Académique Documents
Professionnel Documents
Culture Documents
January –2004
Paper 3.11
Unit –I
Planning: - Involves selecting missions and objectives and the actions to achieve them;
it requires decision making, that is, choosing future courses of action from other
alternatives. Planning bridges to gap from where we are to where we want to go. Morel
plan exists until a decision –a commitment of human or material resources has been
made. Before a decision is made, all that exists is a planning study, an analysis, or a
proposal; there is no real plan.
Staffing Involves filling and keeping filled the positions in the organization structure.
This is done by identifying work force requirements; inventorying the people available;
and recruiting, selecting, placing, promoting appraising, planning the careers of
compensating and training or otherwise developing both candidates and current
jobholders to accomplish theirs tasks effectively and efficiently.
Leadership is defined as the art or process of influencing people so that they will strive
willingly and enthusiastically towards 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. Zeal is ardor, earnestness, and intensity in the in the
execution of work; confidence reflects experience and technical ability. Leaders act to
help a group attain objectives through the maximum application of its capabilities. They
do not stand behind the group to push and prod; they place themselves before the
group as they facilitate progress and inspire the group to accomplish organizational
goals.
The most important problems arise from people-their desires and attitudes, their
behaviour as individuals and in-groups –and that effective managers also need to be
effective leaders. Since leadership implies followership and people tend to follow those
who offer a make of satisfying their own needs wishes and desires, it is understandable
that leading involves motivation, leadership styles and communication.
Motivation is the process that accounts for an individual’s intensity, direction and
persistence of effort towards attaining a goal.
Intensity is concerned with how hard a person tries. This is the element most of
as focus on when we talk about motivation. However high intensity is unlikely to lead to
favorable Job performance outcome unless the effort is channeled in a direction that
benefits the organization. There fore, we have to consider the quality of effort as well as
its intensity. Finally motivation has a persistence dimension. This is a measure of how
long a person can maintain their effort. Motivated individuals stag with a task long
enough to achieve their goal.
Ans.As business operates in society, it can’t exist and grows unless it cares for society. It
exists vis-à-vis with society. It is required to meet different needs of the society. For meeting
these needs, business has certain social responsibilities to discharge. ”Cooperate social
responsibilities” is defined as considering the impact of the company’s action on society. A
newer concept,” social responsibilities” , is defined as the ability of a cooperation to relate it’s
operation and policies to social environment in ways that are mutually beneficial to both the
company and society. Social responsibilities of business are different for different sections of
society, which include responsibilities towards
(a) employees
(b) consumers
(c) Government
(d) Society as a whole
Unit –II
The model begins by defining the problem. Problem exists when there is a
discrepancy between an existing and desired state of affairs many poor decisions can
be traced to the decision-maker overlooking a problem or defining the wrong problem.
Once a decision-maker has defined the problem, he or she needs to identify the
decision criteria that will be important in solving the problem. In this step, the decision-
maker determines what is relevant in making a decision. This step brings the decision-
makers interest, values and similar personal preferences into the process. Identifying
criteria is important because what one person thinks is relevant, other person may not.
Any factors not identified in this stage are considered irrelevant to the decision-maker.
The criteria identified are rarely all equal in importance. So the third step requires
the decision-maker to weight the previously identified criteria in order to give them the
correct priority in the decision.
The fourth step requires the decision-maker to generate possible alternatives that
could succeed in resolving the problem. Once the alternatives have been generated the
decision-maker must critically analyze and evaluate each one. Rating each alternative
on each criterion does this. The strengths and weaknesses of each alternative become
evident as they are compared with the criteria and weights established in the second
and third steps.
The final step in this model requires computing the optimal decision. This is done
be evaluating each alternative against the weighted criteria and selecting the alternative
with the highest total score.
Ans. (i) Span of Control: - is defined as the number of subordinates a manager can
efficiently and effectively direct. A wide span of management is associated with few
organizational levels; a narrow span with many levels. Factors that determine the span
of control include.
a) Subordinate Training: - The better the training of subordinates the fewer the
number of necessary superior-subordinate relationships. Well-trained subordinates
require not only less of their managers time but also less contact with their
managers.
b) Clarity of Delegation of Authority: - The Principle cause of the heavy time burdens
of superior-subordinate relationships is to be found in poorly conceived and
confused organization. The most serious symptom of poor organization affecting the
span of management is inadequate or unclear authority delegation. If a manager
clearly delegates authority to undertake a well defined task a well trained
subordinate can get it done with a minimum of manager’s time and affection.
