performance
– Self-Efficacy: One’s own belief about being able
to perform the task.
– Goal Commitment: The extent to which people
invest themselves in meeting a goal and
determination to reach a goal strengthened by
choice, Openness, explicitness
24. GOAL SETTING PROCESS
Example : we will increase the production by 2
units per employee per hour from next month
• Identify the need or purpose of the goal
• Meet the employees, discuss the need for goal
setting
• Action plan (SMART )
• Ensure facilities available
• Meet at the end of the time frame to get the
reports
25. Example of Goal Setting
• Specific : A goal is to generate 3 types of financial
statement namely cash flow, budget vs actual and
income
• Measurable : Should be able to assess whether
the three types of statements were generated or
not
• Achievable : The goal would be irrelevant, if the
person had no access to the financial information
• Relevant : The goal would not be useful, if the
organization has no plan to make decision based
on financial statement
• Timely : The statement should be generated by a
certain dead line. Ex: Before board meeting
26. Goal-Setting Theory (Locke, 1968)
• Locke's research showed that there was a
relationship between how difficult and specific a
goal was and people's performance of a task. He
found that specific and difficult goals led to better
task performance than vague or easy goals.
Five Principles of Goal Setting
Goals must have:
• Clarity.
• Challenge.
• Commitment.
• Feedback.
• Task complexity.
210
27. Reinforcement Theory of Motivation
• How motivation is sustained over time.
• Does not have to rely on needs, perceptions or
cognitions. Managers can design work environment
to provide “reinforcers” that strengthen desired
behaviors & weaken undesired behaviors.
“Motivation is a function of the environment”.
• Others allow for cognitions in that people can
observe rewards and punishments applied to others.
Called social learning or vicarious learning.
28. Motivation as a Form of Learning:
The Law of Effect
• Behavior that leads toward rewards tends to be repeated
• Behavior that tends to lead toward no rewards or toward
punishment tends to be avoided
• The type of reinforcer & the timing (schedule) of
reinforcement are key
• Positive reinforcement--rewards contingent on exhibiting
the correct behavior.
• Negative Reinforcement or Avoidance Learning
withholding something unpleasant when a desired behavior
is engaged in (e.g., an annoying alarm is avoided when a
machine is used properly) Or, using social learning, noticing
how engaging in some behavior avoids an unpleasant
outcome (e.g., arrive on time and the boss does not shout).
29. JCM—five Core Job Dimensions
• Skill variety: the degree to which the job requires a variety
of activities so the worker can use a number of different
skills and talents
• Task identity: the degree to which the job requires
completion of a whole and identifiable piece of work.
• Task significance: the degree to which the job affects the
lives or work of other people.
• Autonomy: the degree to which the job provides freedom,
independence, and discretion to the individual in scheduling
the work and in determining the procedures to be used in
carrying it out.
• Feedback: the degree to which carrying out the work
activities required by the job results in the individual’s
obtaining direct and clear information about the
effectiveness of his or her performance.
30. Core job
dimensions
Critical
Psychological
states
Personal
and work
outcomes
High internal
work motivation
High-quality
work performance
High-satisfaction
with the work
Low absenteeism
and turnover
Skill variety
Task identity
Task significant
Autonomy
Feedback
Experienced
Meaningfulness of
the work
Experienced
responsibility for
outcomes of the work
Knowledge of the
actual results of the
work activities
Employee growth-need
strength
The Job Characteristics Model ( JCM)
31. Contemporary Issues in Motivation
• What is the key to motivating a diverse
workforce?
• Should employees be paid for performance or
time on the job?
• How can managers motivate minimum-wage
employees?
• What’s different in motivating professional
and technical employees?
• How can flexible work options influence
motivation?(compressed workweek, flextime work,
job sharing, telecommuting )
32. Definitions
• Robert Kreitner:
“leadership is a social influence process in
which the leader seeks the voluntary
participation of subordinates in an effort to reach
organizational objectives.”
