unit4 directing 120317

S.Palanivel Assoicate Prof./Mech. Engg Kamaraj college of Engg. & Tech. Virudhunagar (Near)

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Unit-4 - DIRECTING

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


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Human factors .. Contd..• No average person : In an organisations rules, procedures, work schedules,

safety are being made on the assumptions that people are essentially alike. This is needed to a great extent in organising efforts, but it is equally important to note that individuals are unique by having different needs, ambitions , attitudes , different desires to have responsibility, different levels of knowledge & skills and different potentials. Unless Managers understand the complexicity and individuality of people they may misapply about the requirement of motivation, leadership and communication. Although position requirements are usually derived from organisation plans, this fact does not exclude the possibility of arranging job to fit the person in a specific situation .

• Importance of personal dignity : People must be treated with respect , no matter what their position in the organisation. Each in orgnaisation is unique with different abilities and aspirations but all are human beings and all deserve to be treated as such.

• Consideration of whole person : A person exhibit skills, knowledge & attitudes according situations. These characters change quickly and unpredictably in a situation.Human being is a total person influenced by external factors. People can not divest themselves of the impact of these factors when they come to work. Managers must recognize these facts and be prepared to deal with them.

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MOTIVATION• It is a general term applying to entire class of

drives, desires, needs, wishes which induce the subordinates to act in a desired manner.

• Motion towards Vision. Driving force towards one’s vision /objective. If motivation is there with the participating members of team it will be easier for the team to reach its goal easily.

• Motivation enables motion or required actions to happen in a directed desired to reach goals.

S.Palanivel Assoicate Prof./Mech. Engg Kamaraj college of Engg. & Tech.

Virudhunagar (Near)

MOTIVATION

• MOVING• OUR• THOUGHT• IN REALSING• VISION• ACTING• TASKS• INTERSTINGLY• OBJECTIVELY• NATURAL


MOTIVATION

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



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MOTIVATION

NEED FOR MONEYNEED FOR POWERNEED FOR AFFINITYNEED FOR ACHIEVEMENT


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MOTIVATION

“U” ARE IMPORTANT

MASLOW’S HIERARCHY OF NEEDS

• SELF ACTUALISATION

• EGO (OR) ESTEEM

• AFFILIATION (ACCEPTANCE)

• SECURITY (OR) SAFETY• PHYSIOLOGICAL (or)BASIC



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MASLOW’S HIERARCHY OF NEEDS• The basic human needs stated by Maslow in an ascending order of

importance1. Physiological or basic needs : These are basic needs for sustaining

human life itself such as food, water, dress, shelter and sleep. Maslow was of the opinion that until these needs are satisfied or fulfilled to the degree needed to maintain life other needs will not motivate people.

2. Security or safety needs : People want to be free of physical danger and of the fear of losing a job, property, food, shelter. People want to keep the basic needs to get continuously without any interruption , this aspect is considered as safety or security needs

3. Affiliation needs : Since people are social beings they need to belong and accepted by others.

4. Esteem needs : Once people begin to satisfy their need to belong, they tend to want to be held esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige, status.

5. Need for self actualisation : This is the highest need in hierarchy. It is the desire to become what one is capable of becoming.


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THEORY X As per Mcgregor Managing start with the basic question of how

managers see themselves in relation to others. Managers do have different perceptions on people . According to the perceptions on behavior of people, Theory X and theory Y are stated.

• THEORY – X : Traditional assumption about the nature of people as per McGregor as follows :

• Average human beings have an inherent dislike of work and will avoid if they can

• Because of this disliking character, most people must be coerced, controlled, directed and threatened with punishment to get them to put forth adequate effort toward the achievement of organisational objectives.

• Average human beings prefer to be directed wish to avoid responsibility, have relatively little ambition and security above all.


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THEORY YAssumptions under Y theory are as follows :• The expenditure of physical and mental effort in work is as natural as

play or rest.• External control and the threat of punishment are not only the means

for producing effort toward organisational objectives. People will exercise self direction and self control in the service of objectives to which they are committed.

• The degree of commitment to objectives is in proportion to the size of the rewards associated with their achievements.

• Average human beings learn, under proper conditions, not only to accept responsibility but also to seek it.

• The capacity to exercise a relatively high degree of imagination, ingnenuity and creativity in the solution of organisational problems is widely, not narrowly, distributed in the population.

• Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.


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ERG Theory• ERG theory by Calyton Alderfer is similar to Maslow’s theory.• ERG theory has only three categories instead of 5 categories• Existence needs similar to basic needs• Relatedness needs pertaining to satisfactorily relating to others• Growth needs referring to self development, creativity, growth

and competence.• ERG theory refers to Existence, Relatedness and Growth.• One may be motivated by needs on several levels att he same

time.• For example one may go to work to make a living (existence

needs) and at the same time one may be motivated by good relations with coworkers.

• As per Alderfer, when people experience frustration on one level , they may focus on the needs at a lowerlevel needs category.


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Herzberg’s Motivation – Hygiene Theory• It is a two factor theory as • Dissatisfiers also called maintenance, hygiene or job context

factors – company policy, working conditions, saalry, status, job security, personal life – these factors are not motivators but non existence of those factors result in dissatisfaction.

• Satisfiers all related to job content - achievement, recognition, advancement, challenging work, growth- motivators. Their existence will yield feelings of satisfaction or no satisfaction.

• Existence of Dissatisfactors will not motivate people in an organisation: yet they must be present otherwise it will rise dissatisfaction. Job content factors found to be the real motivators because they have the potential yielding a sense of satisfaction.

• Clearly, if this theory of motivation is sound, managers must give considerable attention to upgrading job content.


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Comparison of Maslow and Herzberg theoriesMaslow’s needs theory

Herzberg’s two factor theory

Self actualisation Motivators Challenging workAchievement Growth in the jobResponsibilityAdvancementRecognition

Esteem or status

Affiliation or acceptance

Maintenance factors

StatusInterpersonal relationsQuality of supervisionCompany policy and administrationWorking conditionsJob securitySalary

Security or safety

Physiological or basic needs


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Expectancy theory of Motivation• People will be motivated to do things to reach a goal if they believe in the worth of

goal and if they can see that what they do will help them in achieving it.• Vroom’s theory is that people’s motivation toward doing anything will be

determined by the value they place on the outcome of their effort multiplied by the confidence they have their effort will materially help in achieving a goal. Varoom’s theory may be stated as Force = Valance X Expectancy , where force is the strength of a person’s motivation, valance is the strength of an individual’s preference for an outcome and expectancy is the probability that a particular action will lead to a desired outcome.

• When a person is indifferent about achieving a certain goal, a valance of zero occurs, there is a negative valance when the person would rather not achieve the goal. Result would be no motivation.

• The force exerted to do something will depend both valance and expectancy, a motive to accomplish some action might be determined by a desire to accomplish something else.

• For example, a person might be willing to work hard to produce a product for a valance in the form of pay. Manager might be willing to work hard to achieve company goals in marketing or production for a promotion or pay as valance.


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Varoom theory and practice• Varoom theory recognizes the importance of individual needs and

motivations. It fits the concept of harmony of objectives : individuals have personal goals that are different from organisational goals, but these can be harmonized. Varoom’s theory is completely consistent with the system of managing by objectives.

• Assumption that perceptions of a value vary between indivduals at different times and in different places appears to fit in real life more accurately. It is consistent with the idea that a manager’s job is to design an environment for performance taking into account the differences in various situations.

• On the other hand , the theory is difficult to apply in practice. Despite its difficulty in application, the logical accuracy of Vroom’s theory indicates that motivation is much more complex than the approaches of Maslow and Herzberg seem to imply


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Porter and Lawler Motivation Model• Porter and Lawler derived a substantially more complete model of

motivation, built in large part on expectancy theory applied to Managers.• The amount of effort (the strength of motivation and energy exerted)

depends on the value of reward plus the amount of energy a person believes, is required and the probability of receiving the reward.

• The perceived effort and probability of actually getting a reward are in turn influenced by the experience of actual performance. Clearly, if people know they can do a job or if they have done it, they have a better appreciation of the effort required and know better the probability of getting a reward.

• Performance is seen as leading to intrinsic rewards (sense of accomplishment) and extrinsic rewards (working conditions and status). These rewards tempered by what individual sees as equitable, lead to satisfaction. But performance also influences equitable rewards.

• Understandably, what the individual sees as a reward for effort will necessarily affect satisfaction derived. Likewise, the actual value of rewards will be influenced by satisfaction.