Clarity of Plans Much of the character of a subordinate’s job is defined by the plans to
be put into effect. If these plans are well defined, if they are workable, if the authority to
undertake them has been delegated, and if the subordinate understands what is
expected, a little of supervisor’s time will be required.
Rate of Charge certain enterprise charge much more rapidly than others. The rate if
charge is an important determinant of the degree to which policies can be formulated
and the stability of polices maintained.
Even though delegation of authority has some definite advantages and is necessary for
optimal organizational operations ,some managers are very reluctant to delegate authority and
many subordinate avoid taking on the responsibility and authority. The causes for such
reluctance are based upon certain beliefs and attitudes which are personal and behavioral in
nature
Reluctance of manager:-
(a) A manager may believe that he can do his work better than his subordinate. He might think
that his subordinates are not capable enough.
(b) Since the manager is responsible for the action of his subordinates, he many not be willing
to “take chances” with the subordinate s.
(c) Some managers lack the ability to direct their subordinate. They may not be good in
organizing their thoughts as well as activities and thus may not know what to do after
delegation in order to help the subordinate complete the task.
(d) Some manager feel very insecure in delegating authority ,specially when the subordinate is
capable of doing the job better.
Reluctance of subordinate - while delegation of authority can be highly motivating factor for
some subordinate, other may be reluctant to take it for the following reasons:-
(a) Many subordinates are reluctant to accept authority and make decision for fear that they
would be criticized or dismissed for making wrong decision. This is specially true in
situations where a subordinate has make a mistake earlier.
(b) Some subordinate hesitate to accept new and added assignments where there is a lack of
necessary information and when the available resource are not adequate or proper.
(c) The subordinate may lack self. Confidence in doing te job and may fear that the supervisor
will not be available for guidance once the delegation is made and this makes them feel
uncomfortable with additional responsibility.
(d) The subordinate may not be given sufficient incentives for assuming extra responsibility
which could mean working harder under pressure. According in the absence of adequate
compensation in the form of higher salary or promotion opportunities a subordinate may
avoid promotional opportunities a subordinate may avoid additional authority.
Unit –III
Style of leadership
Leadership style refers to a leader’s behavior. Behavioral pattern, which the leader reflects in
his role as a leader, is often described as the style of leadership. Different leadership patterns
exits among leaders in different times and in different situations. Leadership style is the result
of leader’s philosophy, personality, experience and value system. It also depends upon the
type of followers and organizational atmosphere prevailing in the enterprise. Different types of
leadership styles are:
1. Autocratic leadership
2. Participative leadership.
3. Free rein leadership.
Advantages
a) Autocratic leadership is useful when the subordinates are new on the job and
have no experience either in the managerial decision making process or
performing without active supervision.
b) It can increase efficiency, when appropriate, and get quicker results, specially in
a crisis or emergency situation, when the decision must be taken immediately.
c) The paternalistic autocrat is useful when the subordinates are not interested in
seeking responsibility or when they feel insecure at the job or when they work
better under clear and detailed directives.
d) It is useful when the chain of command and the division of work is clear and
understood by all.
Disadvantages
Advantages
a) Active participation in the management by labour assures rising productivity
satisfaction.
b) Workers develop a greater sense of self – esteem, due to importance given to
their ideas and their contribution.
c) They become more committed to changes that may be brought about by policies
changes, since they themselves participated in bringing about these changes.
d) The leadership induces confidence, cooperation and loyalty among workers.
e) It results in higher employee morale.
Disadvantages
a) The democratic leadership requires some favorable conditions in that the labour
must be literate, informed and organized. This is not always possible.
b) This approaches assumes that all workers are genuinely interested in the
organization and that their individual goals are successfully fused with the
organization goals. This assumption may not always be valid.
c) There must be total trust on the part of management as well as employees.