• Stephen P.Robbins :
“Leadership is the ability to influence a group
towards achievements of goals.”
LEADERSHIP
33. • Three key elements of Leadership
Leadership as Process – influence of position
to direct, motivate, and coordinate the group
activities
Leadership as Property- use personal traits
and characteristics to change the attitude of
others. Special trait differentiate him from
the rest.
Leadership as Power- ability to exert force in
getting things done or making things happen.
34. Characteristics of Leadership
• Process of interpersonal influence
• Leader and followers
• Common goals
• Blend of inspiration, motivation and
• communication
• Continuous exercise
35. Leadership Vs Management
• Both of them are inter- related
• Leadership is a component of management
• Management includes planning, organizing, leading
and controlling functions for achieving goals.
• Leadership involves influencing people in achieving the
goals set by the management .
• Management uses formal authority in making people
work
• Leadership involves creating influence by the use of
personal traits in motivating and inspiring people to
give better performance.
36. Function of Leadership
Directing, Supervising, Mediating, Motivating
Directing
• Sharing organizational mission, vision and
objective
• Guiding and leading people
• Divide jobs
• Give instructions
• Assign responsibilities
37. Function of Leadership Supervising
• Watching, coaching and examining the subordinates
• Ensuring the execution of orders in time
• Helps to improve the performance
Motivating
• Creating willingness to work
• Making others work to achieve organization’s objectives as a
means to satisfy their needs
• Motivate by giving challenging jobs, healthy environment,
sense of belongingness etc
Mediating
• Negotiating between two conflicting parties
• Act as a mediator to resolve the conflict
• Solve problem
39. Autocratic(Authoritarian)
• Manager retains power (classical approach)
• Manager is decision-making authority
• Manager does not consult employees for input
• Subordinates expected to obey orders without
• explanations
• Motivation provided through structured rewards
• and punishments
40.
41. When to use Autocratic
• leadership style
• High-volume production needs
• Limited time for decision making
• New, untrained employees
• Employees are motivated
• Employees do not respond to any other
• Manager’s power is challenged by an
employee
42. Autocratic Style
ADVANTAGES
• Quick decision making
• Maintain discipline
DISADVATAGES
• Negative motivation
• Lack development of
subordinates
• One way communication
• Not preferred by
subordinates
43. Bureaucratic
• Manager manages “by the book¨
• Everything must be done according to
procedure or policy
• If it isn’t covered by the book, the manager
refers to the next level above him or her
• Police officer more than leader
44. When to use
Bureaucratic
• Performing routine tasks
• Need for standards/procedures
• Use of dangerous or delicate equipment
• Safety or security training being conducted
• Tasks that require handling cash
45. Democratic
• Often referred to as participative style
• Keeps employees informed
• Shares decision making & problem solving responsibilities
• Gathers information from staff members before making
decisions
• Help employees evaluate their own performance
• Allows employees to establish goals
• Encourages employees to grow on the job and be
promoted
• Recognizes and encourages achievement
• Can produce high quality and high quantity work for
long periods of time
46. When to use
Democratic
• Tokeep employees informed
• To encourage employees to share in decision-making
and problem-solving
• To provide opportunities for employees to develop a
high sense of personal growth and job satisfaction
• Complex problems that require a lots of input
• Toencourage team building and participation.
47. Democratic style
ADVANTAGES
• Development of
subordinates
• Better decision making with
the views of subordinates
• Increase employee
satisfaction
• Subordinates become
responsible
• Two way communication
DISADVANTAGES
• Time consuming for
decision making
• Leader may be
misinterpreted as
incompetent and
inefficient
• Leaders may try to avoid
responsibility
• May cause indiscipline
48. • Power from a person’s authority to punish
• Most obvious types of power a leader has.
• Good leaders use coercive power only as a last resort:
– In today’s sophisticated and complex workplace, excessive use
of coercive power unleashes unpredictable and destabilizing
forces which can ultimately undermine the leader using it.
