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COMMUNICATION:
CONCEPT, PROCESS AND
BARRIERS
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COMMUNICATION
• Communication is an effective tool for
achieving the goals of an organization
• Pfiffner portrays it as “the heart of
management”
• It is a thread that holds the various
independent parts of organization
together
• Thus, communication system serve as the
vehicle by which an organization is
embedded in its environment
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DEFINITIONS
• Communication is a process of meaningful interaction among human beings
• Communication is a process of transmitting information, thoughts, opinions, messages, facts, ideas or emotions and understanding from one person, place or thing to another person, place or things
• Communication is a shared understanding of a shared purpose
• The underlying aim of communication is a meeting of minds on common issues
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• Communication is a two-way traffic, its
operation requires at least two persons- the
sender of a message and its receiver. The
message is conveyed by the use of words,
letters, symbols, etc. Its purpose is to secure
sharing of information towards a common end.
• Communication does not only entails the
authority of communicating decisions or
instruction to the authority in the organization.
COMMUNICATION
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IMPORTANCE OF COMMUNICATION
• Acc. to Peter Drucker, “Good communication is the foundation for sound administration.”
• Acc. To Chester Barnard, “Communication is central to the exercise of authority.
• It plays an important role in securing proper cooperation and effective coordination within an organization.
• It is the means by which behavior is modified, change is effected, information is made productive and goals are achieved.
• It promotes teamwork and participation of employees.
• It acts as a monitoring agent for the successful implementation of organizational programs.
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Essentials of Communication
• Clarity of thought.
• Participation of communicator and recipients.
• Transmission- What to communicate, with whom and
how?
• Keep the communication system always open.
• Cordial superior – subordinate relations.
• Channels of communication should be definitely known.
• Channel should be formal.
• Line should be direct and short.
• Person involved should be competent.
• Every communication should authenticated.
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Types of Communication
• Formal and In-Formal Communication
• Downward, Upward and Lateral
Communication.
• Verbal and Written Communication.
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Communication Process
• Process is a complex phenomenon
consisting of five specific stages, which
are :-
-The sender of the message
-Transmission channel.
-The receiver of the message.
-Noise hindering communication.
-Feedback in communication.
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Barriers to Communication• Structure and human limitations effect
communications. Some of the barriers to effective communication are :-
- Lack of planning.
- Large and far flung organizations.
- Poorly expressed messages.
- Loss during transmission and poor retention.
- Information overload.
- Poor listening and premature evaluation.
- Ideological rigidity.
- Distortion and manipulation.
- Weak communication network.
- Social and psychological barriers
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Methods of Improving Communication
• Some of the ways and means to improve communication are as follows :-
- Clear knowledge of the formal channel of communication.
- Communication to be as short as possible.
- Standardization of messages.
- Clarity of language used.
- Use of symbols that are familiar to the sender and the
receiver while encoding and decoding.
- Proper feedback.
- Climate of mutual trust.
- Administrator must cultivate the ability to listen.
- Designed communication must receive the support of the persons involved.
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SUPERVISION:
CONCEPT AND METHODS
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Meaning and Definition• Supervision is inherent in hierarchical nature of
organizations in which each level supervises the work of the one below and in turn is subject to the supervision of the one above it.
• Supervision is a compound of two words ‘Super’ and ‘Vision’ meaning overseeing .
• It literally means overseeing the work of others.
• Maybe defined as directing and guiding the work of subordinates by the superiors.
• It’s viewed as the extension of leadership function applied to the direction of work at all levels in the hierarchy.
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Supervision may be defined as
‘ a process by which workers are helped by a
designated staff member to learn according to
their needs, to make the best use if their
knowledge and skills ,and to improve their
abilities so that they do their jobs more
effectively and with increasing satisfaction to
themselves and the agency ’.
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• Supervision entails two primary
purposes
To achieve coordination among the
component parts of an agency.
To ensure that each unit of an agency
accomplishes the task each has been
assigned.
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Inspection and Investigation
• Supervision is more than inspection and
investigation.
– Inspection:- It is only a technique of supervision, a
part of the process of supervision.
– Investigation:- It is a non-routine operation and
takes place when there is supervision of wrong
doing.
Supervision, therefore in a very broad sense means
direction, guidance, control, coordination, inspection
and overseeing.
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Levels of Supervision
• Three levels of supervision identified are:-
Top level- Heads of Departments, is concerned
with setting general rules and regulations
Middle Level- Division Chiefs, is concerned with
supervision of the work of first line.
First-Line Level- Office Superintendents, is concerned
with physical observation and guidance of work in the
field units.
.
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Features • It is the base line management, closest to
actual work and workers.
• It is a delegated duty.
• It is a link between the workers and
management.
• It is concerned with human relations.