Some employees may consider this approach simply an attempt to manipulate
them. Accordingly, the employees must be fully receptive to this approach to
make it meaningful.
d) Some group members may feel alienated if their ideas are not accepted for
action. This may create a feeling of frustration and ill – will.
e) This approach is very time consuming and too many viewpoints and ideas may
make the solid decision more difficult and may be source of frustration of
impatient management.
f) Some managers may be uncomfortable with this approach because they may
fear an erosion of their power – base and their control over labour.
g) This approach relies heavily on incentives and motivation of recognitions.
Appreciation, status and prestige. The labour may be more interested in financial
incentives instead of prestige.
Advantages
a) It creates an environment of freedom, individuality as well as the team sprit.
b) It is highly creative, with a free and informal work environment.
c) This approach is very useful where people are highly motivated and achievement
oriented.
Disadvantages
a) It may result in disorganized activities, which may lead to inefficiency an chaos.
b) Insecurity an frustration may develop due to lack of specific decision - making
authority and guidance.
c) The team sprit may suffer due to possible presence of some uncooperative
members.
d) Some members may put their own interests above the group and team interests.
In practice, a leader may use all styles over a period of time, but one style tends to
predominate as his normal way of using power. For example, factory supervisor who is
normally autocratic may be participative in determining vacation schedules and free rein in
selecting the departmental representative for safety committee. It should be noted that the
classification is not scientific.
4) Taking Corrective Actions Managers should know exactly where in the assignment
of individual or group duties, the corrective action must be applied. Managers may
correct deviations by redrawing their plans or by modifying their goals. Or they may
correct deviations by exercising their organizing functions through reassignment or
clarification of duties. They may correct, also, by additional stapling or better
selection and training of subordinates.
Unit –IV
Face to face conversation is the most natural way of transmitting message. It is the
best means of securing cooperation and resolving problems. Various studies have
shown that face to face communication carries the message better than any other
media. It avoids misunderstanding between persons talking face to face. It is
because by having face to face conversation one can convey the message both by
words as well as expressions and receive the response in minimum amount of time.
If the receiver is unsure of the message rapid feedback allows for early detection by
the sender and hence allows for early correction.
Mechanical devices, which are used, for oral communication include telephones,
intercom system and dictating machines.
The final benefit of written communication comes from the process itself. A person is
usually more careful with the written word than the oral word. One is forced to think
more thoroughly about what one has to convey in a written message than in the
spoken one.
Written messages have their drawbacks. They are time consuming so although
writing may be more precise, it also consumes great deal of time. The other major
disadvantage is pack of feedback oral communication allows the receiver to respond
rapidly to what he thinks he hears. Written communication however, does not have a
feedback mechanism.
A well written business report can help avoid semantic and perception barriers. A well
written business report eliminates the possibility of misunderstanding and
misinterpretation. In writing messages, it is necessary to be precise, making the
meaning as clear as possible so that it accomplishes the desired purpose. The
language used should be simple, as it will be easier for the receiver to understand the
message. The message will be lost if the words used are complex and do not lend to
clear single meaning. Vagueness destroys accuracy which leads to misunderstanding of
the meaning or intent of the message. Accordingly be specific and to the point.
Business communication must pass through the proper channels to reach the intended
receiver. The communication flow ant its spread must avoid by passing levels or people.
When these concerned levels are omitted or by passed, it creates bickering distrust
confusion and conflict. Accordingly the established channels must be used as required.
Q8. What are the barriers in communication? How can you overcome them?
Ans. The communication must be interpreted and understood in the same manner as it was
meant to be sent by the sender, otherwise it will not achieve the desired results and a
communication break-down will occur. There are certain external roadblocks to effective
communication like noise, poor timing, incomplete, inadequate or unclear information , poor
choice of channel of transmission of information etc. which can affect the proper reception of
the communication. In addition there are personal factors which may interest the
communication not in the same manner as it was intended by the sender but in a way that the
receiver wants to receive depending upon the stimuli present emotions or prejudices for or
against a concept or ideology or personal conflict so that instead of interpreting the content of
the communication, the intent of the sender my be interpreted.
Some of the organizational barriers and some of the interpersonal barriers to effective
communication are:-
(1) noise barriers
(a) poor timing
(b) inappropriat channel
(c) improper or inadequate information
(d) information overload
(e) network breakdown
(2) semantic barriers
(3) feedback barriers
(4) cultural barriers
(5) perception
(6) sender credibility