• Tomeet very short term goals
• When left with no other choice
• In times of crisis
When to use Coercive
COERCIVE
49. Transactional
• Motivate followers by appealing to their own self-interest
• Motivate by the exchange process.
– EX: business owners exchange status and wages for the work
effort of the employee.
• Focuses on the accomplishment of tasks & good worker
relationships in exchange for desirable rewards.
• Encourage leader to adapt their style and behaviorto
meet expectations of followers
When to use it
• Leader wants to be in control
• When there are approaching deadlines that must be met
• Relationship is short term
51. Transformational
• Charismatic and visionary
• Inspire followers to transcend their self-interest for
the organization
• Appeal to followers' ideals and values
• Inspire followers to think about problemsin new or
different ways
• Common strategies used to influence followers
include vision and framing
Research indicates that transformational leadership is more strongly
correlated with lower turnover rates, higher productivity, and higher
employeesatisfaction.
52.
53. • When leaders want members to be an active part of
the organization and have ownership to it
• When leaders are building a sense of purpose
• When the organization has a long term plan
• When people need to be motivated
When to use
Transformational
54. Laissez-Faire
• Also known as the “hands-off style"
• Little or no direction
• Gives followers as much freedom as possible
• All authority or power is given to the followers
• Followers must determine goals, make decisions, and
resolve problems on their own.
When to use it
• Employees are highly skilled, experienced, and educated
• Employees have pride in their work and the drive to do it
successfully on their own
• Outside experts, such as staff specialists or consultants are
being used
• Employees are trustworthy and experienced
55. Laissez-Faire or Free rein Style
• ADVANTAGES
• High level of motivation
as group runs on its own
• High development of
employees
• Higher job satisfaction
• DISADVATAGES
• No proper direction
• provided (lack focus)
• Lack of prompt decision
• making
• People avoids
responsibility
• Problem of coordination
is created
56. Qualities of Leadership
• Vision and Foresight
• Intelligence
• Sense of responsibility
• Trustworthy
• Emotional maturity
• Technical knowledge
• Organizing ability
• Motivation and communication skill
• Ability of judgment
• Human relation expert
57. BASIS MANAGER LEADER
Origin
Aperson becomes a manager by
virtue of his position.
A person becomes a leader on basis of
his personal qualities.
Formal Rights Manager has got formalrights Rights are not available to aleader.
Followers
The subordinates are the followersof
managers.
The group of employees whom the leadersleads
are his followers.
Functions
A manager performs all five
functions of management.
Leader influences people to work willingly
for group objectives.
Necessity
A manager is very essential toa
concern.
A leader is required to create cordial relation
between person working in and for
organization.
Stability It is more stable. Leadership istemporary.
Mutual
Relationship All managers areleaders. All leaders are notmanagers.
Accountability
Manager is accountable for self and
subordinates behaviour,
performance.
Leaders have no well defined accountability.
Concern
A manager’s concern isorganizational
goals.
A leader’s concern is group goals and
member’s satisfaction.
Followers
People follow manager by virtue of
job description. People follow them on voluntarybasis.
59. Six Traits (Qualities) that Differentiate Leaders
From non-leaders (Great Man Theory)
• Drive
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge
60. Behavioural Theory of Leadership
• Imply that leaders can be trained – focus on the way
of doing things
– Structure based behavioural theories – focus on the leader
instituting structures – task orientated
– Relationship based behavioural theories – focus on the
development and maintenance of relationships – process
orientated
• LEADERSHIP TYPES (Michigan Studies ):
– 1. Production Oriented Leaders:
• Focus on the technical or task aspects of the job
• See people as a means to goal accomplishment
– 2. Employee Oriented Leaders:
• Emphasize interpersonal relations
• Take a personal interest in subordinate needs
• Accept individual differences
61. Blake/Mouton LeadershipGrid
High
Low
9
7
6
5
4
3
2
1
5 6 7 8 9
High
1 2 3 4
Low
1,1 Impoverished Management
He/she has neither a high regard for creating
systems for getting the job done, nor for
creating a work environment that is satisfying
and motivating. The result is disorganization,
dissatisfaction and disharmony.
