MAHALAKSHMI€¦ · Appropriate communication process must be used. Status differences: – it creates barrier for communication. Superior provides information to the subordinate

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 1

MAHALAKSHMI

ENGINEERING COLLEGE

TIRUCHIRAPALLI – 621213

MG2351- PRINCIPLES OF MANAGEMENT

UNIT IV

DIRECTING

1) Define creativity.

Creativity is defined as the ability to produce new and useful ideas through

the components in novel and non obvious ways. Creativity exists throughout the populations,

largely independent of age, sex and education.

2) What is a SCAMPER tool?

SCAMPER is a check list that helps us to think of changes. We can make to an

existing product to create a new one. These changes can be used either as direct suggestions

or as starting points for lateral thinking.

3) What is meant by reframing matrix?

Reframing Matrix is a simple technique that helps to look at business problems

from a number of different viewpoints. It expands the range of creative solutions that you can

generate. The approach relies on the fact that different people with different experience

approach problems in different ways.

4) State the function of mind mapping tool?

This tool is similar to concept an except looking one step back from main topic. A

mind map consists of a central word or concept with 5 to10main ideas that relate to that word,

similar to creating a spider-web.

5) Mention the use of DO IT process for creativity?

DOIT is a process for creativity. Techniques explained earlier in this chapter

focus on specific aspects of creative thinking. DOIT bundles them together introduce formal

methods of problem definition and evaluation. These help you to get the best out of the

creativity techniques. DO IT is an acronym that stands for:

D – Define problem

O – Open mind and apply creative techniques

I -Identify best solution


T -Transform

6) Differentiate innovation and invention.

Innovation means the use of creative ideas. Invention means really finding

new things which are not already available.

7) How can be harmonizing objectives achieved?

1. Mutual trust.

2. Cooperation and understanding.

3. Worker’s participation in management, and

4. Balancing the objectives of the organization with those of individuals.

8) Define “multiplicity of roles”.

Individuals are not only the productive factor in management’s plans. They

are members of social system of many organizations.

9) What is meant by Brain storming? [May 2013]

Brain storming is an excellent way of developing many creative solutions to a

problem. It works by focusing on a problem, and then coming up with very many radical

solutions to it. The essence of brainstorming is a creative conference, ideally of a to 8 to12

people meeting for less than an hour to develop along listed without criticism on a backboard

or newsprint as they are offered ;one visible idea leads to others. At the end of this session,

participants are asked how the ideas could be combined or improve.

10) Define motivation. [May 2011, Nov 2012]

According to koonts and O’Donnell” Motivation is a general terms applying to

the entire class of drives, desires, needs wishes and similar forces that induce an individual or

a group of people to work”

11) Names the steps involved in motivation process.

1. Analysis of situation.

2. Preparing, selecting and applying a set of appropriate motivating tools.

3. Follow up.

12) What are the types of motivation?

1. Positive motivation

2. Negative motivation


3. Extrinsic motivation

4. Intrinsic motivation

13) What is organizational culture? [May 2011]

The basic pattern of values & assumptions shared by employees within an

organization.

14) Who is a leader? [Nov2012]

Leader is one who makes his subordinates to do willingly what he wants.

15) What are the different types of management strategies involved in leadership?

[May 2013]

1. Exploitative- autocratic 2. Benevolent-autocratic 3. Consultative-democratic 4. Democratic-participative

16) Mention the elements of directing. [May 2012]

1. Supervision 2. Communication 3. Leadership & 4. Motivation.

17) List the components of communication process. [May 2012]

1. Sender 2. Communication channels 3. Symbols 4. Receiver 5. Noise & feedback in communication.

Part-B

1) Explain the concept of motivation & satisfaction.

Management is the art of getting workdone by the subordinates in order to attain

common goals of the organization. Getting workdone is a difficult task. For this purpose, the

management should inspire & motivate the people for the accomplishment of organizational

objectives.


The force of motivation is a dynamic force setting a person into motion or action. The

word motivation is desired from motive which is an active form of a desire or need, which must

be satisfied. All motives are directed towards goals & the needs & desires affect or change your

behaviour.

According to koonts and O’Donnell” Motivation is a general terms applying to the entire

class of drives, desires, needs wishes and similar forces that induce an individual or a group of

people to work”

Scott defines, ‘Motivation means a process of stimulating people in action to accomplish

desired goals”.

Edwin B. Flippo, “Motivation is the process of attemping to influence others to do your

will through the possibility of reward”.

Dubin has defined motivation as, “Motivation is the complex forces starting & keeping a

person at work inan organization. Motivation is something that moves the person to action &

continues him in the course of action already initiated”.

Dolton E. McFarland, “The concept of motivation is mainly psychological. It relates to

those forces operating within the individual employee or subordinate which impel him to act or

not to act in certain ways”.

In simple words, Motivation is the process of inducing people inner drives & actions

towards certain goals & committing his energies to achieve these goals.


2) Write short note on Maslow’s hierarchy of needs. Compare & discuss Maslow’s

Herzbergs theory of motivation. [May 2013]

Hierarchy of Needs (a.k.a. Maslow's Pyramid)

Physiological

Includes hunger, thirst, shelter, sex and other bodily needs

Safety

Includes security and protection from physical and emotional harm

Social

Includes affection, belongingness acceptance, and friendship

Esteem

Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

Self-actualization


The drive to become what one is capable of becoming; includes growth, achieving one’s potential, and self-fulfillment

Theory X and Theory Y

Douglas McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y.

Theory X

The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. (Lower order needs dominate)

Theory Y

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. (Higher order needs dominate)

McGregor believed Theory Y assumptions were more valid than Theory X and proposed such ideas as participative decision making, responsible and challenging jobs, and good group relations as approaches that would maximize an employee's motivation.

**Question = what type of manager will you be (or are you)? One who believes in Theory X or Theory Y? Be honest! Do you think this is important? Why? Why not?

Two-Factor Theory

•Intrinsic factors are related to job satisfaction, while extrinsic factors are related to job dissatisfaction. •Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied). Examples include quality of supervision, company policies and administration.

•Motivators = examines factors contributing to job satisfaction. Thus there are factors which lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-satisfying” and “dissatisfying factors”)

3) Explain different styles of leadership based on authority. Explain them critically.

[May 2011]

Leadership Styles:

1. Autocratic Leader:–

Commands and expects compliance, is dogmatic and positive, and leads by the ability to

with hold or give rewards and punishment.


2. Democratic or Participative:–

Consults with subordinates on proposed actions and decision and encourage

participation from there.

3. Free-rein leader/laissez-faire Leadership:–

Uses his or her power very little, giving a high degree

ofInterdepenceintheiroperations.Leadersdependlargely

onsubordinatestosettheirowngoalsandthemeansofachievingthem,andthey

seetheirroleasoneofaidingtheoperationoffollowersbyfurnishingthemwith.