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Equity Theory

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

S.Palanivel Assoicate Prof./Mech. Engg Kamaraj college of Engg. & Tech. Virudhunagar

(Near)


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Equity theory -Three situations

Balance or imbalance of

Reward

Inequitable rewardDissatisfactionReduced outputLeaving the organisation

Equitable rewardContinuation at same level of output

More than equitable reward

Harder workReward discounted


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Skinner’s Reinforcement Theory• Skinner of Harvard developed an interesting but controversial technique

called positive reinforcement or behavior modification.• Individuals can be motivated by proper design of their work

environment and by praise for their performance and that punishment for poor performance produces negative results.

• As per Skinner work situations are to be analyzed to determine what causes workers to act the way they do and then they initiate changes to eliminate troublesome areas and obstructions to performance.

• Specific goals are then set with worker’s participation and assistance, prompt and regular feedback of results is made available and performance improvements are rewarded with praise and recognition.

• Even when performance does not equal goals, ways are found to help people and to praise them for the good things they do.

• This theory emphasizes removal of obstructions to performance , careful planning , organising, control thro feedback and expansion of communication.


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McClelland’s Needs Theory of motivation• This theory deals three types of basic motivating needs as need for power, need for

affiliation and need for achievement• Need for power: People with a high need for power have a great concern with

exercising influence and control. Such individuals seek positions of leadership, they are good at conversation, argumentative and they are forceful, outspoken, hard head and demanding. They enjoy teaching and public speaking and they want to control people.

• Need for affiliation : People with a high need for affiliation derive pleasure from being loved and tend to avoid pain of being rejected by a social group. As individuals, they are likely to be concerned with maintaining pleasant relationships to enjoy a sense of intimacy and understanding to be ready to console and help others in trouble and to enjoy friendly interaction with others.

• Need for achievement : people with a high need for achievement have an intense desire for success and an equally intense fear of failure. They want to be challenged and they set moderately difficult but not impossible goals for themselves. They take a realistic approach to risk and not likely to be gamblers. They prefer to analyze and asses problems and assume personal responsibility for getting job done. They tend to be restless, like to work long hours, do not worry usually about failure and tend to like to run their own show. They want to make their own bench marks or create records on their performance.

SELF MOTIVATION

• OBJECTIVE

• VALUES

• INTEGRAL

• AFFINITY TO ALL

MIND +VE

OBJECTIVE• SPECFIC

• MEASURABLE

• ACHIEVABLE

• RELAXBLE

• TIME BOUND


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MOTIVATION

VALUES OBJECTIVE SHALL HAVE + VE VALUES AVOID - VE VALUESINTEGRAL OBJECTIVE TO MATCH WITH - INDIVIDUAL, FAMILY, SOCIAL & NATIONAL - NO MISMATCH


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MOTIVATION

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


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Job Enrichment• It is the attempt is to build into jobs a higher sense of challenge and

achievement. Jobs may be enriched by variety. They may also be enriched by

Giving workers more freedom in deciding about such things as work methods, sequence and the pace or the acceptance or rejection of materials.

Encouraging participation of subordinates and interaction between workers Giving workers a feeling of personal responsibility for their tasks Taking steps to make sure that workers can see how their tasks contribute

to a finished product and to the welfare of the enterprise. Giving people feedback on their job performance preferably before their

supervisors get it Involving workers in the analysis and change of physical aspects of the work

environment, such as the layout of the office or plant, temperature, lighting and cleanliness.


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Special motivational techniques• Some of major motivational techniques are• Money• Intrinsic rewards : Feeling of accomplishment, self

actualisation• Extrinsic rewards : Benefits, recognition, status symbols and

money.• Variable pay : pay based on group performance,

organisational perofrmance, sharing of profits.• Participation• Quality of working life• Job enrichment


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Making job enrichment effective• First, organisations need a better understanding of what

people want to identify where else enrichment can be made• Second, If productivity improvement is the main goal of

enrichment, the program must show how workers will benefit. In one company 25 % of cost savings on account of rise in productivity is been given to workers, which really motivates the workers to accept the enrichment.

• Third, people like to be involved to be consulted and to be given an opportunity to offer suggestions. Job enrichment based on suggestions are well received

• Fourth, people like to feel that their managers are truly concerned with their welfare. Workers like to know what they are doing and why. They like feed back on their performance. They like to be appreciated and recognized for their work.