Most concerned about the needs and feelings of
members of team. These people operate under the
assumption that as long as team members are
8 happy and secure then they will work hard. But
result is a work environment that is very relaxed
and fun but where production suffers.
9,1 Authority ( Produce or Perish)
People in this category believe employee needs
are always secondary to the need for efficient and
productive workplaces. This type of leader is very
autocratic, has strict work rules, policies, &
procedures, and views punishment as the most
effective means to motivate employees.
1,9 Country Club Management 9,9 TeamManagement
Employees understand the organizations purpose
& needs. When employees are committed to
organization’s success, their needs and
production needs coincide. This creates a team
environment, which leads to high satisfaction and
motivation and, as a result, high production.
5,5 Middle of the Road Management
Balance of the two concerns, and it may appear to be an
ideal compromise. When you compromise, you
necessarily give away a bit of each concern, so that
neither production nor people needs are fully met.
Leaders who use this style settle for average
performance.
62. Situational or contingency approaches to leadership
(spirit of time)
• Some traits and behaviours are effective in a particular situation
and ineffective in another situations.
• According to situation theory, no leadership style is the best for all
times and all situations.
• Situation helps the persons to develop their leadership qualities
and emerge as leaders.
• The leader should adjust his style according to the nature of task,
the type of followers and the environment to improve his
leadership effectiveness.
63. 63
Theoretical Perspectives on Leadership:
The Contingency/Situational Approaches
Situational
Theory
Path–Goal
Theory
Contingency
Model
64.
65. Fiedler's Contingency Theory of Leadership
65
• Leader Effectiveness = f (leader style, situation favorability)
– Group performance is a result of interaction of
two factors.
1. Leadership style
2. Situational favorableness
• Leadership Style
– This is the consistent system of interactions
that takes place between a leader and work
group.
– An individual's leadership style depends upon
his or her personality and is, thus, fixed.
66. Least Preferred Coworker (LPC)
66
•
n
The least-preferred coworker (LPC) scale
classifies leadership styles.
– Describe the one person with whom he or she
worked the least well with.
– From a scale of 1 through 8, describe this person
on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
DEFINITION of 'Least Preferred Coworker Scale ' A scale developed by American scientist
Fred Fiedler to identify whether an individual's leadership style is relationship-oriented or
task-oriented.
67. Selection of Leadership Styles
67
Relationship oriented:
A high LPC score suggests that the leader has a human relations
orientation
Taskoriented:
A low LPC score indicates a taskorientation.
Fiedler's logic:
Individuals who rate their least preferred coworker in a favorable
light, derive satisfaction out of interpersonal relationship; those
who rate the coworker unfavorably get satisfaction out of
successful task performance
68. Situation Favorability
68
1. Leader-memberrelations:
The degree to which the employees accept theleader
2. Taskstructure:
The degree to which the subordinates jobs are described in
detail
3. Positionpower:
The amount of formal authority the leader possesses by virtue
of his or her position in theorganization.
The degree a situation enables a leader to exert influence over a group
The focus is on three key situational factors
69. 69
When to Use Which Style?
Low LPCs High LPCs
Low
LPCs
Leader-Member
Relations
Task Structure
Position
Power
Preferred
Leadership
Style
Contingency Model
1
Strong
2
Weak
High
3
Strong
4
Weak
Low
Good
5
Strong
6
Weak
High
7
Strong
8
Weak
Low
Poor
71. Determining the effective leadership Style
• For instance, imagine that you've just started working at a
new company, replacing a much-loved leader who recently
retired. You're leading a team who views you with distrust (so
your Leader-Member Relations are poor). The task you're all
doing together is well defined (structured), and your position
of power is high because you're the boss, and you're able to
offer reward or punishment to the group.
• The most effective leader in this situation would be high LPC
– that is, a leader who can focus on building relationships
first.