Informationandactingprimarilyasacontactwiththegroupsexternal environment.

4. PaternalisticLeadership:–

Servesastheheadofthefamilyandtreatshis

followerslikehisfamilymembers.Heassumesapaternalorfatherlyroletohelp,

guideandprotectthefollowers.

4) Explain the qualities required for effective leadership [Nov 2012]

Definitions

Leadership is defined as influence, theartor process of influencing people so that

theywill strive willingly and enthusiastically toward the achievement of group goals.

Qualities:

1. Theabilitytousepowereffectivelyandina responsiblemanner

2. Theabilitytocomprehendthathumanbeingshavedifferentmotivation

forcesat differenttimesandindifferentsituations

3. Theabilitytoinspire

4. Theabilitytoactinamannerthatwilldevelopaclimateconductiveto

respondingtoandarousingmotivations.

5. FundamentalunderstandingofPeople

6. Abilitytoinspirefollowerstoapplytheirfullcapabilitiestoaproject.


5) Define communication. What are the barriers of effective communication? Explain

them. [May 2011, Nov 2012]

Communication is the process of passing of information from one person to

another person. It should always be clear & understood by the person who receives

communication.

1. Physical barriers: A bad cellular phone line or a noisy restaurant can destroy communication. If an E-mail message or letter is not formatted properly, or if it contains grammatical and spelling errors, the receiver may not be able to concentrate on the message because the physical appearance of the letter or E-mail is sloppy and unprofessional. If a receiver of a communication works in an area with bright lights, glare on computer screens, loud noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably experience communication breakdowns on a regular basis.

2. Semantic barriers :The use of difficult and multiple use of languages, words, figures,

symbols create semantic barriers.

Language: – we can find some words having different meaning. As meaning sent by the sender

can be quite different from the meaning understood by the receiver. Long and complex

sentences creates problem in communication process.

Jargons: – technical or unfamiliar language creates barriers to communication that may be

drawn from the literature. So message should be simple and condensed as far as possible so

that no confusion creation will be there to the receiver.

3. Organizational barriers :

It is raised from the organizational goals, regulations, structure and culture.

Poor planning: – it refers to the designing, encoding, channel selection and conflicting signals in

the organization.

Structure complexities:- difficult organizational structure barrier for free flow of information.

Appropriate communication process must be used.

Status differences: – it creates barrier for communication. Superior provides information to the

subordinate about plans and policies. Different information is provided by different subordinates

who create barrier in communication.

Organizational distance:- distance between sender and receiver also creates barriers to

effective communication.

Information overload: – if superior provides too much information to the subordinate in short

period receiver suffers from information overload which creates barriers to effective

communication.

Timing: – communication can be obstructed if not done on time. If the information is not

provided in time it creates barriers to effective communication.


4. Psychological barriers : It is the barriers to effective communication created from the lack

of interest of the people from whom the communication is meant. People do not pay attention

to the communication which are not interesting to them and which do not fulfill their want.

Perception: – it is the process of accepting and interpreting the information by the receiver.

People receive things differently for a various number of reasons.

Filtering : – communication some time filters the negative information to make it more favorable

to the receiver. In this process, knowingly or unknowingly some valuable information may be

disposed.

Distrust: – superior provides information or message to the subordinates to their own view,

ideas and opinion which create obstruction in communication.

Emotions: – emotion also creates barriers to effective communication like anger, het, mistrust,

jealousy etc.

Viewpoint: – it also creates barriers to effective communication. It the receiver doesn’t clear the

message and ignore without hearing, the message may create obstructions.

Defensiveness: – if the receiver receives the message as threat and interprets that message in

the same way, it creates barriers to effective communication.

5. Mechanical barrier: It includes inadequate arrangement for transmission of new, facts &

figure, poor office layout, defective procedures & practices.

6) Discuss the importance of communication in a modern industrial organization.

[May 2012]

Communication is one of the most important facilitators of modern business. In its

broadest sense, the importance of modern business is to effect change, to influence, action

toward the welfare of the organization. It is essential in business, govt., military organizations,

hospitals, schools, committees’ homes; anywhere people deal with one another. The

importance of communication in modern business may be stated follows:

Basis of effective leadership: Communication transmits the leader’s idea and opinions to the

followers. Think about political leaders who lead and guide the people for the betterment of the

society or to fulfill any specific purpose.

Basis for the movement of ideas and information: It helps to move ideas and information

from one person to another person. It can develop a chain of understanding through two-way

communication. If there exists no communication media, technique or process then there would

be no sharing of any idea or information.


Provision for data for decision making: it helps the manager to obtain data for decision

making, to assist in searching problem, and to know what action are needed. Therefore,

communication acts like a storehouse where data, idea or information are available to deal with.

Smooth and efficient functioning: It helps in all managerial function, such as planning,

organizing, directing, motivating and controlling. It server as a fuel to managerial operation and

function. Therefore, it makes a chain between past, present and future and helps for effective

performance.

Delegation of authority and responsibility: It helps in decentralization of authority and

delegation of responsibility to right person. Through downward communication, superior

delegates authority and responsibility to the subordinates. Proper assignment of job and division

labor calls for better output.

Increase in managerial competence: It helps to improve managerial competence and

efficiency. Manager use various techniques or tools to command or control over resources.

Continues tracking is possible in terms of communication.

Minimization of cost and time: Efficient communication attempts to minimize time and cost in

case of exchange of information. If any message is required to be communicated to thousands

of people then we have to think about Newspaper, Television, or Radio which are strong media

for communicating any message around the globe.

Basis information: It acts as a basis of information to each department and helps the

employees to perform their respective jobs. So, any action to be taken requires a basisand

communication between organization or within organization provides such basis.

Fulfillment of Organizational objectives: It fulfills the organizational objectives by co-

operation and co-ordination among the managerial and working staffs.

Efficient Human Resources Management: Human resources are recruited, trained and

motivated through effective communication. Recruitment involves circular by the organization

towards general people. Then interested candidates apply and on the basis of their merit, they

are recruited by the respective organization and transformation according to their skillness. The

whole activities involve verbal or non-verbal communication.

Creation of Employee motivation and moral: Managers provide incentives to motivate their

subordinates and maintain strong invisible chain. Motivation is based on situation and therefore

what should be the way of motivation required judgement by the superior. The perfect

motivation towards right person involves effective communication.


Establishment of public Relation: The management can create cordial relations with govt.

customers, creditors, shareholders, regulatory bodies, trade unions and the society as a whole.

It ensures sound relation

7) Name the motivation theories. Explain any 2 of them.