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


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Leader Vs ManagerLeader Manager

Leading his group of members Managing his sub ordinates

Selected by his followers to lead them

Mostly appointed by companies

Lead and taking along group members towards

Supervise and get things done from his subordinates

Works for common goal of group Works for organisational goals

Goal/objective is derived among group

Goal/objective decided by company and informed /directed by Manager

No formal rules and procedures Manager’s functions are done by enforcing rules, procedures of companies

Followers may leave the group Sub ordinates may leave organisation on their own or thro punishment

If followers confidence is lost on leader, leader may be changed

Position of Manager may get altered by company by transfer or insert of a new one

Leader is one who knows the way, shows the way and goes with way

Manager is one directs and need not involve in actions directly


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Leadership• It is an art or process of influencing people so that

they will strive willingly and enthusiastically toward the achievement of group goals.

• Ideally people should be encouraged to develop not only willingness to work but also willingness to work with zeal and confidence.

• Leaders act to help a group attain objectives through the maximum application of its capabilities. They do not push from the behind rather they place themselves before the group as they would facilitate progress and inspire group in achieving goals.


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Ingredients of Leadership• Every group of people that performs near its total capacity has some

person as its head having of at least four major ingredients as listed below

The ability to use power effectively & in a responsible way The ability to comprehend that human beings have different

motivating forces at different times and in different situations. The ability to inspire The ability to act in a manner that will develop a climate conducive

to responding to and arousing motivation 1st ingredient – Power : The nature of power and the authority

derived from power plays a major roles of a leader. If a leader is having all powers or limited power, his functions will vary depends on power rested on them.

Ex. _ Modi is all powerful PM , Mr. Manmohansingh – is guided by congress party. Ms. Jayalalitha, Ms. Mamta ,Ms. Mayawati –all powerful, they can do anything in their party.


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Ingredients of Leadership …. Contd.• 2nd ingredient :Understanding of people : leader has to

understand the likes and dislikes of people and chooses the correct technique of applying motivational theory. He has to be aware of strength of human needs of his group and able to design ways of satisfying them and to get things done by them to meet the objectives.

• 3rd ingredient : Ability to inspire : leaders may have qualities of charm and appeal to give rise loyalty, devotion and strong desire on the part of followers to promote what the leaders want.

• 4th ingredient : Ability to develop a style to suit organisational climate : leaders should know what changes are required to create a conducive climate so that everyone participates in work willingly. He should know to apply suitable style to suit varying situations.


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Principle of leadership • Since people tend to follow those who offer them a

means of satisfying their personal goals , the more managers understand what motivates their sub ordinates and the more they reflect this understanding in their actions, the more effective they are likely to be as leaders.

• If followers are ready to follow someone that person becomes leader to such followers.

• Leadership is based on the followership only.• Leadership is measure of followership. Influence of

followers determine the leadership.


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Charismatic leadership approach Charismatic leaders may have certain characters such

as Being self confidence,Having strong convictions,Articulating vision,Being able to initiate changeCommunicating high expectations,Having a need to influence followers and supporting

them,Demonstrating enthusiasm and excitement and

being in touch with reality


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Leadership Behavior and styles• Leadership based on authority :• Autocratic : Who could commands and expects compliance by

everyone, not ready to be flexible or change his objective, positive and leads by the ability to withhold or give rewards and punishment.

Examples : Hitler, Musaloni Democratic ; He consults with sub ordinates on the proposed actions,

encourages participation from them and take decisions based on consultations. Examples : Gandhiji, Nehruji

Free – rein ; he uses his or her power very little. If at all giving sub ordinates a high degree of independence in their operations. Such leaders depend largely on sub ordinates to set their own goals and the means of achieving them and they see their role as one of aiding the operations of followers by furnishing them with information and acting primarily as a contact with the group’s external environment.

Examples : Md. Bin Thulaq.


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MANAGERIAL GRID9 1.9 9.9

8

7

6

5 5.5

4

3

2

1 1.1 9.1

1 2 3 4 5 6 7 8 9

CONCERN FOR PRODUCTION

CONCERN FOR PEOPLE

LOW HIGH

HIGH

LOW


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MANAGERIAL GRID• GRID has two dimensions as concern for production and

concern for people• Concern for production includes the attitude of manager

toward a wide variety of things such as quality of policy decisions, procedures, processes, creativeness of research, quality of service, work efficiency and volume of output.

