IGNOU MBA MS-01 Solved Assignments 2010

ASSIGNMENT

Course Code : MS-01

Course Title : Management Functions and Behaviour
Assignment Code : MS-01/SEM-I/2010
Coverage : All Blocks

Note: Please attempt all the questions and send it to the Coordinator of the study
center you are attached with

1) Explain the tasks of a professional manager. Describe the tasks which are more
challenging in terms of survival and growth of the organization. Illustrate with the help of
examples from an organization you are acquainted with. Briefly describe the organization
you are referring to.

2) Discuss the various types of decision – making. Describe the managerial decisions being
made in an organization you are familiar with, what are the outcomes of those decisions.
Explains with examples.

3) Explain various types of conflicts. Discuss the strategies which have been used to resolve
interparty conflict in any organization you are familiar with. Briefly describe the
organization you are referring to.

4) Explain the Importance of the communication in organizations. Discuss various

communication channels used in an organization you are familiar with and their
effectiveness. Briefly describe the organization you are referring to.

5) Explain the various leadership styles. Discuss the leadership styles of your organization
and how influential it is in improving the performance of your organization or any
organization you are acquainted with. Briefly describe the organization you are referring
to.

Solution 1: Tasks of professional managers:

1. Providing direction to the firm:
Envisioning goal is the first task that should never be delegated.

2. Managing survival and growth.

There are two sets: internal and external.
Internal factors are choice of technology, efficiency of labour, competency of managerial staff,
company image, financial resources etc.
External factors are govt. policy, laws and regulation, changing customer taste, attitude and
values, increasing competition etc.
3. Maintaining firm’s efficiency:
A manager has not only to perform and produce results, but to do so in the most efficient
manner. The more output a manager can produce with the same input, the greater will be the
profit.

4.Meeting the competition challenge:

A manager must anticipate and prepare for the increasing competition. Competition increasing in
terms of more producers, products, better quality etc.

5.Innovation:
To finding new and better way to doing any task

6.Renewal:
Managers are responsible for fostering the process of renewal.it has to do with provoding new
process and resources.

7. Building human organization:

A good worker is a valuable assets of any company. Every manager must constantly lookout for
people with potential and attract them to join the company.

8. Change management:
A manager has to perform the task of change agent.its the managers task to ensure that the
change is introduced and incorporated in a smooth manner with the least disturbance and
resistance.

9.Selection:
Todays manager4 are faced with a bewildering array of information technology choices that
promise to change the way work gets done.

Example:
A professional manager for a city has duties which include meeting with elected council to
determine policies that are determined by the council and to notify council members and citizens
about the local govt.operations.discussing of certain reforms, installing a bridge, setting up new
traffic plans, or proposing a new building-all these are many more things which can affect
community life are some of the responsibilities of the professional managers in a township. He is
also responsible for preparing annual budget, presenting it to elected officers for sanction and
then implementing it, after is is approved. Listening to citizen grievances with regards to
administration, civic problems, law and order, and presenting matter to the elected officials for
appropriate actions are some of the task of professional manager who is in charge of the
administration of a city.

Solution 2: TYPES OF DECISION MAKING:

Irreversible
These are type of decisions, which if made once cannot be undone. Whatever is decided would
then have its repercussions for a long time to come. It commits one irrevocably when there is no
other satisfactory option to the chosen course. A manager should never use it as an all-or-nothing
but instant escape from general indecision.

Reversible
These are the decisions that can be changed completely, either before, during or after the
agreement of taking action. Such types of decisions allows one to acknowledge a mistake early
in the process rather than perpetuate it. It can be effectively used for changing circumstances
where reversal is necessary.

Experimental
These types of decisions are not final until the first results appear and prove themselves to be
satisfactory. It requires positive feedback before one can decide on a course of action. It is useful
and effective when correct move is unclear but there is a general clarity regarding the direction
of action.

Trial and Error

In this type of decision making, knowledge is derived out of past mistakes. A certain course of
action is selected and is tried out, if the results are positive, the action is carried further, if the
results appear negative, another course is adopted. And so on and so forth a trial is made and an
error is encountered. Till the right combination takes place, this situation continues. It allows the
manager to adopt and adjust plans continuously before the full and final commitment. It uses
both, the positive and negative feedback before selecting one particular course of action.

Made in stages
Here, the decisions are made in steps until the whole action is completed. It allows close
monitoring of risks as one accumulates the evidences from out-comes and obstacles at every
stage. It permits feedback and further discussion before the next stage of the decision is made.

Cautious
It allows time for contingencies and problems that may crop up later at the time of
implementation. The decision-makers hedge their best of efforts to adopt the right course. It
helps to limit the risks that are inherent to decision-making. Although this may also limit the
final gains, it allows one to scale down those projects which look too risky in the first instance.

Conditional
Such type of decisions can be altered if certain foreseen circumstances arise. It is an ‘either / or’
kind of decision with all options kept open. It prepares one to react if the competition makes a
new move or if the game plan changes radically. It enables one to react quickly to the ever
changing circumstances of competitive markets.

Delayed
Such decisions are put on hold till the decision–makers feels that the time is right. A go-ahead is
given only when required elements are in place. It prevents one from making a decision at the
wrong time or before all the facts are known. It may, at times result into forgoing of
opportunities in the market that require prompt action.