[May 2011, Nov-2012, May-2012]

1. Carrot & stick approach of motivation. 2. Mc-Gregor’s theory X & theory Y 3. Dual-model theory (mills theory). 4. Hierarchy of needs – Maslow’s theory. 5. Herzberg’s theory – Hygiene approach to motivation 6. Vroom’s expectancy theory. 7. Porter & Lawler expectancy theory 8. Equity theory. 9. McClelland needs theory.

1. Hierarchy of Needs (a.k.a. Maslow's Pyramid)

Physiological

Includes hunger, thirst, shelter, sex and other bodily needs

Safety

Includes security and protection from physical and emotional harm

Social

Includes affection, belongingness acceptance, and friendship

Esteem

Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

Self-actualization

The drive to become what one is capable of becoming; includes growth, achieving one’s potential, and self-fulfillment

Theory X and Theory Y


Douglas McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y.

Theory X

The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. (Lower order needs dominate)

Theory Y

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. (Higher order needs dominate)

McGregor believed Theory Y assumptions were more valid than Theory X and proposed such ideas as participative decision making, responsible and challenging jobs, and good group relations as approaches that would maximize an employee's motivation.

**Question = what type of manager will you be (or are you)? One who believes in Theory X or Theory Y? Be honest! Do you think this is important? Why? Why not?

Two-Factor Theory

•Intrinsic factors are related to job satisfaction, while extrinsic factors are related to job dissatisfaction. •Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied). Examples include quality of supervision, company policies and administration.

•Motivators = examines factors contributing to job satisfaction. Thus there are factors which lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-satisfying” and “dissatisfying factors”)

2. McClelland's Need for Achievement Theory is one of content theories of motivation

emphasising that human needs and incentives cause human behaviour. McClelland has

identified three types of basic motivating needs:

(1) Need for Power

(2) Need for Affiliation

(3) Need for Achievement.

(1) Need for Power or Power Motive (n/PWR):-

The ability to induce or influence behaviour is power. The individual's life style is

characterised by striving to compensate for the feelings of inferiority which are combined with

the innate drive for power. People with a high power need have a great concern for exercising

influence and control. Such individuals are generally seeking positions of leadership; they are


forceful, outspoken, hard headed and demanding.

(2) Affiliation Motive or Need for Affiliation (n/AFF):—

Since people are social animals, most individuals are generally like to interact and be

with others in situations where they feel they belong and are accepted. According to this

theory, people with high need for affiliation usually derive pleasure from being loved and tend

to avoid the pain of being rejected. They are concerned with maintaining pleasant social

relationships, enjoying a sense of intimacy and understanding, and enjoy consoling and

helping others in trouble.

(3) Need for Achievement or Achievement Motive:—

Some people have an intense desire to achieve. According to this theory, the need for

achievement is a distinct human motive that can be distinguished from other needs. This theory

has identified four basic characteristics of high achievers.

(a) Moderate risks:—

Taking moderate risks is the simple most descriptive characteristic of the person

possessing high achievement need.

(b) Immediate feedback:—

Person with high need for achievement desires activities which provide immediate and

precise feedback information how he is progressing toward a goal.

(c) Accomplishment:—

Person with high need for achievement finds accomplishing a task intrinsically satisfying

in and of itself, or he does not expect or necessarily want the accompanying material rewards.

(d) Preoccupation with the tasks:—

Once a high achiever selects a goal, he tends to be totally preoccupied with the task

until it is successfully completed. He will not feel satisfied unless he has put his maximum effort

in completing the task.

According to this theory managers show high on achievement and power and low on affiliation.

Chief executives of smaller companies show higher achievement motive as compared to those

of large companies. Need for achievement can also be developed by training people in the

various elements of the achievement syndrome. Managers do not need high achievement

motivation.

8) Discuss on the components of organizational culture. [May 2011]

1. Vision: A great culture starts with a vision or mission statement. These simple turns of

phrase guide a company’s values and provide it with purpose. That purpose, in turn, orients

http://bigthink.com/experts-corner/purpose-as-a-compass


every decision employees make. When they are deeply authentic and prominently displayed,

good vision statements can even help orient customers, suppliers, and other stakeholders.

Nonprofits often excel at having compelling, simple vision statements. The Alzheimer’s

Association, for example, is dedicated to “a world without Alzheimer’s.” And Oxfam envisions “a

just world without poverty.” A vision statement is a simple but foundational element of culture.

2. Values: A company’s values are the core of its culture. While a vision articulates a

company’s purpose, values offer a set of guidelines on the behaviors and mindsets needed to

achieve that vision. McKinsey & Company, for example, has a clearly articulated set of values

that are prominently communicated to all employees and involve the way that firm vows to serve

clients, treat colleagues, and uphold professional standards. Google’s values might be best

articulated by their famous phrase, “Don’t be evil.” But they are also enshrined in their “ten

things we know to be true.” And while many companies find their values revolve around a few

simple topics (employees, clients, professionalism, etc.), the originality of those values is less

important than their authenticity.

3. Practices: Of course, values are of little importance unless they are enshrined in a

company’s practices. If an organization professes, “people are our greatest asset,” it should also

be ready to invest in people in visible ways. Wegman’s, for example, heralds values like “caring”

and “respect,” promising prospects “a job [they'll] love.” And it follows through in its company

practices, ranked by Fortune as the fifth best company to work for. Similarly, if an organization

values “flat” hierarchy, it must encourage more junior team members to dissent in discussions

without fear or negative repercussions. And whatever an organization’s values, they must be

reinforced in review criteria and promotion policies, and baked into the operating principles of

daily life in the firm.

4. People: No company can build a coherent culture without people who either share its core

values or possess the willingness and ability to embrace those values. That’s why the greatest

firms in the world also have some of the most stringent recruiting policies. According to Charles

Ellis, as noted in a recent review of his book What it Takes: Seven Secrets of Success from the

World’s Greatest Professional Firms, the best firms are “fanatical about recruiting new

employees who are not just the most talented but also the best suited to a particular corporate

culture.” Ellis highlights that those firms often have 8-20 people interview each candidate. And

as an added benefit, Steven Hunt notes at Monster.com that one study found applicants who

http://topnonprofits.com/examples/vision-statements/

http://www.alz.org/about_us_about_us_.asp

http://www.oxfam.org/en/about/what/purpose-and-beliefs

http://www.oxfam.org/en/about/what/purpose-and-beliefs

http://www.mckinsey.com.ar/our_work_belive.asp

http://en.wikipedia.org/wiki/Don't_be_evil

http://www.google.com/about/company/philosophy/

http://www.google.com/about/company/philosophy/

http://www.wegmans.com/webapp/wcs/stores/servlet/CategoryDisplay?storeId=10052&identifier=CATEGORY_1341

http://www.wegmans.com/webapp/wcs/stores/servlet/CategoryDisplay?storeId=10052&identifier=CATEGORY_1341

http://www.wegmans.com/webapp/wcs/stores/servlet/CategoryDisplay?storeId=10052&catalogId=10002&langId=-1&identifier=CATEGORY_533

http://money.cnn.com/magazines/fortune/best-companies/2013/snapshots/5.html?iid=bc_sp_list

http://www.economist.com/news/business-books-quarterly/21576071-lessons-leaders-simply-best

http://www.amazon.com/What-It-Takes-Greatest-Professional/dp/1118517725

http://www.amazon.com/What-It-Takes-Greatest-Professional/dp/1118517725

http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/strategic-workforce-planning/hire-for-the-organization.aspx


were a cultural fit would accept a 7% lower salary, and departments with cultural alignment had

30% less turnover. People stick with cultures they like, and bringing on the right “culture

carriers” reinforces the culture an organization already has.