• Concern for people includes degree of personal commitment toward goal achievement, maintenance of self esteem of workers, placement of responsibility on the basis of trust rather than obedience, provision of good working conditions and maintenance of satisfying inter personal relations.


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Four extreme styles

• 1.1 Management : Managers concern very little with either people or production and have minimum involvement in their jobs. Their contribution to work will be very little like just marking attendance to work and act as a messengers just passing information from Superiors to subordinates.

• 9.9 Management: Other extreme of 1.1 , Managers who displays in their actions the highest possible dedication both to the people and to production. They are real “team managers” who are able to mesh the production needs of the enterprise with the needs of Individuals. Managers practice this model give attention both to the production as well as the requirements of people involved in the production


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Four extreme styles• 1.9 Management : It is called as Country Club Management in which

Managers have little or no concern for production but are concerned only for people. They promote an environment in which everyone is relaxed, friendly and happy and no one is concerned about putting forth coordinated effort to accomplish enterprise goals

• 9.1 Management : It is referred as autocratic task managers who are concerned only with developing an efficient operation who have little concern for people and who are quite autocratic in their style of leadership.

• 5.5 Management : Managers have medium concern for production and for people. Managers could get adequate production but not the outstanding production with moderate morale of people. Managers do not set goals too high and are likely to have benevolent approach to people.

• Managerial grid is a useful device to identifying and classifying managerial style


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Fiedler’s Contingency Approach to leadership• This theory hold that people become leaders not only

because of the attributes of their personalities but also because of various situational factors and the interactions between leaders and group members .

• Examples : Mr. Devegowda become PM because Communists did not want Mr. Jyoti Basu to become PM. Mr.Azarudeen become Captain since K. Srikanth was supporting players & BCCI wanted to name someone listens them. He is the captain captained four former captains Gavaskar, Kapil Dev, K. Srikanth & Sachin. Mr. O.Panner Selvam become CM thrice due to vacancy created by Ms. Jayalalitha. Virat Kohli become captain of India since MS Dhoni did not want to continue as captain.

• Situation helps some one to emerge as leader


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3 critical dimensions of leadership situation

• Position Power : A leader with clear and considerable position power can get good followership more easily than one without such power. In the case of Managers, this is the power arising from the organisation authority. This is the positional power which one got thro their personality or and expertise enables them to get group members to comply with the directions from the leader.

• Task structure : Extent to which tasks can be clearly spelled out and people held responsible for them. If tasks are clear rather than vague and unstructured , the quality of performance can be more easily controlled and group members can be held more definitely responsible for performance.

• Leader- member relations : This factor is the most important from leader’s point of view, since position power and task structure largely under the control of enterprise. It has to do with the extent to which group members like and trust a leader and willing to follow the leader.


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Path – goal theory approach• Main function of leader is to clarify and set goals with subordinates, help them find the

best path for achieving the goals and remove obstacles. This theory proposes that situational factors contributing to effective leadership should be considered. These factors include

• i) Characteristics of sub ordinates such as their needs, self confidence and abilities and• Ii) the work environment including such components as the task, the reward system and

the relationship with coworkers. The theory categorizes leader behavior into four groups Supportive leadership : It gives consideration to the needs of sub ordinates, shows

concern for their well being and creates a pleasant organisational climate. It has the greatest impact on subordinates’ performance when they are frustrated and dissatisfied.

Participative leadership : It allows subordinates to influence the decision of their superiors, which may increase motivation

Instrumental leadership : It gives subordinates specific guidance and clarifies what is expected of them. It involves aspects of planning, organising, coordinating and controlling by the leader.

Achievement – oriented leadership: It involves setting challenging goals, seeking improvement of performance and having confidence that subordinates will achieve high goals.


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Transactional & Transformational leadership

• Transactional leaders identify what subordinates need to do to achieve objectives, clarify organisational roles , tasks, set up the required organisation structure, reward performance and provide for the social needs of their followers. Such leaders work hard and try to run the organisation effectively and efficiently.