BEING DECISIVE
The ability to take timely, clear and firm decisions is an essential quality of leadership, but the
type of decision needed, varies according to the circumstances. Learning to recognize the
implications of taking each type of different decisions leads to error minimization.

Being Positive
Taking decisive action does not mean making decisions on the spur of the moment. Although, it
may be necessary in emergencies and as also occasionally desirable for other reasons. A true
leader approaches the decisions confidently, being aware of consequences and fully in command
of the entire decision–making process.

Making Fast Decisions

It is important to be able to assess whether a decision needs to be made quickly or it can wait.
Good decision-makers often do make instant decisions – but they then assess the long-term
implications.

Identifying issues
It is crucial to diagnose problems correctly. Before any decision is made identifying and defining
the issue removes the criticality. This also means deciding who else needs to be involved in the
issue, and analyzing the implication of their involvement.

Prioritizing factors
While making a decision, a manager needs to prioritize on important factors. Some factors in a
process are more important than others. The use of Pareto’s rule of Vital Few and Trivial may
help in setting up of the priorities. Giving every factor affecting a decision equal weight makes
sense only if every factor is equally important. The Pareto rule concentrates on the significant 20
percent and gives the less important 80 percent lower priority.

Using advisers
It is advisable to involve as many people as are needed in making a decision. In making
collective decisions, specific expertise as well as experience of a person both can be used
simultaneously. The decision-maker, having weighed the advice of experts and experienced
hands, must then use authority to ensure that the final decision is seen through.

Whetting decisions
If one does not have the full autonomy to proceed, it is advisable to consult the relevant authority
– not just for the final go, but also for the input. It is always in the interest of the subordinate to
have the plans whetted by a senior colleague whose judgment is trusted and who is experienced.
Even if there is no need to get the decision sanctioned, the top people are likely to lend their
cooperation well if they have been kept fully informed all the way long, of the decision path.

MANAGERIAL DECISION MAIKING

In this installment of our guide to organizational management we look at managerial decision
making...

Effective managers are tasked with making decisions ranging from large to small on a daily
basis. An effective organization employs managers who are problem-solvers and who can make
decisions constantly.

It is critical to first prioritize issues and problems based on the issues potential effect on the
organization. Those that stand to have the greatest impact should be dealt with first, and all
problems need to be addressed in a systematic way prior to a decision being made.

Because a first impression is just that, and does not necessarily reflect the entire situation, a
manager must avoid jumping to conclusions. Collecting information from more than one source
to avoid bias, and completely assessing all pertinent (and verifiable) information prior to
rendering a decision is strongly recommended.

Collecting information in order to obtain a complete understanding of the issue is only the first
step, however. Once the information is available, then it is wise to brainstorm different solutions
and possible options in order to get more than one perspective. Such options can start out as
wide-ranging, and then can be narrowed down to fit the scope of the problem.

Having identified a set of options and solutions, feedback and suggestions on them, along with
alternatives, should be sought from consultations with others. For the most part, group decisions
(particularly where the group contains people who the end decision will affect) are preferable to
those made by individuals as a pool of knowledge, skills and experience can be drawn upon.

Tools, techniques and analysis methods (such as: Pareto Analysis; Paired Comparison Analysis;
Grid Analysis; PMI; Six Thinking Hats; Starbursting; Decision Trees) can then be applied. These
are not conclusive, but they do offer an objective and somewhat scientific approach to decision
making. Theyre particularly useful when the decision-makers judgment is liable to be clouded by
being too closely involved with the issue at hand.

Then comes the time to weigh the pros and cons of a decision. Which option or solution gives
most to the organization whilst taking least from it? Few decisions will be as clear cut to hold no
drawbacks. Negatives are acceptable though, so long as the positives sufficiently outweigh them.

Degrees of Outcome Predictability

 Certainty
Risk
Uncertainty
Ambiguity
Certainty
Full knowledge of available alternatives
Full knowledge of what outcome will result from each alternative
Few certain decisions in the real world.
Risk
Knowledge of what the alternatives are
Know the probabilities of outcomes resulting from each alternative.
Uncertainty
Goals are known, but information about alternatives and future outcomes is incomplete
(probabilities unknown)
Some alternatives may be completely unknown
Ambiguity
Objectives to be achieved are unclear
Little, if any, knowledge of alternatives

Solution 3 : Types of Conflict

By evaluating a conflict according to the five categories below -- relationship, data, interest,
structural and value -- we can begin to determine the causes of a conflict and design
resolution strategies that will have a higher probability of success.

Relationship Conflicts

Relationship conflicts occur because of the presence of strong negative emotions,

misperceptions or stereotypes, poor communication or miscommunication, or repetitive
negative behaviors. Relationship problems often fuel disputes and lead to an unnecessary
escalating spiral of destructive conflict. Supporting the safe and balanced expression of
perspectives and emotions for acknowledgment (not agreement) is one effective approach
to managing relational conflict.

Data Conflicts

Data conflicts occur when people lack information necessary to make wise decisions, are
misinformed, disagree on which data is relevant, interpret information differently, or have
competing assessment procedures. Some data conflicts may be unnecessary since they are
caused by poor communication between the people in conflict. Other data conflicts may be
genuine incompatibilities associated with data collection, interpretation or communication.
Most data conflicts will have "data solutions."