5. Narrative: Marshall Ganz was once a key part of Caesar Chavez’s United Farm Workers

movement and helped structure the organizing platform for Barack Obama’s 2008 presidential

campaign. Now a professor at Harvard, one of Ganz’s core areas of research and teaching is

the power of narrative. Any organization has a unique history — a unique story. And the ability

to unearth that history and craft it into a narrative is a core element of culture creation. The

elements of that narrative can be formal — like Coca-Cola, which dedicated an enormous

resource to celebrating its heritage and even has a World of Coke museum in Atlanta — or

informal, like those stories about how Steve Jobs’ early fascination with calligraphy shaped the

aesthetically oriented culture at Apple. But they are more powerful when identified, shaped, and

retold as a part of a firm’s ongoing culture.

6. Place: Why does Pixar have a huge open atrium engineering an environment where firm

members run into each other throughout the day and interact in informal, unplanned ways? Why

does Mayor Michael Bloomberg prefer his staff sit in a “bullpen” environment, rather than one of

separate offices with soundproof doors? And why do tech firms cluster in Silicon Valley and

financial firms cluster in London and New York? There are obviously numerous answers to each

of these questions, but one clear answer is that place shapes culture. Open architecture is more

conducive to certain office behaviors, like collaboration. Certain cities and countries have local

cultures that may reinforce or contradict the culture a firm is trying to create. Place — whether

geography, architecture, or aesthetic design — impacts the values and behaviors of people in a

workplace.

There are other factors that influence culture. But these six components can provide a

firm foundation for shaping a new organization’s culture. And identifying and understanding

them more fully in an existing organization can be the first step to revitalizing or reshaping

culture in a company looking for change.

http://en.wikipedia.org/wiki/Marshall_Ganz

http://www.hks.harvard.edu/about/faculty-staff-directory/marshall-ganz

http://www.hks.harvard.edu/degrees/teaching-courses/course-listing/mld-355m

http://www.hks.harvard.edu/degrees/teaching-courses/course-listing/mld-356m

http://www.coca-colacompany.com/?topic=heritage

http://www.worldofcoca-cola.com/

http://www.hollywoodreporter.com/news/steve-jobs-death-apple-calligraphy-248900

http://officesnapshots.com/2012/07/16/pixar-headquarters-and-the-legacy-of-steve-jobs/

http://www.nytimes.com/2013/03/23/nyregion/bloombergs-bullpen-candidates-debate-its-future.html?pagewanted=all

http://www.uxmatters.com/mt/archives/2011/02/designing-an-office-space-that-encourages-great-design.php


9) What are the various barriers to communication? & how will you overcome those

barriers. [May 2011].

1. Physical barriers: A bad cellular phone line or a noisy restaurant can destroy communication. If an E-mail message or letter is not formatted properly, or if it contains grammatical and spelling errors, the receiver may not be able to concentrate on the message because the physical appearance of the letter or E-mail is sloppy and unprofessional. If a receiver of a communication works in an area with bright lights, glare on computer screens, loud noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably experience communication breakdowns on a regular basis.

2. Semantic barriers : The use of difficult and multiple use of languages, words,

figures, symbols create semantic barriers.

Language: – we can find some words having different meaning. As meaning sent by the

sender can be quite different from the meaning understood by the receiver. Long and complex

sentences creates problem in communication process.

Jargons: – technical or unfamiliar language creates barriers to communication that may be

drawn from the literature. So message should be simple and condensed as far as possible so

that no confusion creation will be there to the receiver.

4. Organizational barriers : It is raised from the organizational goals, regulations, structure

and culture.

Poor planning: – it refers to the designing, encoding, channel selection and conflicting

signals in the organization.

Structure complexities:- difficult organizational structure barrier for free flow of

information. Appropriate communication process must be used.

Status differences: – it creates barrier for communication. Superior provides information

to the subordinate about plans and policies. Different information is provided by different

subordinates who create barrier in communication.

Organizational distance:- distance between sender and receiver also creates barriers to

effective communication.

Information overload: – if superior provides too much information to the subordinate in

short period receiver suffers from information overload which creates barriers to effective

communication.

Timing: – communication can be obstructed if not done on time. If the information is not

provided in time it creates barriers to effective communication.

4. Psychological barriers: It is the barriers to effective communication created from the lack

of interest of the people from whom the communication is meant. People do not pay attention

to the communication which are not interesting to them and which do not fulfill their want.

Perception: – it is the process of accepting and interpreting the information by the

receiver. People receive things differently for a various number of reasons.


Filtering : – communication some time filters the negative information to make it more

favorable to the receiver. In this process, knowingly or unknowingly some valuable information

may be disposed.

Distrust: – superior provides information or message to the subordinates to their own

view, ideas and opinion which create obstruction in communication.

Emotions: – emotion also creates barriers to effective communication like anger, het,

mistrust, jealousy etc.

Viewpoint: – it also creates barriers to effective communication. It the receiver doesn’t

clear the message and ignore without hearing, the message may create obstructions.

Defensiveness: – if the receiver receives the message as threat and interprets that

message in the same way, it creates barriers to effective communication.

5. Mechanical barrier: It includes inadequate arrangement for transmission of new, facts &

figure, poor office layout, defective procedures & practices.

In order to remove hindrances in the way of communication the following steps are worth consideration:

(1) Clarify Ideas before Communication:

The person sending the communication should be very clear in his mind about what he wants to say. He should know the objective of his message and, therefore, he should arrange his thoughts in a proper order.

(2) Communicate According to the Need of the Receiver:

The sender of the communication should prepare the structure of the message not according to his own level or ability but he should keep in mind the level, understanding or the environment of the receiver.

(3) Consult Others before Communication:

At the time of planning the communication, suggestions should be invited from all the persons concerned. Its main advantage will be that all those people who are consulted at the time of preparing the communication plan will contribute to the success of the communication system.

(4) Be Aware of Language, Tone and Content of Message:

The sender should take care of the fact that the message should be framed in clear and beautiful language. The tone of the message should not injure the feelings of the receiver. As far as possible the contents of the message should be brief and excessive use of technical words should be avoided.