• Or, imagine that you're leading a team who likes and respects
you (so your Leader-Member relations are good). The project
you're working on together is highly creative (unstructured)
and your position of power is high since, again, you're in a
management position of strength. In this situation a task-
focused leadership style would be most effective.
72. Contingency theory: Strengths & Weakness
Strength
•
•
•
•
•
•
•
Supported by a lot of empirical research
Looks at the impact of the situation on leaders
It is predictive
People need not be effective in all situations
Way to assess leader style that could be useful to an
organization
Weakness
Doubt whether the LPC is a true measure of leadership
style
It is cumbersome to use
Doesn't explain what to do when there is a mismatch
between style and situation
• Other situational variables, like training and experience,
have an impact in a leader's effectiveness 249
73. Implications
• 1. The favorableness of leadership situations should be
assessed
• 2. Candidates for leadership positions should be
evaluated using the LPC scale
• 3. If a leader is being sought for a particular leadership
position, a leader with the appropriate LPC profile should
be chosen
• 4. If a leadership situation is being chosen for a particular
candidate, a situation should be chosen which matches
his/her LPC profile
73
74. House & Mitchell’s Path–Goal
Theory
Leaders can influence subordinates’ motivation by:
1. Teaching employees competencies needed
2. Tailoring rewards to meet employees’ needs
3. Acting to support subordinates’ efforts
Assumptions
1. A leader’s behavior is acceptable and satisfying to
subordinates to the extent that they view it as either an
immediate source of satisfaction or future satisfaction.
2. A leader’s behavior will increase subordinates’ efforts if it
links satisfaction of their needs to effective performance and
supports their efforts to achieve goals.
80. Path Goal Theory: Strengths/Weakness
80
he
e.
p.
cal
or
er
It specifies four conceptually distinct varieties of leadership
Explains how task and subordinate characteristics affect t
impact of leadership
Informs leaders how to choose an appropriate leadership styl
Integrates the motivation principles into a theory of leadershi
Provides a practical model
akness
It is very complex.
It has received only partial support from the many empiri
research studies that have been conducted to test its validity.
It fails to explain the relationship between leadership behavi
and worker motivation.
This approach treats leadership as a one-way event-the lead
Strength
•
•
•
•
•
We
•
•
•
•
affects the subordinate.
81. The Situational Leadership Theory developed
by Hershey and Blanchard:
• Is there an optimum way for leaders to adjust their behavior with
different followers and thereby increase their likelihood of
success?
• If so, then what factors should the leader base his behavior on?
Four Level of Readiness
• Style 1- High task and low relationship. The “telling” style is
directive.
• Style 2- High task and high relationship. The “selling” style is also
directive, but in a more persuasive, guiding, manner.
• Style3- High relationship and low task. In the “participating”
leadership style there is less direction and more collaboration
between leader and group members.
• Style 4- Low relationship and low task. In the “delegating” style,
the leader delegates and is kept informed of progress
83. Evaluation of the Theory:
• Best used with new hires
• Can be valuable in training and development
• Competent people require the least specific
direction
• Gives false impression that all situations are clear-
cut
• Popular because of its commonsense approach
but not a lot of empirical research to support its
validity
• Situational Leadership is a useful way to get
leaders to think about how leadership
effectiveness may depend somewhat on being
flexible with different subordinates, not on acting
the same way toward them all.
84. JOB ENRICHMENT• A job design technique that is a variation on the concept of job
enlargement.
• Job enrichment adds new sources of job satisfaction by increasing
the level of responsibility of the employee.
• While job enlargement is considered a horizontal restructuring
method, job enrichment is a vertical restructuring method by virtue
of giving the employee additional authority, autonomy, and control
over the way the job is accomplished. Also called job enhancement
or vertical job expansion.
Tomake jobs which
Have a greater variety.
Requires higher level of knowledge and skills.
Give workers more autonomy.
Give workers more responsibility.