• Transformational leaders : They articulate a vision and inspire followers. They also have the capacity to motivate followers, shape the organisation culture and create a climate favorable for organisational change in achieving the goal. There are many similarities between transformational leaders and charismatic leaders where in the former being noted for initiating innovation and change , having the ability to bring in change with followers by their articulation. The charismatic leaders who can draw the attention of many and convince the followers to follow their ideals so as to travel along the path shown by such leaders to achieve their goals .

• Examples of transformational leaders : Kapildev, MS Dhoni• Charismatic leaders : Gandhi, Mother Theresa, MGR


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LEADERSHIP STYLE -1 Telling: Leader will give instructions on What to do, When to do, Where to do and How to do. Will not be told WHY they have to do &CARRYOUT INSTRUCTIONS


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LEADERSHIP STYLE -2Selling Leader will

Elaborate various aspects, Instead of mere INSTRUCTIONS

Motivate Mould members and Prepare them to do the works.


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LEADERSHIP STYLE - 3Participating

Leader will involve All the Members in every stages of

work Everyone’s ideas and suggestions will be

listened This style is like DECOMRACTIC style


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LEADERSHIP STYLE - 4 Delegating Leader will simply

Allocate the works No Instruction No Guidance .

This style is just opposite to Telling style.


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SELECTION OF STYLE NO ABLITY & NO WILLINGNESS = TELLING

NO ABLITY & WILLINGNESS = SELLING

ABLITY & NO WILLINGNESS = PARTICIPATING

ABILITY & WILLINGNESS = DELEGATING


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EFECTIVE COMMUNICATIONGIVING INFORMATION,

RECEIVING INFORMATION &

RESPONDING TO INFOMRATION

WITH INTENTION OF

GETTING THE DESIRED RESPONSE


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EFECTIVE COMMUNICATION

COMMUNICATION ------ COMMUNICATION …… = COMMUNICATION SKILL

COMMUNICATION ------ COMMUNICATIONS ……

= COMMUNICATIONS KILL


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COMMUNICATION (S)KILLCOMMUNICATION SKILL

WORKING TOGETHER WORKS …..

= WORKING TOGETHER WORKS ….. COMMUNICATIONS KILL

WORKING TOGETHER WORKS ….. = WORKING TO GET HER WORKS …..


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COMMUNICATION (S)KILL

COMMUNICATION SKILLPAPA AJMER GAYE FATHER GONE TO AJMERCOMMUNICATIONS KILLPAPA AAJ MAR GAYE FATHER DIED


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TYPES OF COMMUNICATION

** ORAL

** WRITTEN

** NON VERBAL


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ORAL COMMUNICATION – MERITS

1. QUICK TO REACH 2. ONE CAN COMMUNICATE WITH MANY3. INSTANT FEED BACK4. MODIFIED BASED ON FEED BACK


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ORAL COMMUNICATION – DEMERITS

1. NO PROOF2. KNOWN LANGUAGE 3. KNOWN SUBJECT


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1. TO INFORM / SHARE2. TO CONVINCE/ACCEPT3. TO INDUCE / STIMULATE4. TO AMUSE / ABUSE

WHY DO WE SPEAK ?


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WRITTEN COMMUNICATION – MERITS

1. PROOF – EVIDENCE2. UNDERSTANDING 3. REFERENCE FOR FUTURE4. MULTIPLIED 5. INTERACTION NOT NEEDED


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EFECTIVE COMMUNICATIONWRITTEN COMMUNICATION – DEMERITS

1. TIME CONSUMING2. INSTANT FEED BACKNOT POSSIBLE3. INTEND & RESPONSE - CONFLICTING


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POINTS TO NOTE PURPOSEPLANNINGPREPARATIONPRESENTATIONPROJECTION


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WRITING SKILL

• HOW TO MAKE IT PURPOSEFUL

• HOW TO PROJECT YOUR POINTS

• HOW TO PRESENT IT TO ACHIEVE YOUR GOAL


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TIPS TO IMPROVE WRITTEN COMMUNICATION

• COLLECT ALL POINTS• EDIT – REMOVE POINTS ON WHICH YOU ARE NOT CLEAR WHICH REQUIRE LOT OF EXPALANTION WHICH MAY RAISE CONTROVERSY WHICH ARE INSIGNIFICANT WHICH ARE REPEATED NATURE