• It has a leadership role. It guides, trains and
leads the workers.
• It is a continuous process and goes on as long
as the organization continues to function.
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Methods of Supervision• Prior approval
• Service Standards
• Budget
• Approval of Key Personnel
• Reports/Record Keeping
• Inspection
• Work Plans
• Written Procedures
• Instructions/Codes
• Manuals
• Meetings/Discussions
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Qualities of a Good Supervisor
• Command of job contents
• Personal qualifications
• General outlook
• Ethics and Morals
• Administrative Technology
• Intellectual Ability
• Initiative/Enthusiasm
• Courage and Fortitude
• Curiosity
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Essentials of Effective Supervision
Effectiveness of Supervision depends on:-
• Application of the concept of the control of
span of control –Effective supervision
requires optimum number of subordinates
• Clear definition of the units to be supervised both in terms of area and function
• Recruiting and retaining of high quality personnel at both junior and intermediate levels
• Supervisors full knowledge of the work under his supervision
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DECISION - MAKING
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Meaning and Definition
• According to Herbert Simon “every aspect of administration revolves around decision-making”
• Correct and timely decisions in order to realiseorganisational goals on time the pre-requiste of sound administration
• Decision-making involves thinking and deciding before doing and is part of every management function
• Thus, the very determination of objectives, policies, programmes, strategies etc of the organisation is a decision-making process
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• Decision-making means choosing one alternative amongst several alternatives given in a particular situation
• Decision-making is a process of identifying and choosing alternative course of action in a manner appropriate to the demand of the situation
• This process consists of four interrelated phases:-Explorative( searching for decision occasion)
-Speculative(identifying the factors affecting the decision-making)
-Evaluative(analysing and weighing alternative courses of action)
-Selective(choice of the best course of action)
• Decision-making in the government is a plural activity. One individual may pronounce the decision, but many contribute to the process of reaching the decision
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Features
• It is a goal-oriented process
• It implies a set of alternatives, with the aim to
select the best alternative
• It is dynamic process. The techniques used for
choice vary with the type of problems involved
and the time available for its solution.
• It is an intellectual and rational process involving
lot of deliberations, reasoning and evaluation
• It is a continuous process
• It is situational and related to the environment
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Steps in Decision-Making
The process of decision-making involves a
logical progression of steps, which are as
follows:-
• Problem Identification
• Problem analysis and collecting information
-Classify the problem
-Select for and collect data
-Analyse data
-Evaluate date
• Determine possible alternatives
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Steps in Decision-Making• Evaluate the impact of each alternative
– Identify resources
– Develop alternative solutions
– Test each alternative for-suitability
-Feasibility
-acceptability
- Benefits, costs risks involved
• Selection of an alternative(Four criteria for evaluate the consequences)
-Measurement of risks and gains
-Economy of efforts
-Timing
-Availability of the resources
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Types of Decisions
Herbert Simon:
• Programmed decisions-Deal with relative routine and repetitive problems
-Objectives, standards, procedures, methods and policies represent this
type
-Made at lower level of management
-Have short term impact
-Problems identified and pre-determined solutions applied
• Non-Programmed decisions-Deal with unique, unusual, non-repetitive problems
-No rules or precedents are available
-These are unstructured in nature
-Special purpose decisions with short life
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Chester Barnard:
• Personal decisions-Made by an executive as an individual
-Can not be delegated to others
• Organisational decisions-Can often if not always be delegated to others
-Calls for decisions at subordinate levels supporting it
Other types:
• Tactical decisions-These decisions are made for vital issues, critical for success of an org
• Strategic decisions-Made by lower level managers and have short term implications
-Deal with simple, routine problems
• Participatory decisions-Decision-making involving people in making decisions that affect them
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Problems involved in Decision-making
• Incomplete information
• Un-supporting environment
• Non-acceptance by sub-ordinates
• Ineffective communication
• Incorrect timing
• Work overload
• Bias
• Red tapism
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LEADERSHIP: STYLES&
QUALITIES OF A LEADER
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Leadership
• All organisations- public or private, big or
small, simple or complex need administrative
leadership to pave the way towards the
achievement of organisational goals
• Leadership determines the spirit of an
organisarion, the morale and motivation of its
employees
• Leadership create the climate of the
organisation for excellence in performance
• It create a spirit of co-operation and team-work
• It transforms potential into reality
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Definitions
• Leadership is the process of encouraging and
helping others to work enthusiastically towards
objective
• Leadership is the art or process of influencing
people so that they will strive willingly
towards the achievement of group goals
• At the core of leadership is the concept of
consistent ability to influence the attitude and
behaviour of subordinate, to motivate them to
serve a common purpose.