Interest Conflicts

Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of
interest result when one or more of the parties believe that in order to satisfy his or her
needs, the needs and interests of an opponent must be sacrificed. Interest-based conflict
will commonly be expressed in positional terms. A variety of interests and intentions
underlie and motivate positions in negotiation and must be addressed for maximized
resolution. Interest-based conflicts may occur over substantive issues (such as money,
physical resources, time, etc.); procedural issues (the way the dispute is to be resolved);
and psychological issues (perceptions of trust, fairness, desire for participation, respect,
etc.). For an interest-based dispute to be resolved, parties must be assisted to define and
express their individual interests so that all of these interests may be jointly addressed.
Interest-based conflict is best resolved through the maximizing integration of the parties'
respective interests, positive intentions and desired experiential outcomes.

Structural Conflicts

Structural conflicts are caused by forces external to the people in dispute. Limited physical
resources or authority, geographic constraints (distance or proximity), time (too little or too
much), organizational changes, and so forth can make structural conflict seem like a crisis.
It can be helpful to assist parties in conflict to appreciate the external forces and constraints
bearing upon them. Structural conflicts will often have structural solutions. Parties'
appreciation that a conflict has an external source can have the effect of them coming to
jointly address the imposed difficulties.

Value Conflicts

Value conflicts are caused by perceived or actual incompatible belief systems. Values are
beliefs that people use to give meaning to their lives. Values explain what is "good" or
"bad," "right" or "wrong," "just" or "unjust." Differing values need not cause conflict. People
can live together in harmony with different value systems. Value disputes arise only when
people attempt to force one set of values on others or lay claim to exclusive value systems
that do not allow for divergent beliefs. It is of no use to try to change value and belief
systems during relatively short and strategic mediation interventions. It can, however, be
helpful to support each participant's expression of their values and beliefs for
acknowledgment by the other party.

RESOLVING CONFLICT

The conflict resolution requires great managerial skills. Here we are trying to give a solution to a
conflict turning it in a constructive side.

If one party exercises the principles of interaction, listens, and us the six steps of collaborative
resolution, that party may be able to end the conflict constructively. At the very least, he or she
may be able to prevent the conflict from turning into a fight by choosing an alternative to
destructive interaction?"

There is a difference between resolving a conflict and managing conflict. Resolving a conflict
ends the dispute by satisfying the interests of both parties. Managing a conflict contains
specialized interaction that prevents a dispute from becoming a destructive battle. Managing a
conflict attends to the personal issues so as to allow for a constructive relationship, even though
the objective issues may not be resolvable. For example, the former Soviet Union and the United
States managed their conflict during the Cold War by using a variety of mechanisms. The
objective issues in the dispute were not resolved, and neither were the personal issues, which
contained significant perceptual differences. However, both sides attended significantly to the
relationship to keep the disagreement from turning into a destructive battle.

Our goal in conflict always should be to seek a resolution based on mutual gain. Realistically,
however, resolution is not always possible. When this is the case, we must manage the conflict to
ensure that the relationship is constructive and that open communication is maintained. We
Listen to Conflict to understand the other party and demonstrate the acceptance required to
maintain the relationship

1. The Framework for conflict resolution

When conflicts arise, we assess a variety of factors before selecting our approach to the situation.
We may choose to compete, or dominate, where we try to impose our will on the other side
through physical or psychological means, or we may choose to accommodate, or surrender, and
cede victory to the other side. Likewise, we may decide to withdraw by either doing nothing or
refusing to participate in the conflict altogether, or we may collaborate and reach a constructive
and mutually acceptable solution. And if none of those approaches proves effective, we might
choose third-party intervention, a form of collaboration in which an individual or group external
to the conflict intercedes to move both parties toward agreement.

While each of the above orientations represents a way to manage conflict, only two collaboration
and third-party intervention-are, by definition, focused on mutual gain and resolution. These two
approaches consider the interests of both parties and are most likely to use empathic listening as
the primary tool to enhance understanding. The other methods deal unilaterally with the conflict
and fail to manage the interdependence of the dispute.

In order to understand the mechanisms behind the four orientations to conflict, it is useful to
examine how these orientations can be applied. The study of negotiation, one form of conflict
resolution, provides two opposite approaches for dealing with disputes. Most often, we think of
negotiation in the formal sense seen in the business or diplomatic environment, where two or
more parties bargain to reach agreement. However, two types of negotiation, competitive
bargaining and collaboration, also provide good models for understanding different ways of
resolving our conflicts.

2. Competitive Bargaining
When most people think of negotiation, they think of competitive bargaining. In this type of
negotiation, a seller asks for more than he expects and a buyer offers less than she is willing to
pay. Then, through a series of concessions, the two sides meet somewhere in the middle where
each side is reasonably satisfied. This form of negotiation also is frequently called distributive
bargaining or concession-convergence. It maintains a competitive, win-lose orientation, with the
goals of one party and the attainment of those goals in direct conflict with the goals of the other
party. In other words, competitive bargaining is a positional conflict in which "winning" is
determined by how much of the original position was obtained. The parties believe that resources
are fixed and limited, and that they must battle to maximize their share of the wealth.

In competitive bargaining, each party uses strategy, tactics, and tricks to achieve its objective,
and whether one of both parties will achieve their goal depends upon their ability to "play the
game." Each party seeks to extract information from the other party that will help in identifying
appropriate counteroffers, while revealing as little accurate information as possible about its own
preferences. The final agreement often depends on the willingness of one party to stake out a
tough and extreme position that causes the other party to make concessions. Labor management
disputes and international negotiations often use this model of conflict resolution.