(5) Convey Things of Help and Value to the Listener:


The subject matter of the message should be helpful to the receiver. The need and interest of the receiver should specially be kept in mind. Communication is more effective in such a situation.

(6) Ensure Proper Feedback:

The purpose of feedback is to find out whether the receiver has properly understood the meaning of the information received. In the face-to- face communication, the reaction on the face of the receiver can be understood.

But in case of written communication or some other sort of communications some proper method of feedback should be adopted by the sender.

(7) Consistency of Message:

The information sent to the receiver should not be self- contradictory. It should be in accordance with the objectives, policies, programmes and techniques of the organisation. When a new message has to be sent in place of the old one, it should always make a mention of the change otherwise it can create some doubts.

(8) Follow up Communication:

In order to make communication effective the management should regularly try to know the weaknesses of the communication system. In this context effort can be made to know whether to lay more stress upon the formal or the informal communication would be appropriate.

Similarly, suggestions can be invited in respect of the medium of communication (oral, written and gestural) to know as to which medium would be more effective and appropriate.

(9) Be a Good Listener:

It is the essence of communication that both the sender and the receiver should be good listeners. Both should listen to the each other’s point of view with attention, patience and positive attitude. A sender can receive much relevant information by being a good listener.

10) What is organizational culture? Explain the types of organizational culture.

[May 2013]

The basic pattern of values & assumptions shared by employees within an organization.

Normative Culture

In a normative organization, the organization stresses on implementing the organizational

procedures in the correct manner, and according to the norms and rules defined. This kind of

culture is perceived to portray a high standard of business ethics.


Pragmatic Culture

In contrast to normative cultures, stress is laid on satisfying the wish of their clients. In this type

of organizational structure, the client is virtually deified. The prime concern of every employee is

to cater to the needs of the client, attain, and retain the business they may invite through the

clients.

Academy Culture

In this kind of culture, employees are highly skilled, and the organization provides an

environment for the development, and honing of employee skills. Examples of this kind of

culture are hospitals, universities, and large corporations. Employees tend to stay with the

organization, and grow with(in) it.

Collaborate Work Culture

Often referred to as clan culture, an organization that adopts a collaborate culture offers a

congenial and amiable environment to work in. The feeling one derives while working in this

type of organization is that of comfort and coercive motivation. This organization consists of

superiors who provide more of guidance, and less of governance. The organization is based on

worker-welfare, where you have the employees' interest in the foreground with his skills valued,

and performances handsomely rewarded. Insinuating and developing teamwork is the most vital

element of the organization.

Adhocracy Work Culture

It is a type of organization that is altered to provide an environment to accrue one's creative

acumen. Ideas are encouraged, and out-of-the-box thinking is an appendage-cum-motto.

Dynamism is defined best when the workforce has the free will to conceive an out-of-the-

ordinary idea; the development of which, may lead to success; inadvertently, to higher levels of

morale, and monetary incentives.

Baseball Team Culture

In this kind of culture, the employees are 'free agents', and are highly prized. These employees

find employment easily in any organization, and are highly in demand. There is, however, a

considerable amount of risk attached to this culture, as it is very fast-paced. Examples of this

kind of culture are advertising, and investment banking, to name a few.

Club Culture

Usually, the employees stay with the organization for a long time, and get promoted to a senior

post, or level. These employees are hand-picked, and it is imperative that they possess the

specific skills required and desired, by the organization. Examples of this kind of organization

are law firms, the military, etc.

Fortress Culture

Employees are not sure if the will be laid off or not by the organization. Very often, this

organization undergoes massive changes. Few examples of this type of culture are loans and

savings, large car companies, etc.


Macho Culture

The most important aspect of this kind of culture is big rewards, and quick feedback. This kind

of culture is mostly associated with quick financial activities; like, brokerage, and currency

trading. It can also be related to activities, like, a sports team, a police team, or branding of an

athlete. This kind of culture is does not eschew high levels of stress; instead they are known to

reach the apotheosis of efficiency. The employees are expected to possess a strong mentality

for survival in the organization.

Work Hard/Play Hard Culture

This type of organization does not involve much risk, as the organizations, already, consist of a

firm base coupled with a strong client relationship. This kind of culture is predominantly opted by

the large-scaled organizations that have gained their customers' trust and support;

subsequently rolling out a steadfast customer help service. The organization, with this kind of

culture, is equipped with specialized jargon, and is qualified with multiple-team meetings.

Bet Your Company Culture

In this kind of culture, the company makes big, and important decisions over high stake

endeavors. It takes time to see the consequence of these decisions. Companies that postulate

experimental projects, and researches as their core business proposition, adopt this kind of

culture; for instance, a company designing experimental military weapons may implement the

said type of culture.

Process Culture

This type of culture does not include the process of feedback. In this kind of culture, the

organization is extremely cautious about the adherence to laws, and prefers to abide by them.

This culture bestows consistency upon the organization, predominantly meant for public

services.

11) Discuss the scope of directing.

The scope or importance of the directing in the organization lies in the fact that every

action is initiated through direction. Directing informs the human beings in the organization what

he should do, how he should do, & when he should do. The scope of directing in the

organization is as follows,

1. Directing conveys management perspective of the organization to the individuals & motivates them to function in the desired way to meet the organizational objectives. Therefore, directing initiates the activity of other managerial functions such as planning, organizing, staffing etc.

2. Directing integrates the employee’s individual efforts to make it effective to achieve organization objectives, since each individual’s performance affects the performance of others in the organization.


3. Without having proper motivation, leadership & communication, individual’s capability & potential may not be fully utilized. Those motivation, leadership & communication are the elements of directing. Therefore, directing provides the way to utilize the capability of the individual & attempts to get maximum out of them.

4. Any changes in the society, where the organization exists, will affect the organization structure & the individuals within it. Directing motivates individuals affected by these changes to incorporate & implement the changes. Directing with its elements provide stability in the organization & maintain balances in the

different parts of the organization.

12) What are the various steps involved in creative process.

1. Preparation

During the preparation step of the creative process model, an individual becomes curious after encountering a problem. Examples of problems can include an artistic challenge or an assignment to write a paper. During this stage, she may perform research, creates goals, organize thoughts and brainstorm as different ideas formulate. For example, a marketing professional may prepare for a marketing campaign by conducting market research and formulating different advertisement ideas.

2. Incubation

While the individual begins to process her ideas, she begins to synthesize them using her imagination and begins to construct a creation. Gabora states that during this step, the individual does not actively try a find a solution, but continues to mull over the idea in the back of her head.

3. Illumination

As ideas begin to mature, the individual has an epiphany regarding how to piece her thoughts together in a manner that makes sense. The moment of illumination can happen unexpectedly. For example, an individual with the task of putting together an office party may have an idea for a theme while driving home from work.