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TIPS TO IMPROVE WRITTEN COMMUNICATION

• FILTER POINTS

MUST BE INCLUDED

COULD BE INCLUDED

• ARRANGE IN A LOGICAL SEQUENCE

• CHECK FOR LINK BETWEEN POINTS


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• READ, READ, READ, READ ….. READ MORE THE VOCABULARY, EASY TO PRESENT IDEAS• WRITE LEGIBLY• PRESENT POINTS IN PARAS• CHECK FOR SPELLING & GRAMMATICAL ERRORS• MAKE IT SIMPLE & STRIGHT FORWARD SENTENCES

• USE +VE LANGUAGE


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NON VERBAL COMMUNICATION- MERITS

1. FAST TO GET ACTIONS/RESPONSE2. NO LANGUAGE REQUIRED3. SENDER & RECEIVER –DISTANCE – LEVEL NO BARRIER

4. SECRECY 5. CREATIVE


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NON VERBAL COMMUNICATION- DE MERITS

1. CLEAR UNDERSTANDING REQUIRED

2. SIGNAL WILL VARY TO SITUATION & PERSONS

3. MISUNDERSTANDING OF SIGNALS

WILL RESULT DAMAGES


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DOWNWARD COMMUNICATION

MESSAGE COMING FROM TOP TO BOTTOM

INSTRUCTIONINFORMATIONORDER

DELIVERY IS FAST & CERTAIN


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UPWARD COMMUNICATION

MESSAGE COMING FROM BOTTOM TO TOP

PROPOSALSUGGESTION INFORMATIONDELIVERY IS SLOW & UN CERTAIN, IT MAY SLIDE

DOWN AND MAKE MANY ROUNDS


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PARELLEL COMMUNICATION

MESSAGE COMING AMONG EQUALSPROPOSALINFORMATIONFEEDBACKDELIVERY IS NORMAL & DEPENDS ON RELATIONSHIPSMOOTHER RELATION EASY REACHSTRAINED RELATION IT WILL BE RETAILATED


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CROSS COMMUNICATION

MESSAGE COMING FROM TOP TO BOTTOMWITHOUT SEQUENCE INSTRUCTION INFORMATIONORDERDELIVERY IS FAST & CERTAINTOP CAN COMMUNICATE TO ANY LEVELRECEIVER HAS TO RESTORE CHAIN/LINK BY

INFORMING TO NEXT HIGHER LEVEL


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BARRIERS

** ASSUMPTION - ASSUME ….. ASS U& ME ASS


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BARRIERS*** DISTORTION• REASONS 1. IF MESSAGE IS NOT CLEAR2. IF MESSAGE IS NOT TOLD BY SENDER CORRECTLY3. IF MESSAGE IS NOT RECD BY RECEIVER CORRECTLY4. IF THERE IS TIME LAG BETWEEN MESSAGE & RESPONSE


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GAP

INDIVIDUALS BORN WITH DIFFERENCES TO OVERCOME COMMUNICATION GAPS ONE HAS TO CONSTRUCT UNDERSTANDING BRIDGES


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TIPS FOR CONSTRUCTION OF UNDERSTANDING BRIDGES

1. SMILE SMILE + SMILE = SMILES

2. BE MODEST

TIPS .. CONTD.

3. MAKE OTHERS TO SPEAK MORE4. DONOT ARGUE5.BEGIN WITH A + VE NOTE - YES … BUT - YES …BUT

TIPS .. CONTD.

6. AWAREA SSEMBLE YOUR MESSAGEWATCH YOUR LISTENERA DAPT DELIVERY TO SITUATIONRELATE YOUR MESSAGEEVALUATE


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TIPS .. CONTD.

7. ASK QUESTIONS TO GET YOUR ANSWERS

8. KNOW WHAT YOU WANT TO SAY ----- IF I SAY THIS WHAT WILL HAPPEN

---- IF I SAY THIS WHAT WILL NOT HAPPEN

9. SPEAK IN TERMS PEOPLE UNDERSTAND10. SINCERE


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


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grapevine• Informal organisation exists when members of formal organisation

know one another well enough to pass on information sometimes only gossip that is someway connected with the enterprise.

• The desire for information concerning the organisation and its people is strong enough for such information to be rapidly transmitted between persons who know and trust one another.