The competitive bargaining process is unappealing to many of us and often produces unwise
agreements. Some of us simply do not have the skills or the temperament to play the game. We
see the process as being unnecessary tough, deceitful, or manipulative. Perceptions of power &
control also are a significant factor in the effectiveness of competitive bargaining. If you do not
have the power in the relationship, or if you perceive that you do not, you are more likely to
obtain an unsatisfactory resolution. Your lack of power will prevent you from using authority or
aggression to resolve, or win, the dispute. In competitive bargaining this form of aggression is
often played as a trump card to achieve the win for the party who is able to acquire the most
power.

The positional approach of competitive bargaining also causes unnecessary issue rigidity. Our
egos become so invested in our positions that we are prevented from accepting alternatives.
Therefore, even if a better solution is created, it is unlikely that we will back down. Another
problem with competitive bargaining is that it often ignores the personal issues that affect the
resolution process. In competitive bargaining, we care about the other party's needs only as a
means to identify an opportunity for trade. For example, we will trade one day at the beach (the
other party's need) for one day visiting museums (our need). But even if the trade satisfies one
need, competitive bargaining still requires some amount of persuasion, deception, and
manipulation if we are going to resolve all of the objective issues in a satisfactory manner. Over
time, this usually breaks down the trust between the parties and places a significant strain on the
relationship.

Competitive bargaining tends not to resolve conflict. It merely manages it for his short term. It is
based on an attitude of limits and is fundamentally a process of reaching a settlement within a
bargaining range. Both parties know that they are going to have to settle for something less than
they would prefer, but they each hope that the deal will be better than their bottom line. Parties
who do not think they got the best deal possible or who believe that they "lost" typically try to
find ways to recoup their losses later. Even if one party believes that it "won," it still knows that
it left something on the bargaining table and will try to acquire it in future negotiations. Labor
and management, for example, may reach an agreement, but it is not long before they are back at
the bargaining table, renegotiating issues that one or both sides thought had been settled
previously.

There is an alternative that breaks the destructive cycle of competitive bargaining. It builds
relationships and opens the door to constructive resolution. The alternative not only helps you
correctly identify the objective issues, but also manages, if not resolves, the personal issues in the
dispute. It is based on principles of interaction that endeavor to understand all of the underlying
interests that must be satisfied to reach sustained agreement.
3. Collaboration
The collaborative approach to conflict resolution, also called mutual gains or integrative
bargaining, argues for the possibility of solutions that all sides find acceptable. It embodies the
notion of "win-win," a core component of our principle of mutual gain. Collaboration is about
identifying a common, shared, or joint goal and developing a process to achieve it. It is a process
in which both parties exchange information openly, defines their common problems, and creates
options to solve these problems. And while the collaborative process cannot guarantee that
agreement will always be reached, more often than not, the analysis of interests, needs, and
desires helps the resolution process and ultimate agreement.

There are many reasons why people don't pursue this model of conflict resolution. First, people
in conflict often do not recognize the potential for collaboration. This often is the result of an
attitude of limits, either-or thinking, or a fixed-pie mentality. When parties remain positional or
see only a limited number of solutions that will satisfy their interests, they do not use their
creativity to solve the problem.

The history of the relationship between the two parties also can prevent collaboration. Over time,
destructive conflict can build resentment, if not contempt. And, as John Gottman notes in Why
Marriages Succeed or Fail (1994), contempt breeds the intent to "insult and psychologically
abuse" the other party. This is not always major abuse; it may be small, nit-picking criticisms
that add up over time. The personal issues become so overwhelming that the objective issues of
the conflict cannot be examined, and parties often cannot be in the same room together, let alone
identify ways of resolving the conflict.

Another barrier to collaboration relates to the complexity of most conflicts. Some elements are
conducive to collaboration, and some elements require competitive bargaining. Each mode of
conflict resolution requires different skill sets, and you can send mixed messages unless you
handle them carefully.

Finally, people often have a lack of faith in their problem-solving ability. Parties that enter the
resolution process believing that they can work together usually find a way to collaborate. Those
who do not have a solid self-concept will be less willing to follow the Principles of interaction&
use listening to seek collaborative resolution.

There are many obstacles that make collaboration more difficult. Given our inherent
competitiveness and the various factors that surround many of our disputes, it is a wonder that
constructive collaboration occurs at all. However, it does occur if one or both of the parties in
conflict outcomes, the following conditions must be established at some point during the process:

Face-to-face interaction: The Listening to Conflict approach to dispute resolution requires

developing an understanding of the total message another party is trying to communicate. The
most effective way to accomplish this is through face-to-face interaction, where we can see the
nonverbal expressions that give us clues to underlying emotional needs.

High acquaintance potential: Without the ability to accept and have positive regard for the other
party, collaboration will not be possible. We have to like the person as a person and be willing to
establish a relationship that goes beyond the issues of the dispute. This will allow the personal
issues to be dealt with separately from the objective issues in the particular conflict so that we
can explore options for mutual gain.

Constituency support: The parties in conflict will not be able to collaborate if outside
constituencies try to force competitive and positional norms. Third parties must be supportive of
the collaborative process or risk nullifying the positive steps taken toward collaboration by
reneging on constructive agreements established between the two interacting parties. We must
prevent or resolve any conflict with our constituencies prior to interacting with the other party in
the primary dispute.