4. Evaluation

After a solution reveals itself in an epiphany, the individual then evaluates whether the insight is worth the pursuit. He may make changes to his solution so it is clearer. He may consult with peers or supervisors regarding his insights during this step before pursuing it further. If he works with clients, he may seek a client's input and approval before moving on to the next step.


5. Implementation

The implementation of an idea or solution in the creative process model is when an individual begins the process of transforming her thoughts into a final product. For example, during this step, a painter may begin outlining shapes on a canvas with charcoal before applying oil paints to the medium. According to Gabora, an individual may begin this step more than once in order to reach the desired outcome. For example, a graphic designer may open a new digital canvas if he did not have the scale calculated correctly on a previous work, and he will continue to implement his ideas and make adjustments until he reaches a pleasing final product.

13) Explain creativity tools used in industry with example.

1. Brainstorming is a group or individual creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its member(s). The term was popularized by Alex Faickney Osborn in the 1953 book Applied Imagination. Osborn claimed that brainstorming was more effective than individuals working alone in generating ideas, although more recent research has questioned this conclusion

Osborn claimed that two principles contribute to "ideative efficacy," these being :

1. Defer judgment, 2. Reach for quantity.

Following these two principles were his four general rules of brainstorming, established with intention to :

reduce social inhibitions among group members, stimulate idea generation increase overall creativity of the group.

1. Focus on quantity: This rule is a means of enhancing divergent production, aiming to facilitate problem solving through the maxim quantity breeds quality. The assumption is that the greater the number of ideas generated, the greater the chance of producing a radical and effective solution.

2. Withhold criticism: In brainstorming, criticism of ideas generated should be put 'on hold'. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later 'critical stage' of the process. By suspending judgment, participants will feel free to generate unusual ideas.

3. Welcome unusual ideas: To get a good and long list of ideas, unusual ideas are welcomed. They can be generated by looking from new perspectives and suspending assumptions. These new ways of thinking may provide better solutions.

4. Combine and improve ideas: Good ideas may be combined to form a single better good idea, as suggested by the slogan "1+1=3". It is believed to stimulate the building of ideas by a process of association.

2. Vertical thinking & Lateral thinking

http://en.wikipedia.org/wiki/Creativity_technique

http://en.wikipedia.org/wiki/Alex_Faickney_Osborn

http://en.wikipedia.org/wiki/Alex_F._Osborn

http://en.wikipedia.org/wiki/Criticism

http://en.wikipedia.org/wiki/Association_(psychology)


Vertical thinking

Vertical thinking is the traditional think model. Working on known theories, knowledge and experience, it pursues in-depth analysis and investigation by certain thinking path. It is suitable for intensive research on well defined problems.

Lateral thinking

In contrary, Lateral thinking breaks away from the tradition, and turns to new angles for new perceptions of the same object. While Vertical thinking puts emphasis on one single dimension, the breadthwise on multiple dimensions. It tries to tackle the problem from many directions and many angles, so it has better potential in creativity.

Starting from one concept, it will lead to matters with similar, or related features.

Characteristics of Lateral thinking:

It breaks free from constrains, attacks from all directions, reaches new sides of the problem where traditional thinking fails. When an idea flashes over, it grabs it, to dig it over intensively.

The drawbacks of Lateral thinking:

Without effective constrains, such thinking method can produce designs that's disengaged from reality.

Example of Lateral Thinking:

One day you have just played tennis with your friends, you are very thirsty when you arrive home. You go into the kitchen and you find a bottle of soda in the fridge. However, you cannot find a bottle opener. What do you do?

3. Reversal tool:

Reversal is a good tool for improving a product or a service. In this method, creative thinkers ask the opposite of the question that he want to ask, & apply the results. For example: imagine that you want to improve the response of a service center. Using reversal you would ask ‘How would I reduce customer satisfaction?’ After considering this question, you might give the following answers:

Not answering the phone when customers call.

Not returning phone calls.

Have people with no product knowledge answering the phone.

Use rude staff

Give the wrong advice, etc. After using reversal, you would ensure that appropriate staff members were handling

incoming phone calls efficiently & pleasantly. You would set up training programs to ensure that they were givimg accurate & effective advice.


4. SCAMPER:

This tool helps you generate ideas for new products and services by encouraging you to think about how you could improve existing ones. About the Tool SCAMPER is a mnemonic that stands for:

Substitute. Combine. Adapt. Modify. Put to another use. Eliminate. Reverse.

5. Reframing Matrix

A Reframing Matrix is a simple technique that helps you to look at organisational

problems from a number of different viewpoints, and expands the range of creative solutions

that you can generate. The basic approach relies on the fact that different people with different

experiences approach problems in different ways. This technique helps groups to put

themselves into the mindsets of different people and imagine the solutions, or problems, they

would come up with regards to a key question or problem.

There are two different approaches to the reframing matrix – however, we can use this

approach in many different ways.

(i) The 4Ps approach: • Planning perspective: Are our busines • People perspective: What do the different people involved think?

Potential perspective: if we were to seriously increase our targets, how would we achieve these increases?

Product perspective: is there something wrong with the product?


(ii) The ‘Professions approach’: The second approach to using a reframing matrix is to look at the problem from the

viewpoints of different specialists. The way that a doctor, for example, looks at a problem would be different from the approach a water engineer would use, which would be different from sales manager’s perspective.

6. Concept Fan: Widening the Search for Solutions

The Concept Fan is a way of finding different approaches to a problem when you have rejected all obvious solutions. It develops the principle of 'taking one step back' to get a broader perspective. How to Use the Tool:

To start a Concept Fan, draw a circle in the middle of a large piece of paper. Write the problem you are trying to solve into it. To the right of it radiate lines representing possible solutions to the problem. This is shown in Figure 1:

It may be that the ideas you have are impractical or do not really solve the problem. If this is the case, take a 'step back' for a broader view of the problem.

http://3.bp.blogspot.com/_qqXuzgg0ze4/SuUIdwwMByI/AAAAAAAAAEo/a_Osf3vxQQg/s1600-h/rthsrth.bmp


Do this by drawing a circle to the left of the first circle, and write the broader definition into this new circle. Link it with an arrow to show that it comes from the first circle:

Use this as a starting point to radiate out other ideas If this does not give you enough new ideas, you can take yet another step back (and another, and another…):

http://4.bp.blogspot.com/_qqXuzgg0ze4/SuUIl5fF4VI/AAAAAAAAAEw/lBTEATtTfv0/s1600-h/sfghsrh.bmp