Give workers opportunities for personal growth, and
A meaningful work experience
85. JOB EVALUATION
• An assessment of the relative worth of various jobs on the
basis of a consistent set of job and personal factors, such as
qualifications and skills required.
• The objective of job evaluation is to determine which jobs
should get more pay than others. Several methods such as
job ranking, job grading, and factor comparison are
employed in job evaluation. Research indicates, however,
that each method is nearly as accurate and reliable as the
other in ranking and pricing different jobs. Job evaluation
forms the basis for wage and salary negotiations
•
86. The Communication Process
• Idea to communicate
• Encoding
• Transmission
• Receiving
• Decoding
• Action
Sender Encoding Channel Decoding Receiver
Message Message Message Message
feedback
Noise Noise
Noise Noise
Message
87. Interpersonal Communication
• Message
– Source: sender’s intended meaning
• Encoding
– The message converted to symbolic form
• Channel
– The medium through which the message travels
• Decoding
– The receiver’s retranslation of the message
• Noise
– Disturbances that interfere with communications
14–87
90. Four Functions of Communication
14–90
Functions of
Communication
Control Motivation
Emotional
Expression
Information
91. Characteristics & Purpose of Effective Communication
Characteristics
• Complete communication
• Understanding in the same sense
• Message to have substance
• May be written or Oral
• Continuous process
• Mutual understanding
92. Characteristics & Purpose of effective communication
Purpose
• Sharing ideas ., Toreduce time and cost
• Toimprove relationship., Tosatisfy human needs
• Toavoid gossip and rumors
• Totransmit information -
• To increase managerial efficiency – success of manager depends on
the ability to communicate (75-95% of time spent on
communication)
• To persuade potential employees in the recruitment process of the
merits of working for the enterprise. (The recruits are told about the
company’s organization structure, its policies and practices)
• To enable employees to perform their functions effectively.
• To teach employees about personal safety on the job (This is
essential to reduce accidents, to lower compensation and legal
costs and to decrease recruitment and training costs for
replacements).
93. Types of Communication
• Formal - official, superior to subordinate
recognised communication system
• Informal – not recognised, originates from informal
group, inaccurate, rumor, private interpretation, it
spreads like wild fire. This is called as grapevine
• Oral
talks, public address, telephonic talk, lectures
Audio visual aids
• Written
Instructions, Orders, Policy, Procedures, posters,
memo, report, information bulletin, news letter,
magazines, newspaper
Methods of Communication
94. Types of Communication• ORAL (VERBAL) COMMUNICATION
• Face to Face or through a telephone or intercom system.
Generally, in meetings, lectures, interviews, conferences etc., the
communication is oral.
• MERITS OF ORAL COMMUNICATION
• It is a time and money saving device
• There is an element of personal touch
• Doubts can be clarified on the spot
• Important points can be emphasized through body language
• DEMERITS OF ORAL COMMUNICATION
• Not suitable for lengthy communication
• If the communicator is poor in vocal expression, oral
communication is likely to be misunderstood and
misinterpreted.
95. Types of Communication
• WRITTEN COMMUNICATION
• Form of report, statement, circular, note, manual, handbook, letter,
memo.
• MERITS OF WRITTEN COMMUNICATION
• Suitable for lengthy communication
• It can be kept as a permanent record and at times be referred to as
evidence
• Serves as a solid base for taking action against a subordinate who
disobeys it.
• DEMERITS OF WRITTEN COMMUNICATION
• There is a greater chance of the communication being
misunderstood.
• It is very time consuming
• It is difficult to maintain secrecy about the matter communicated
• Suffers from lack of flexibility
96. Types of Communication
• NON-VERBAL COMMUNICATION
• Nonverbal Communication has been defined as communication
without words. It includes apparent behaviors such as facial
expressions, eyes, touching, and tone of voice, as well as less
obvious messages such as dress, posture and spatial
distance between two or more people.
• Everything communicates, including material objects, physical
space, and time systems. Although verbal output can be turned
off, nonverbal cannot. Even silence speaks.