Cooperative tasks: Acceptance goes a long way toward diffusing head-to-head competition in
conflict, but unless a joint or mutual task is established, there will be no need to collaborate. We
at least must frame the conflict as a problem to be solved together in order to establish a
collaborative environment.

Shared exploration: Sharing in the process of understanding the problem and creating solutions
keeps both parties involved. This saves one party from the trap of inventing all of the solutions,
and the inevitable dependence and resentment that accompanies that responsibility. When both
parties are involved, there will be stronger commitment to the final solutions.

No fixed agenda: An agenda creates a positional interaction that is based on satisfying the needs
of one party without understanding how the interests of both are related. Having an agenda sends
the message that you are not interested in the other party's issues and needs issues and needs. The
only agenda should be to follow the steps of collaboration and work toward mutual gain.

Adherence to collaborative process steps. Successful resolution requires that we follow the steps
of collaboration. If we skip a step, we risk sending the other party mixed signals that will; propel
that party toward a defensive, competitive mode.

The Six Steps of Collaboration

With the above conditions in mind, a constructive environment can be established. However,
collaboration also requires that resolution proceed through a series of steps that create a more
effective interaction. The steps progress logically &should be departed from only to return to a
previous step as a means to enhance the relationship & increasing understanding. Skipping steps
reduces the chance for collaborative agreement and should be avoided. The six steps are as
follows:

The Six Steps of Collaboration

1. Prepare for the Interaction.

2. Initiate the Exchange.
3. Facilitate the Relationship.
4. Understand the Interests.
5. Examine the Solutions.
6. Reach Consensus
Solution 1: Importance of communication

For manager – employee relations:

Effective communication of information and decision is an essential
component for management-employee relations. The manager cannot
get the work done from employees unless they are communicated
effectively of what he wants to be done? He should also be sure of
some basic facts such as how to communicate and what results can be
expected from that communication. Most of management problems
arise because of lack of effective communication. Chances of
misunderstanding and misrepresentation can be minimized with proper
communication system.

For motivation and employee morale:

Communication is also a basic tool for motivation, which can improve
morale of the employees in an organization. Inappropriate or faulty
communication among employees or between manager and his
subordinates is the major cause of conflict and low morale at work.
Manager should clarify to employees about what is to be done, how
well are they doing and what can be done for better performance to
improve their motivation. He can prepare a written statement, clearly
outlining the relationship between company objectives and personal
objectives and integrating the interest of the two.

For increase productivity:

With effective communication, you can maintain a good human
relation in the organization and by encouraging ideas or suggestions
from employees or workers and implementing them whenever
possible, you can also increase production at low cost.

For employees:
It is through the communication that employees submit their work
reports, comments, grievances and suggestions to their seniors or
management. Organization should have effective and speedy
communication policy and procedures to avoid delays,
misunderstandings, confusion or distortions of facts and to establish
harmony among all the concerned people and departments.

Importance of written communication:

Communication may be made through oral or written. In oral
communication, listeners can make out what speakers is trying to say,
but in written communication, text matter in the message is a
 reflection of your thinking. So, written communication or message
should be clear, purposeful and concise with correct words, to avoid
any misinterpretation of your message. Written communications
provides a permanent record for future use and it also gives an
opportunity to employees to put up their comments or suggestions in
writing.

So, effective communication is very important for successful working

of an organization. Business writing software with grammar checker
and text enrichment tool, which enhances a simple sentence into more
professional and sophisticated one, can be used for writing effective
business communications. For more information, please visit grammar
correction tool.