• The grapevine of course thrives on information not openly available to the entire group whether because that information is regarded as confidential or because formal lines of communication are inadequate to spread it or because it is like a gossip that never be formally disclosed.

• An intelligent manager would probably be wise to feed grapevine as an information since it is very effective the quick communication.

• Some times people spread their expectations as grapevine, many times grapevine may be spread to form or gauge views of people.


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Barriers and Breakdowns in communication• Managers frequently cite communication breakdowns as one

of their most important problems. However communication problems are often symptoms of deep rooted problems. Examples are

Poor planning may be cause of uncertainty about the direction of the firm.

Poorly designed organisation structure may not clearly communicate organisational relationships.

Vague performance standards may leave managers uncertain about what is expected of them.

• Manager has to look for causes of communication problems instead of just dealing with the symptoms. Barriers can exist in the sender, in the transmission of the message, in the receiver or in the feed back.


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Barriers in Communication• Lack of planning : Too often people start talking and writing without first thinking,

planning and not knowing the purpose for which they do talking or writing. Messages originated without planning may not be clear and will have a lot of scope for distortion.

• Unclarified Assumptions : Very important barriers in communication is uncommunicated assumptions that may lead to distorted messages. A customer may send a mail stating that he is interested to visit a sub vendor’s plant with the assumption that sub vendor will make arrangements to receive & pick him at the airport. Sub vendor might have thought that his customer will make his own arrangements to visit his plant since he is coming to the place for a personal visit alsol. These unclarified assumptions may lead to breakdown of relationships between them.

• Semantic distortion : It may be accidental or deliberate. An advt. says “ We sell for less”- deliberately ambiguous less than what?

• Poorly expressed messages : When message is made of poorly chosen words, omissions, lack of clarity & coherence , awakward sentence structure it is bound for distortion.

• EXAMPLE : IN ACCORDANCE WITH INSTRUCTIONS “TWIN BIRTHS” ENCLOSED IN THE ENVELOPE

It will be difficult to make ther eceiver to repeat the intended information as Birth certificates of twins enclosed in the envelope as per instruction


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Barriers in Communication• Loss by transmission and poor retention : In a series of transmissions from one

person to another person, the message becomes less and less accurate. Poor retention of information is another barrier. Thus necessity of repeating the message and using several channel is obviously needed. Companies often use more than one channel to communicate the same message. In control system to attain fail safe operation two out of three signals are to validate a signal.

• Poor listening and premature evaluation : When people did not pay attention and listens receivers may not get no information. Listerning demands full attention and discipline It also requires listerner to avoid premature evaluation what another person has to say. Listerning without making hasty judgments can make the whole enterprise more effective.

• Distrust, Threat and fear : In a climate containing these forces, any message will be viewed with skepticism. Distrust can be the result of inconsistent behavior by the superior or it can be due to past experience in which the subordinate was punished for honestly reporting unfavorable but true information to the boss. Likewise in the light of threats whether real or imaginary people tend to tighten up become defensive and distort information. What is needed is a climate of trust, which facilitates open and honest communication.


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Barriers in Communication• Insufficient period for adjustment for change : The purpose of communication

is to effect change that may deal about change in shift schedule, place of work, type of work, skill requirement of jobs. Some communication point to the need for further training, career adjustment or status arrangements. Changes affect people in different ways and it may take time to think its implications . If time is not given for doing adjustment for change , it will result in a bad way. To get maximum efficiency, it is important not to force change before people can adjust to its implications.

• Information overload : People respond to information overload in various ways, i) They may disregard certain information. A person getting too much mail may ignore letters that should be answered.

• Ii) People with more information may make errors in processing it.• Iii) People may delay processing information either permanently or with the

intention of catching up in the future• Iv) People may filter information. Due to filtering people may tend to take up

works that are easy and postpone the works that require more attention. Due to overload of communication, people tend to escape from the tasks and ignore information or do not communicate it.


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Guidelines to improve Communication• Clarify the purpose of the message• Use intelligible encoding• Consult others views• Consider receivers’ needs• Use appropriate tone and language and ensure

credibility• Get feedback• Consider receivers’ emotions and motivations• Listen


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


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Electronic media in communication

• Electronic equipment includes • Mainframe computers• Minicomputers• Personal computers• E-mail systems• Cell phones

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Leadership & Management