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Functions of Leadership
• Chester Barnard identified three functions
as:-
-To maintain communication in the organisation
-To secure essential services from the individuals
-To formulate purposes and objective
• Hicks and Gullet identified eight functions
as:-
-Arbitrating -Suggesting -Supplying objectives
-Catalysing -Providing security -Representing
- Inspiring and Praising
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Functions of Leadership
• David and Stanley Seashore classified
functions into four categories:-
-Support- Behaviour that enhances the members’
feelings of personal worth and importance
-Emphasis on goals- Behaviour which stimulate
enthusiasm for meeting the group goals with excellence
-Facilitation of work- Behaviour which manifest itself
in activities such as planning, coordinating etc
-Facilitation of interaction- Behaviour which
encourages group members to develop close relationships
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Qualities of Leadership
• Attributes that are required in leadership are:--Intelligence
-Courage
-Will Power
-Communication Skills
-Sound judgement
-Integrity
-Flexibility
-Energy
-Knowledge
-Empathy
-Persuasiveness
-Decisiveness and initiative
-Creativity and Vision
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Styles of Leadership
• The way in which the leader behaves and
influences the activities of his followers is
known as leadership style
• The style an executive selects greatly
influences his effectiveness as a leader three
types
• Broadly, three type of leadership style are
identified:-Autocratic Leadership
-Democratic or Participative Leadership
-Laissez faire or free-rein Leadership
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Autocratic Leadership
• Leader makes decisions alone as power is centralised in the hands of the leader
• Leader assumes full authority and responsibility
• Leader expect unquestioned acceptance
• Leader assigns work task and determine technique of work
• Leader is personal in praise and criticism of group work
• He remain aloof from active group participation
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Merits and Demerits
• Merits:-
-It allows quick decision-making
-Facilitate efficiency in times of crisis
-Promote high productivity
-Provides strong motivation
-Secures quick results
• Demerits:-
-Worker treated as a cog in a machine
-Characterised by tight control and strict supervision
-It kills the initiatives of workers
-Creates much hostility and aggression amongst workers
toward the leader
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Democratic or Participatory Leadership
• Leader involves the entire group in discussion of
all policies
• Leader obtain the cooperation of the employees
• Employees to participate in decision-making
process
• Leader suggests alternatives instead of dictating
the final decision
• Communication flows freely
• Subordinats allowed to exercise high degree of
both responsibility and freedom
• Coordinates the work of his employees
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Merits and Demerits
• Merits:-
-Provides subordinates with a chance to participate in
decision-making
-Leads to greater originality and initiative in work
-Promotes friendly relations between the management and
employees
-Encourages achievements
-Promotes high morale and motivation
• Demerits:-
-Not effective in all situation(emergency situation)
-Brings dilution in the quality of decisions
-Not suitable for all types of groups because of diversity
among sub-ordinate
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Laissez-Faire or Free-rein Leadership
• Described as no leadership at all for there is the
absence of the direct leadership
• It involves complete freedom for the group with little
or no leader participation
• Leader delegates the authority for decision-making
into the hands of subordinates rather completely
• Group can develop its own goals and solve its own
problems
• Little or no direction is provided by the leader
• Subordinates are expected to assume responsibility
for their own motivation, guidance and control
• little guidance and support provided for the followers
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Merits and Demerits
• Merits:--It gives freedom and independence to the employees
-It leads to maximum decentralisation of authority
-It gives full freedom for group activity
• Demerits:--Employees may not have proper direction and control
-Leads to frustration amongst employees
-Results in organisational chaos
-Makes the leader carefree and encourages him to evade responsibility
-It is characterised by non-productivity
-This style not useful but can be effective in highly motivated and professional group
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LINE AND STAFF
AGENCIES
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Line and Staff Agencies
• Every organisation is held together by a single operational chain known as ‘Hierarchy’
• The central hierarchy comprises the ‘Line’, which has the responsibility for accomplishing directing the primary objectives of the organisation
• The chief executive constitute the topmost point of the administrative structure and is helped by some organisation or agencies in his work
• These agencies are divided into three categories namely:-
-Line Agencies
-Staff Agencies
-Auxilliary Agencies
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Line AgenciesLine Agencies are the central elements of any administrative system
They come in regular contact with the people
There exists superior-subordinate relationship
Every line unit has a definite authority
Ex:-In Police organisation-Director General of Police
-Inspector General of Police
-Dy. Inspector General Police
-Suptt. Police
-Additional Suptt. Police
-Dy. Add. Suptt. Police
-Inspector
-Sub-Inspector
-Head Constable
-Constable
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Features of Line Agency
• Concerned with the primary function
• Authority flows vertically downward
• Authority is highest at the top
• Strict direct chain of command
• Superior- subordinate relationship
• Takes decisions and issues commands
• Authority is delegated down the line
• Directly daels with the people
• Directly under the line and supervision of the chief
executive
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