The idea of the Concept Fan was devised by Edward de Bono in his book 'Serious Creativity' - this is one of the books reviewed on right-hand side of this page. The book shows how to use many similar tools. Key points: The Concept Fan is a useful technique for widening the search for solutions when you have rejected all obvious approaches. It gives you a clear framework within which you can take 'one step back' to get a broader view of a problem. To start a concept fan, write the problem in the middle of a piece of paper. Write possible solutions to this problem on lines radiating from this circle. If no idea is good enough, redefine the problem more broadly. Write this broader definition in a circle to the left of the first one. Draw an arrow from the initial problem definition to the new one to show the linkage between the problems. Then radiate possible solutions from this broader definition

7. Mind map :

A mind map is a diagram used to visually outline information. A mind map is often created around a single word or text, placed in the center, to which associated ideas, words and concepts are added. Major categories radiate from a central node, and lesser categories are sub-branches of larger branches.[1] Categories can represent words, ideas, tasks, or other items related to a central key word or idea

Buzan suggests the following guidelines for creating mind maps:

1. Start in the center with an image of the topic, using at least 3 colors. 2. Use images, symbols, codes, and dimensions throughout your mind map. 3. Select key words and print using upper or lower case letters. 4. Each word/image is best alone and sitting on its own line. 5. The lines should be connected, starting from the central image. The central lines are

thicker, organic and thinner as they radiate out from the centre. 6. Make the lines the same length as the word/image they support. 7. Use multiple colors throughout the mind map, for visual stimulation and also to encode

or group. 8. Develop your own personal style of mind mapping. 9. Use emphasis and show associations in your mind map. 10. Keep the mind map clear by using radial hierarchy, numerical order or outlines to

embrace your branches.

8. Provocation:

Mental provocation is perhaps the most spectacular creativity technique developed by the pioneering thinker we mentioned earlier, Edward de Bono. This involves using apparently contradictory statements to liberate oneself from traditional patterns of perception, so inducing a state of instability which may point the path to a new idea. Mental provocation allows us to look at things from a different angle. It puts distance between you and your problem, and stimulates you to find out-of-the-ordinary solutions.

http://www.amazon.com/exec/obidos/ASIN/0887305660/qid=1012245187/sr=1-1/mindtools

http://en.wikipedia.org/wiki/Diagram

http://en.wikipedia.org/wiki/Mind_map#cite_note-1

http://en.wikipedia.org/wiki/Words

http://en.wikipedia.org/wiki/Idea

http://en.wikipedia.org/wiki/Task


Being mentally provocative means going crazy in a controlled way. Taking your problem as a starting point, you make a statement that is diametrically opposed to all your past experience and convictions.

9. DO IT is a simple process for creativity:

Techniques outlined earlier in this chapter focus on specific aspects of creative thinking. DO IT bundles them together, and introduces formal methods of problem definition and evaluation.

These help you to get the best out of the creativity techniques. DO IT is an acronym that stands for: D – Define problem. O – Open mind and apply creative techniques. I – Identify best solution. T – Transform. These stages are explained in more detail below: 1. Define Problem This section concentrates on analyzing the problem to ensure that the correct question is being asked.

2. Open Mind and Apply Creative Techniques

Once you know the problem that you want to solve, you are ready to start generating possible solutions. It is very tempting just to accept the first good idea that you come across. If you do this, you will miss many even better solutions. At this stage of DO IT we are not interested in evaluating ideas. Instead, we are trying to generate as many different ideas as possible. Even bad ideas may be the seeds of good ones.

3. Identify the Best Solution

Only at this stage do you select the best of the ideas you have generated. It may be that the best idea is obvious. Alternatively, it may be worth examining and developing a number of ideas in detail before you select one.

4. Transform

Having identified the problem and created a solution to it, the final stage is to implement this solution. This involves not only development of a reliable product from your idea, but all the marketing and business side as well. This may take a great deal of time and energy.

10. The Simplex tool: Simplex is a group process for finding and solving problems; identifying and overcoming

challenges; and establishing and achieving goals. Use of Simplex allows individuals and organizations to be creative, innovative and to succeed in a world where fast-paced change is the order of the day.


The Simplex process has been developed over a number of years by Basadur (1995) and is being used by many business and technological organizations in North America, Simplex is a "complete" process of creative problem solving with four stages and eight discrete steps. The process provides a framework for using various tools. Simplex is represented as a wheel to reflect the circular, perennial nature of problem solving.

i) Problem finding ii) Fact finding iii) Problem definition iv) Idea finding v) Selection & evaluation vi) Planning vii) Sell idea viii) Action

14) Describe theory X & theory Y.



15) Differentiate single & multiple channel networks.

S.No. Single channel communication multiple channel communication

1. The communication is allowed on only one path called as line authority. It is simply referred as through proper channel.

The communication is allowed in more than one path.

2. Communication flow is low. Communication flow is faster.

3. Easy to maintain orderly in nature. Potential problems may occur.

4. Miscommunication is reduced Miscommunication is increased.

5. It has some limitations of bottlenecks in the flow enhancing organizational distance, greater possibilities of transmission etc.

Due to unlimited use the systems causes confusion & undermine the superior’s authority.

16) Briefly explain about the 3 types of basic motivating needs proposed by Mc Cleeland.

McClelland's Need for Achievement Theory is one of content theories of motivation

emphasising that human needs and incentives cause human behaviour. McClelland has

identified three types of basic motivating needs:

(1) Need for Power

(2) Need for Affiliation

(3) Need for Achievement.

(1) Need for Power or Power Motive (n/PWR):-

The ability to induce or influence behaviour is power. The individual's life style is

characterised by striving to compensate for the feelings of inferiority which are combined with

the innate drive for power. People with a high power need have a great concern for exercising

influence and control. Such individuals are generally seeking positions of leadership; they are

forceful, outspoken, hard headed and demanding.

(2) Affiliation Motive or Need for Affiliation (n/AFF):—

Since people are social animals, most individuals are generally like to interact and be

with others in situations where they feel they belong and are accepted. According to this

theory, people with high need for affiliation usually derive pleasure from being loved and tend

to avoid the pain of being rejected. They are concerned with maintaining pleasant social

relationships, enjoying a sense of intimacy and understanding, and enjoy consoling and

helping others in trouble.

(3) Need for Achievement or Achievement Motive:—


Some people have an intense desire to achieve. According to this theory, the need for

achievement is a distinct human motive that can be distinguished from other needs. This theory

has identified four basic characteristics of high achievers.

(a) Moderate risks:—

Taking moderate risks is the simple most descriptive characteristic of the person

possessing high achievement need.

(b) Immediate feedback:—

Person with high need for achievement desires activities which provide immediate and

precise feedback information how he is progressing toward a goal.

(c) Accomplishment:—

Person with high need for achievement finds accomplishing a task intrinsically satisfying

in and of itself, or he does not expect or necessarily want the accompanying material rewards.

(d) Preoccupation with the tasks:—

Once a high achiever selects a goal, he tends to be totally preoccupied with the task

until it is successfully completed. He will not feel satisfied unless he has put his maximum effort

in completing the task.