2. The Communication Channels

3. The communication channel selected for transmitting a message plays a significant
role in maintaining the quality of the original message in its passage from the sender
to receiver. The sender, given the opportunity to weigh the merits of using an oral or
written communication, or a combination of the two, selects the most effective for
the situation.
4. Regardless of the communication channel selected, the sender will encounter
obstacles. In the previous chapter, the various barriers to effective communication
were analyzed. Considering the possible barriers, the sender must choose the
channel which he feels will best guarantee transfer of the essence and meaning of
his message without misunderstanding or distortion.
5. To counteract possible interference in the communication channel, the message
should attract attention, contain redundancy, continue repetition, or use a
combination of these approaches.
6. To attract attention, the message must be different from others competing for the
recipient's time. A short handwritten message instead of the usual typed message is
one method that can attract attention.
7. To provide redundancy, the message must be rephrased several times (the
technique used in newspaper articles), and/or summarized in the final paragraph.
The sender should avoid too much redundancy because this tends to clutter the
communication channel.
8. To provide repetition, the message must be transmitted through more than one
channel, as in spoken and written form, or transmitted more than once through the
same channel, as in TV advertising.
9. Now, let's turn our attention to the basic communication channels within an
organization. There are three channels: formal, informal, and unofficial.
10. Formal. The communication within the formal organizational structure that transmits
goals, policies, procedures, and directions.
11. Informal. The communication outside the formal organizational structure that fills
the organizational gaps, maintains the linkages, and handles the one-time situations.
12. Unofficial. The interpersonal communication within (or among) the social structure
of the organization that serves as the vehicle for casual interpersonal exchanges, and
transmittal of unofficial communications.
13. A more detailed examination of each of these communication channels will provide a
better understanding of these functions.
14.Formal Communication
15. Formal communication - written or oral - follows the chain of command of the formal
organization; the communication flows from the manager to his immediate
subordinates. Each recipient then re-transmits the message in the selected form to
the next lower level of management or to staff members, as appropriate. The
message progresses down the chain of command, fanning out along the way, until all
who have a need to know are informed. Formal communication also flows upward
through the organization on the same basis.
16. Formal communication normally encompasses the transmittal of goals, policies,
instructions, memoranda, and reports; scheduled meetings; and supervisory-
subordinate interviews.
17.Informal Communication
18. No organization operates in a completely formal or structured environment.
Communication between operations depicted in an organizational chart do not
function as smoothly or as trouble-free as the chart may imply. In most
organizations operating effectively, channels of communication have developed
outside the hierarchical structure.
19. The informal communication process supplements the formal process by filling the
gaps and/or omissions. Successful managers encourage informal organizational
linkages and, at the same time, recognize that circumvention of established lines of
authority and communication is not a good regular practice. When lines of authority
have been bypassed, the manager must assume responsibility for informing those
normally in the chain of command of the action taken.
20. There is a fine line between using informal communications to expedite the work of
the organization and the needless bypassing of the chain of command. The
expediting process gets the job done, but bypassing the chain of command causes
irritation and can lead to hard feelings. To be effective, the manager must find a way
to balance formal and informal communication processes.
21.Unofficial Communication
22. Astute program and functional managers recognize that a great deal of
communication taking place within their organizations is interpersonal. News of
revised policies and procedures, memoranda, and minutes of meetings are subjects
of conversation throughout the organization. These subjects often share the floor
with discussions of TV shows, sports news, politics, and gossip.
23. The "grapevine" is a part of the unofficial communication process in any
organization. A grapevine arises because of lack of information employees consider
important: organizational changes, jobs, or associates. This rumor mill transmits
information of highly varying accuracy at a remarkable speed. Rumors tend to fall
into three categories: those reflecting anxiety, those involving things hoped for, and
those causing divisiveness in the organization. Some rumors fade with the passing of
time; others die when certain events occur.
24. Employees take part in the grapevine process to the extent that they form groups.
Any employee not considered a part of some group is apt to be left out of this
unofficial communication process.
25. The grapevine is not necessarily good or bad. It serves a useful function when it acts
as a barometer of employees' feelings and attitudes. Unfortunately, the information
traveling along the grapevine tends to become magnified or exaggerated. Employees
then become alarmed unnecessarily by what they hear. It is imperative that a
manager be continually alert to the circulation of false information. When discovered,
positive steps should be taken to provide the correct information immediately.
27.

Solution : 5
Leadership Styles

Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people. Kurt Lewin (1939) led a
group of researchers to identify different styles of leadership. This
early study has been very influential and established three major
leadership styles. The three major styles of leadership are (U.S. Army
Handbook, 1973):

o Authoritarian or autocratic
o Participative or democratic
o Delegative or Free Reign

Although good leaders use all three styles, with one of them normally
dominant, bad leaders tend to stick with one style.

Authoritarian (autocratic)

I want both of you to. . .

This style is used when leaders tell their employees what they want
done and how they want it accompished, without getting the advice of
their followers. Some of the appropriate conditions to use it is when
you have all the information to solve the problem, you are short on
time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using
demeaning language, and leading by threats and abusing their power.
This is not the authoritarian style, rather it is an abusive,
unprofessional style called bossing people around. It has no place in
a leader's repertoire.

The authoritarian style should normally only be used on rare

occasions. If you have the time and want to gain more commitment
and motivation from your employees, then you should use the
participative style.

Participative (democratic)

Let's work together to solve this. . .

This style involves the leader including one or more employees in the
decision making process (determining what to do and how to do it).
However, the leader maintains the final decision making authority.
Using this style is not a sign of weakness, rather it is a sign of strength
that your employees will respect.

This is normally used when you have part of the information, and your
employees have other parts. Note that a leader is not expected to
know everything -- this is why you employ k n o w l e d g e a b l e and
s k i l l f u l employees. Using this style is of mutual benefit -- it allows
them to become part of the team and allows you to make better
decisions.

Delegative (free reign)

You two take care of the problem while I go. . .

In this style, the leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are
made. This is used when employees are able to analyze the situation
and determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go
wrong, rather this is a style to be used when you fully trust and
confidence in the people below you. Do not be afraid to use it,
however, use it wisely!

NOTE: This is also known as lais…sez faire (or lais…ser faire), which
is the noninterference in the affairs of others. [French : laissez, second
person pl. imperative of laisser, to let, allow + faire, to do.]

Forces
A good leader uses all three styles, depending on what forces are
involved between the followers, the leader, and the situation. Some
examples include:

o Using an authoritarian style on a new employee who is just learning

the job. The leader is competent and a good coach. The employee is
motivated to learn a new skill. The situation is a new environment for
the employee.
o Using a participative style with a team of workers who know their job.
The leader knows the problem, but does not have all the information.
The employees know their jobs and want to become part of the team.
o Using a delegative style with a worker who knows more about the job
than you. You cannot do everything! The employee needs to take
ownership of her job. Also, the situation might call for you to be at
other places, doing other things.
o Using all three: Telling your employees that a procedure is not
working correctly and a new one must be established (authoritarian).
Asking for their ideas and input on creating a new procedure
(participative). Delegating tasks in order to implement the new
procedure (delegative).