97. Types of Communication
• INFORMAL COMMUNICATION
• People who know each other in the organization talk together
informally.
• One thing they have in common is the organization they work for, so
they talk about the happenings in the organization.
• The grapevine carries two types of organization- work related, people
related
• Work related – employees want to know what is going on in the
organization. When they are not kept informed through formal
channels, they seek information from the grapevine.
• People related – They are curious about the people they work with.
The grapevine carries the type of personal information not generally
communicated through formal channels.
98. Flow of Communication
• Downward - from executives to subordinates
issue work order, explain policy, explain procedure,
reward/punishment
• Upward - workers to immediate supervisor
Projection of ideas, comments, reactions, report on production
• Horizontal - One person in one level to other
person in same level
Between heads of different dept.
99. Barriers to Communication
• Physical
Distance, Lack of time, Noise in different divisions,
environmental
• Psychological
Differences in position, absence of mind, fear, status,
bias
• Semantics
Faulty expressions and listening
Eg: Rama and seetha saw the pet animals whenthey
were playing in the park.
Confusion whether animals were playing or rama and
seetha
101. Methods to overcome Barriers
• Use feedback
• Simplify language
• Listen actively
• Constrain emotions
• Watch nonverbal cues
• Information through proper channel
• Adequate communication facility
• Known language
102. Malaysia experienced the worst haze since 2005
Forest fires in Indonesia have resulted in a smoky haze blanketing the
South East Asian region for months.
103.
104. Functions of Communication
• Emotional Expression
– Social interaction in the form of work group
communications provides a way for employees to
express themselves.
• Information
– Individuals and work groups need information to
make decisions or to do their work.
14–104
105. Distortions in Communications
• Message Encoding
– The effect of the skills, attitudes, and knowledge of the
sender on the process of encoding the message
– The social-cultural system of the sender
• The Message
– Symbols used to convey the message’s meaning
– The content of the message itself
– The choice of message format
– Noise interfering with the message
14–105
106. Distortions in Communications
• The Channel
– The sender’s choice of the appropriate channel or
multiple channels for conveying the message
• Receiver
– The effect of skills, attitudes, and knowledge of the
receiver on the process of decoding the message
– The social-cultural system of the receiver
• Feedback Loop
– Communication channel distortions affecting the
return message from receiver to sender 14–106
107. Interpersonal Communication
Methods
• Hotlines
• E-mail
• Computer conferencing
• Voice mail
• Teleconferences
• Videoconferences
• Face-to-face
• Telephone
• Group meetings
• Formal presentations
• Memos
• Traditional Mail
• Fax machines
• Employee publications
• Bulletin boards
• Audio- and videotapes
14–107
109. Interpersonal Communication
• Nonverbal Communication
– Communication that is transmitted without words.
• Sounds with specific meanings or warnings
• Images that control or encourage behaviors
• Situational behaviors that convey meanings
• Clothing and physical surroundings that imply status
– Body language: gestures, facial expressions, and
other body movements that convey meaning.
– Verbal intonation: emphasis that a speaker gives to
certain words or phrases that conveys meaning. 14–109
111. Barriers to Effective Interpersonal Communication
• Filtering
– The deliberate manipulation of information to make it appear
more favorable to the receiver.
• Emotions
– Disregarding rational and objective thinking processes and
substituting emotional judgments when interpreting messages.
• Information Overload
– Being confronted with a quantity of information that exceeds
an individual’s capacity to process it.
14–111
112. Barriers to Effective Interpersonal Communication
• Defensiveness
– When threatened, reacting in a way that reduces the ability to
achieve mutual understanding.
• Language
– The different meanings of and specialized ways (jargon) in
which senders use words can cause receivers to misinterpret
their messages.
• National Culture
– Culture influences the form, formality, openness, patterns, and
use of information in communications.
14–112
113. Overcoming the Barriers to Effective Interpersonal
Communications
14–113
• Use Feedback
• Simplify Language
• Listen Actively
• Constrain Emotions
• Watch Nonverbal Cues
115. Types of Organizational Communication
• Formal Communication
– Communication that follows the official chain of command or is
part of the communication required to do one’s job.