According to this theory managers show high on achievement and power and low on affiliation.

Chief executives of smaller companies show higher achievement motive as compared to those

of large companies. Need for achievement can also be developed by training people in the

various elements of the achievement syndrome. Managers do not need high achievement

motivation.

17) Explain trait approaches to leadership & mention their weakness.

Trait means quality. According to this theory, leadership behavior is influenced by certain

qualities of person i.e., leader. On other words, leadership behavior is sum of traits. Traits

theorists suggest that leaders differ from followers with respect to a small number of key traits &

these traits remain unchanged across time. This theory has also been called the “great man

theory” because it is based on the set of traits which are common to great men.

Studies were conducted to identify the qualities of past & present leaders interms of their

education, experience, character, family background etc. Another way of finding leadership

quality is to enquire how the leader considers himself different from others in a particular

situation.

Researchers have found out a number of qualities of leadership from their study. A

successful leader has the following traits.


(i) Physical qualities: Sound health, vitality, appearance, physical & nervous energy,

forcefulness, physique, enthusiasm.

(ii) Intellectual qualities: High intelligence, sound judgement, ability to teach, scientific approach,

decisiveness, self understanding.

(iii) Morale qualities: Integrity, moral courage, fair play, will power, sense of purpose, objectivity.

(iv) Social qualities: Ability to inspire, tact, percussiveness, self-confidence, empathy, initiative,

knowledge of human nature human relations attitude.

In initial stages, most of the persons thought that leadership qualities were ‘inborn’ but

later they concluded that the acquired qualities could be developed by experience & training.

Weakness of trait theory:

1. There is no universal list of traits of successful leaders. It is therefore, very difficult to indicate

what mix of traits is necessary to make an effective leader. Individuals who never achieve

leadership also possess some of the traits as successful leader.

2. Researchers simply provide the list of qualities. They fail to give the scale to measure the

qualities. It is no clear how high a score a person must achieve a given trait to make it effective.

3. Effective leadership is not function of traits alone. There is a wealth of scientific evidence

pointing the significance of situational factors as determinants of leadership behavior. But traits

theory fails to consider the whole environment of leadership.

4. The theory does not offer any guidance for developing these qualities.

5. There is no direct correlation between the level of traits & level of success.

18) Explain the importance of strong leadership in the creation of cohesive work in an

industrial organization.

Leadership is an important factor for making any type of organizations successful. Some

of the important functions performed by a leader are discussed as follows,

1. Motivating employees:

Motivation is an important factor for attaining goals. Higher is the motivatiuon, better

would be the performance. A good leader motivates the employees for higher performance.

Good leadership in the organization itself is a motivating factor for the individuals.

2. Leader develops team work:


The three vital determinants of team work are the leader, subordinates & the

environment. These factors are interdependent. The leader should make the environment to

work efficiently. He studies the employees individually & instills interest in them.

3. Better utilization of man power;

A leader implements the plans, policies & programmes of an organization to utilize the

available manpower effectively & gets the highest production with minimum human cost.

4. Creating confidence to followers:

A good leader may create confidents in his followers by directing them, giving them to

advice & getting through them good results in the organization.

5. Directing group activities:

The personal conduct & behavior of a leader can direct others to achieve organizational

goals. He acts as a friend, philosopher & guide to his follower & takes the lead in all activities. A

leader alone can consolidate the efforts & direct them towards the goal.

6. Building morale:

Morale is expressed as attitudes of employees towards organization, management &

voluntary cooperation to offer their ability to the organization. High morale leads to high

productivity & organizational stability.

7. Maintaining discipline:

Discipline is the force that prompts individuals to observe rules, regulations &

procedures which are necessary for the attainment of objections. A good leader makes less use

of penalties for the violation of regulations & focuses more on self-discipline or voluntary

restraint.


19) Explain each elements of communication process.



20) Write short note on communication network.

A network is a structured fabric of the organization made up of system lines, or channels

are interconnected. These channels or lines are used to pass information serially from one

person to another.

The communicating networks are as follows:

1. Simple chain. 2. Wheel 3. Circular 4. Free flow

5. Inverted V

1. Simple chain network: It exists between a superior & his subordinate communication flows downward or upward through each successive level. As it flows orderly through the chain, the control will be easier. But, it is time consuming. It is mainly applied in bureaucratic organization. 2. Wheel network:


4 persons (subordinates) can communicate with only a central person of superior. Subordinates are not allowed to communicate themselves. It is not a horizontal communication coordination of subordinates which is very much difficult. 3. Circular network: Here, communication moves in a circle. So atleast, each person can communicate with his nearest neighbours of 2 only. But, communication flow is low. 4. Free flow: In the above mentioned network type, there are restrictions for communications & delay in decision making. Communication flow is fast but coordination problem will exist. It is allowed in free-form or task force organizations. 5. Inverted V: A subordinate is allowed to communicate with his immediate superior as well as his superior’s superior. In such a network, communication flow is faster when compared to other methods.

21) Explain managing cultural diversity.

Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures, and work with varying cultural beliefs and schedules. While there are myriad cultural variations, here are some essential to the workplace:

1. Communication: Providing information accurately and promptly is critical to effective work and team performance. This is particularly important when a project is troubled and needs immediate corrective actions. However, people from different cultures vary in how, for example, they relate to bad news. People from some Asian cultures are


reluctant to give supervisors bad news - while those from other cultures may exaggerate it.

2. Team-building: Some cultures - like the United States - are individualistic, and people want to go it alone. Other cultures value cooperation within or among other teams. Team-building issues can become more problematic as teams are comprised of people from a mix of these cultural types. Effective cross-cultural team-building is essential to benefiting from the potential advantages of cultural diversity in the workplace

3. Time: Cultures differ in how they view time. For example, they differ in the balance between work and family life, and the workplace mix between work and social behavior. Other differences include the perception of overtime, or even the exact meaning of a deadline. Different perceptions of time can cause a great misunderstanding and mishap in the workplace, especially with scheduling and deadlines. Perceptions of time underscore the importance of cultural diversity in the workplace, and how it can impact everyday work.

4. Calendars: The business world generally runs on the western secular year, beginning with January 1 and ending with December 31. However, many cultures use other calendars to determine holidays such as New Years or specific holy days. For example, Eastern Orthodox Christians celebrate Christmas on a different day from western Christians. For Muslims, Friday is a day for prayer. Jews observe holidays ranging from Rosh Hashanah to Yom Kippur. These variations affect the workplace as people require time off to observe their holidays. A cultural calendar is a helpful tool to ensure meetings are successful, and deadlines are met.

http://www.diversityresources.com/calendar-intranet.htm

MAHALAKSHMI€¦ · Appropriate communication process must be used. Status differences: – it creates barrier for communication. Superior provides information to the subordinate

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