Forces that influence the style to be used included:

o How much time is available.

o Are relationships based on respect and trust or on disrespect?
 o Who has the information - you, your employees, or both?
o How well your employees are trained and how well you know the
task.
o Internal conflicts.
o Stress levels.
o Type of task. Is it structured, unstructured, complicated, or simple?

o Laws or established procedures such as OSHA or training plans.

Four of the most basic leadership styles are:

--Autocratic

--Bureaucratic

--Laissez-faire

--Democratic

This article will briefly define each style and describe the situations in which each one
might be used.

Autocratic Leadership Style

This is often considered the classical approach. It is one in which the manager retains
as much power and decision-making authority as possible. The manager does not
consult employees, nor are they allowed to give any input. Employees are expected to
obey orders without receiving any explanations. The motivation environment is
produced by creating a structured set of rewards and punishments.

This leadership style has been greatly criticized during the past 30 years. Some
studies say that organizations with many autocratic leaders have higher turnover and
absenteeism than other organizations. Certainly Gen X employees have proven to be
highly resistant to this management style. These studies say that autocratic leaders:

--Rely on threats and punishment to influence employees

--Do not trust employees

--Do not allow for employee input

Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use.
These situations can include:

--New, untrained employees who do not know which tasks to perform or which
procedures to follow

--Effective supervision can be provided only through detailed orders and instructions

--Employees do not respond to any other leadership style

--There are high-volume production needs on a daily basis

--There is limited time in which to make a decision

--A manager’s power is challenged by an employee

--The area was poorly managed

--Work needs to be coordinated with another department or organization

The autocratic leadership style should not be used when:

--Employees become tense, fearful, or resentful

--Employees expect to have their opinions heard

--Employees begin depending on their manager to make all their decisions

--There is low employee morale, high turnover and absenteeism and work stoppage

Bureaucratic Leadership Style

Bureaucratic leadership is where the manager manages “by the book¨ Everything must
be done according to procedure or policy. If it isn’t covered by the book, the manager
refers to the next level above him or her. This manager is really more of a police
officer than a leader. He or she enforces the rules.

This style can be effective when:

--Employees are performing routine tasks over and over.

--Employees need to understand certain standards or procedures.

--Employees are working with dangerous or delicate equipment that requires a definite
set of procedures to operate.
--Safety or security training is being conducted.

--Employees are performing tasks that require handling cash.

This style is ineffective when:

--Work habits form that are hard to break, especially if they are no longer useful.

--Employees lose their interest in their jobs and in their fellow workers.

--Employees do only what is expected of them and no more.

Democratic Leadership Style

The democratic leadership style is also called the participative style as it encourages
employees to be a part of the decision making. The democratic manager keeps his or
her employees informed about everything that affects their work and shares decision
making and problem solving responsibilities. This style requires the leader to be a coach
who has the final say, but gathers information from staff members before making a
decision.

Democratic leadership can produce high quality and high quantity work for long periods
of time. Many employees like the trust they receive and respond with cooperation, team
spirit, and high morale. Typically the democratic leader:

--Develops plans to help employees evaluate their own performance

--Allows employees to establish goals

--Encourages employees to grow on the job and be promoted

--Recognizes and encourages achievement.

Like the other styles, the democratic style is not always appropriate. It is most
successful when used with highly skilled or experienced employees or when
implementing operational changes or resolving individual or group problems.

The democratic leadership style is most effective when:

--The leader wants to keep employees informed about matters that affect them.

--The leader wants employees to share in decision-making and problem-solving duties.

--The leader wants to provide opportunities for employees to develop a high sense of
personal growth and job satisfaction.
--There is a large or complex problem that requires lots of input to solve.

--Changes must be made or problems solved that affect employees or groups of

employees.

--You want to encourage team building and participation.

Democratic leadership should not be used when:

--There is not enough time to get everyone’s input.

--It’s easier and more cost-effective for the manager to make the decision.

--The business can’t afford mistakes.

--The manager feels threatened by this type of leadership.

--Employee safety is a critical concern.

Laissez-Faire Leadership Style

The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in
which the manager provides little or no direction and gives employees as much freedom
as possible. All authority or power is given to the employees and they must determine
goals, make decisions, and resolve problems on their own.

This is an effective style to use when:

--Employees are highly skilled, experienced, and educated.

--Employees have pride in their work and the drive to do it successfully on their own.

--Outside experts, such as staff specialists or consultants are being used

--Employees are trustworthy and experienced.

This style should not be used when:

--It makes employees feel insecure at the unavailability of a manager.

--The manager cannot provide regular feedback to let employees know how well they
are doing.

--Managers are unable to thank employees for their good work.

--The manager doesn’t understand his or her responsibilities and is hoping the
employees can cover for him or her.

Varying Leadership Style

While the proper leadership style depends on the situation, there are three other factors
that also influence which leadership style to use.

1. The manager’s personal background. What personality, knowledge, values, ethics,

and experiences does the manager have. What does he or she think will work?

2. The employees being supervised. Employees are individuals with different

personalities and backgrounds. The leadership style managers use will vary
depending upon the individual employee and what he or she will respond best to.