• Informal Communication
– Communication that is not defined by the organization’s
structural hierarchy.
• Permits employees to satisfy their need for social
interaction.
• Can improve an organization’s performance by creating
faster and more effective channels of communication.
14–115
117. Direction of Communication Flow
• Downward
– Communications that flow from managers to employees to
inform, direct, coordinate, and evaluate employees.
• Upward
– Communications that flow from employees up to managers to
keep them aware of employee needs and how things can be
improved to create a climate of trust and respect.
14–117
118. Direction of Communication Flow
(cont’d)
• Lateral (Horizontal) Communication
– Communication that takes place among
employees on the same level in the organization
to save time and facilitate coordination.
• Diagonal Communication
– Communication that cuts across both work areas
and organizational levels in the interest of
efficiency and speed.
14–118
119. Types of Organizational Communication Networks
• Chain Network
– Communication flows according to the formal
chain of command, both upward and downward.
• Wheel Network
– All communication flows in and out through the
group leader (hub) to others in the group.
• All-Channel Network
– Communications flow freely among all members
of the work team.
14–119
121. The Grapevine
• An informal organizational communication network
that is active in almost every organization.
– Provides a channel for issues not suitable for
formal communication channels.
– The impact of information passed along the
grapevine can be countered by open and honest
communication with employees.
14–121
122. STEPS IN OPERATIONS
MANAGEMENT• Planning to plan
• Performing a values scan
• Mission formulation
• Strategic business Modeling
• Performance audit and gap analysis
• Integrating action plans
• Contingency plans
• Strategy implementation
124. Seven major elements of communication process are: (1) sender (2) ideas (3) encoding (4)
communication channel (5) receiver (6) decoding and (7) feedback.
Communication may be defined as a process concerning exchange of facts or ideas
between persons holding different positions in an organisation to achieve mutual harmony.
The communication process is dynamic in nature rather than a static phenomenon.
Communication process as such must be considered a continuous and dynamic inter-
action, both affecting and being affected by many variables.
(1) Sender:
The person who intends to convey the message with the intention of passing information
and ideas to others is known as sender or communicator.
(2) Ideas:
This is the subject matter of the communication. This may be an opinion, attitude, feelings,
views, orders, or suggestions.
(3) Encoding:
Since the subject matter of communication is theoretical and intangible, its further passing
requires use of certain symbols such as words, actions or pictures etc. Conversion of
subject matter into these symbols is the process of encoding.
125. (4) Communication Channel:
The person who is interested in communicating has to choose the channel for
sending the required information, ideas etc. This information is transmitted to
the receiver through certain channels which may be either formal or informal.
(5) Receiver:
Receiver is the person who receives the message or for whom the message is
meant for. It is the receiver who tries to understand the message in the best
possible manner in achieving the desired objectives.
(6) Decoding:
The person who receives the message or symbol from the communicator tries
to convert the same in such a way so that he may extract its meaning to his
complete understanding.
(7) Feedback:
Feedback is the process of ensuring that the receiver has received the
message and understood in the same sense as sender meant it.
126. Noise
Noise hinders effective communication throughout the communication
process. Noise can be from the external (surrounding) environment, such
as from too many messages at the same time or background noise that
interferes with a clear understanding of the message.
We also refer to some receiver characteristics as ‘noise’, and this is where
their emotions, ethnic background, age, education level or disabilities
may distort or make a message misunderstood.
Noise in communication, is any distraction that interferes with the proper
transmission of communication, so that the message from the sender
cannot reach the receiver as it was intended by the sender to be
understood.
It is a major communication barrier, as we will see further on in this
discussion. In tour guiding for example, noise can be the background
sounds of animals at a site while the tour guide is explaining the
attractions.
It could also be the accent of the local tour guide, which may make it
difficult for the tourists to understand the message he/she is trying to
convey.