3. The company. The traditions, values, philosophy, and concerns of the company will
influence how a manager acts.

Leadership & Impact On Organisation Climate - Presentation

Transcript

1. LEADERSHIP & IMPACT ON ORGANISATION CLIMATE

2. Different leadership styles on the organizational climate and performance directs
the organization in a way that makes it more cohesive and coherent. Leadership
is a process by which a person influences others to accomplish an objective
3. Leadership Styles The Affiliative Style The Coercive Style The Pacesetting Style
The Democratic Style The Authoritative Style The Coaching Style Leadership
Styles
4. Leadership Styles Overall impact on climate When the style works best
Underlying EI competencies The style in a phrase Leader’s modus operandi
Most strongly positive Negative appropriate when a new direction is required or a
clarification of the goals to be achieved appropriate in emergencies and severe
situations Self confidence, empathy, change catalyst Drive to achieve, initiative,
self control “ Come with me” “ Do what I tell you” focuses on the goal or vision of
the future and inspires others to follow Demands immediate compliance
Authoritative (a.k.a. 'The Visionary') Coercive (a.k.a. 'The
Dictator‘)
5. Leadership Styles Overall impact on climate When the style works best
Underlying EI competencies The style in a phrase Leader’s modus operandi
Positive Positive a useful style to adopt when attempting to involve a wide range
of people in decision making or building a consensus healing dysfunctional
relationships within a team Collaboration, team leadership, communication
Empathy, building relationships, communication “ What do you think” “ People
Come First” Forges consensus through participation focus on people,
 teambuilding, bonding and forging alliances; create teams and a motivator
Democratic (a.k.a. 'The Listener') Affiliative (a.k.a. 'The
People Person')
6. Leadership Styles Overall impact on climate When the style works best
Underlying EI competencies The style in a phrase Leader’s modus operandi
Positive Negative is especially useful in building skills to develop managers and
future leaders To get quick results from a highly motivated and competent team;
useful to raise the stakes when a competent and motivated team is working well
Developing others, empathy, self-awareness Conscientiousness, drive to
achieve, initiative “ Try this” “ Do as I do, now” focuses on helping to improve
people's strengths sets an example by working to extremely high
standards of performance Coaching (a.k.a. 'The Nurturer')
Pacesetting (a.k.a. 'The Superman/Superwoman')
7. Leadership styles offers clear guidance to the manager, using these styles as
appropriate as situation require
o All of these styles are useful at different times, but used at the wrong
time they can be disastrous e.g. too much listening when immediate action is
required, or only providing a vision when a team needs building or rebuilding.
o The type of leadership styles use will affect performance and results

Leadership Styles

8. Flexibility i.e. how free employees feel to innovate unencumbered by red tape;
o Level of standards that people set;
o The sense of accuracy about performance feedback and aptness of
rewards;
o The clarity people have about mission and values;
o The level of commitment to a common purpose

6 key factors that influence organization climate

9. How different leadership styles affects the organizational climate and

performance
o Reap strong loyalty by building strong emotional bonds
o Drives up flexibility and does not impose unnecessary strictures on how
work is done
o Offers ample positive feedback for motivation
o Creates a sense of belonging for employees
o Most effective among the 6 leadership styles
o Motivates people and able to lead them to a clear direction
o Maximizes commitment to the business’s goals and strategy with
defined standards
 o Gives employees the freedom to innovate, experiment and take
calculated risks.
o appropriate in severe situations and emergency i.e. during a turnaround
or when a hostile takeover is looming
o Able to break failed business habits and shock people into new ways of
working
o Can work with problem employees when all else has failed

POSITIVE ASPECTS NEGATIVE ASPECTS

o Exclusive focus on praise can allow poor performance to go uncorrected

o Perception that mediocrity is tolerated
o Rarely offers constructive advice on how to improve (directionless)

Affiliative

o Will not work when working with a team of experts/peers who are more
experienced.
o Can undermine an effective team if authoritative becomes overbearing
o top-down decision overrides new ideas
o Staff unable to act on their own initiative, loss of ownership
o has a damaging effect on rewards system
o Undermines motivation to employees

Authoritative Coercive

10. How different leadership styles affects the organizational climate and
performance
o Helps employees to identify their strengths and weaknesses; establish
long-term development goals and helps to attain them
o Employees are more responsible when they know what is expected of
them and how their work fits in the pic
o Works well when all employees are self-motivated, highly competent
and need little direction/coordination
o Get work done on time and even ahead of schedule
o Drives up flexibility and responsibility when letting employees have a
say in decisions
o Employees tend to be very realistic about what they can and cannot be
accomplished

POSITIVE ASPECTS NEGATIVE ASPECTS

o Ineffective if employees are resistant to learning or changing their ways

o May create fear or apathy through ongoing performance feedback
Coaching

o overwhelmed by demands of excellence; morale will drop

o Employee don’t feel trust to work in their own way or to take initiative as
ideas will be shot down
o Work becomes task focused, dependant and routine, with no sense of
flexibility and responsibility
o employees may not be competent or informed enough to offer sound
advice
o Unable to reach to a consensus/decision

Pacesetting Democratic

11.
o Leaders who used styles that positively affect the climate had better
financial results than those who did not;
o Studies have shown that leaders who have mastered 4 or more styles
(esp. the authoritative, democratic, affiliative and coaching styles) have the very
best climate and business performance

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