Managerial Softskills

Bharat Sanchar Nigam Limited
JTO PHASE - I
MANAGERIAL SOFT SKILLS
BRBCOID196 / Ver0 / Dec2009
BHARAT RATNA BHIM RAO AMBEDKAR

INSTITUTE OF TELECOM TRAINING,
RIDGE ROAD, JABALPUR
[ISO 9001:2008 Certified]
BRBRAITT, Jabalpur
INDEX
Managerial Soft Skills

Chapter Contents Page No.
1. Leadership and Team Building 3-20
2. Transactional Analysis 21-25
3. Communication Skills 26-37
4. Change Management 38-43
5. Motivation 44-59
6. Stress Management 60-67
7. Conflict Management 68-71
8. Emotional Intelligence 72-77
9. Time Management 78-81
BRBRAITT, Jabalpur 2 /83

Leadership & Team Building
CHAPTER 1
LEADERSHIP AND TEAM BUILDING
1.0 General.
In the present competitive era, it is required to drive BSNL most efficiently and result-
oriented. The need of the hour is that every one must possess the right attitude and skills-
leadership and team building being very important ones to continuously motivate self and
subordinate/employees to create positive enthusiasm, and attitude for the esteemed customer. It
is BSNLs vision to have the largest subscriber base and become the number one telecom service
provider in the country.
Someone has rightly said that Any nation/organization/family is of the people; derives
its strength from the people; its interest lies in the people that served by the people; it grows with
the people and sustained through the people, for the people for ultimate goal harmony and
happiness to the people.
2.0 Objective
Leadership and team building is a training course that is both challenging and practical.
We aim to teach the fundamental 'people management skills' in a positive and constructive
environment. It has been designed to understand the basic fundamentals of strategy and
motivation in team building. You will benefit by learning tips and techniques that will increase
your competence and confidence when managing, influencing and leading teams and individuals.
This course guides you to increase work effectiveness and productivity, achieve greater control
of your daily activities and overcome work stress.
One of your main responsibilities, as a manager or supervisor, is to analyze the strengths and
weaknesses of your team in relation to its goals and to provide the motivation and skills to
achieve those goals. This course will help you to improve the direction, motivation and goal
achievement of your team. The subjects covered will include:
analyzing your leadership style
developing leader
role of a leader
Leadership traits
Are you a leader or a manager?
Leadership styles
Theories of leadership
Team work, leadership and team building
creating a team identity
Case study
Analyzing Leadership styles
BRBRAITT, Jabalpur
By analyzing leadership style executives are able to see its impact on the team and how
the team may react to you in different situations. Learning how to adapt their style and actions to
become more situational will enable executives to focus their leadership more effectively.
Most large organizations these days take a competency-based approach to leadership.
They look at what good leaders action do, and distil this behavior to a list of competencies - a
fancy name for skills and practices. Posner, identify five key leadership behaviors, which they
call:
1. Challenge the process
2. Inspire shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart
Challenge the Process means always wanting to find a better way. Its about having a deep
commitment to the idea of continuous improvement.
Inspiring a shared vision means having a very clear view of where you want to go.
Enabling others to act means not only creating the kind of intense loyalty, which Richard
Branson can inspire in his staff, but also making sure that people have the skills to act in pursuit
of the vision. Kevin Newman set up the very successful telephone bank first Direct. He avoided
taking decisions as much as possible. He said as chief executive, my job is to teach other people
how to make the decisions.
Modeling the Way is perhaps the most interesting leadership behavior. Essentially it means
practicing what you preach. True leaders make a company successful over the long term. Their
comments on leadership make interesting reading. According to their research, leaders do not
have to be charismatic, leading from the front, sparkling with quick wit and ready repartee: but
they do have to have a set of values they really believe in and which they demonstrate by their
actions dozens of times every day. Building trust and credibility is the ultimate leadership
challenge.
Encouraging the Heart means giving the praise and encouragement people need to keep going.
William James, often described as the father of modern psychology, once said. The deepest
human craving is the need to be appreciated. When Rotary Watches won an industry award for
one of its products, MD Robert Dreyfus sent every member of staff a personal thank you letter
with a $50 note in it. People still talk about it in Rotary and the interesting thing is this - what
they talk about most is not the money, but the personal letter, which went with it.
Most in house leadership competency frameworks are elaborations on these five themes.
The whole point of having leadership competencies is so that people live them, and since the
human brain can not handle more than six or seven chunks of information in one go, less is better
than more.

Developing leaders:
Leadership Framework Be, Know, & Do

If you are a leader that can be trusted, then the people around you will learn to respect
you. To be a good leader, there are things that you must be, know, and do. These fall under the
Leadership Framework.
Knowing what you expect of leaders is one thing, getting them to do it is quite another.
How do organizations go about developing leaders? Will sending them off for couple of days
leadership skills training do the trick. Probably not.
Most decent leadership development programs have four main elements.
a. The first is same kind of 360 degree feedback exercise.
b. The second element is some kind of event-based training, aimed at developing these
leadership competencies.
c. The third element is coaching, which can be provided either internally or externally.
Internally it may come under the guise of mentoring; externally it may be provided by a
consultant.
d. The fourth element, which is gaining popularity as part of a leadership development
program, is projects. As a result of taking part in some kind of leadership development
program, participants are expected to deliver on some project - individually or in groups - which
has a measurable benefit to the business. The projects, together with a rerun of the 360-degree
feedback exercise, provide tangible evidence that the person has enhanced their leadership
capabilities.
Leader Who?
- One who inspires confidence and support among the people who are needed to achieve
organizational Goals.
- Exercises influential increment over and above mechanical compliance with directions and
orders
- Inspires, persuades, coordinates and leads.
- Leadership is the exercise in given situation. It is function of the leader, follower and situational
variables.
L= F (l,f,s),where L is leadership,l-leader,f-lollower and s-situation.
Roles of a leader
Guiding peoples: he acts as a fried, philosopher and guides to his follower. Leader provides
advice and council and uses his power in guiding and directing in the interest of group.
Team Builder: Leader acts as a captain of his team. He convinces people in the goals and plans
of the group and win the confidence and cooperation of his follower. He is always in touch with
the people to nurture team work.
Maintaining discipline: Discipline is the force that prompts individuals to observe rules
regulations and procedures which are necessary for the attainment of objectives. He makes less
use of penalties and focuses more on self discipline or voluntary restraint.
Beside these the leader acts as a Spokesperson, Negotiator, Coach, Team Player, Technical
problem Solver, Entrepreneur, morale builder, etc.

Leadership Traits A few
Charisma, Enthusiasm, self confidence extroversion, Outward ness), Assertiveness (Type of +ve
ness), Emotional stability, sense of humor, warmth, high tolerance for frustration, Self awareness
& objectivity, Initiative, Empathy (Fellow feeling), internal locus of control, courage
& SO ON
Satisfactions for Leader

Power & prestige, Chance to help others, Higher Income, Respect & status, Control over
resources, Opportunities for Advancement, More well-informed
Dissatisfactions for leader
Uncompensated overtime work, Less Authority, More responsibility, Less time for own affairs,
Loneliness, Too many headaches, Too many peoples Problems, Pursuit of Conflicting Goals,
Organizational Politics
Leadership and Bossism compared
Boss Leader
1 The boss depends on authority 1 The leader depends on goodwill
2 The boss drives the employee. 2 The leader inspires the employee
3 The boss says, I 3 The leader says, We.

4 The boss shows who is wrong 4 The leader shows what is wrong
5 The boss evokes fear 5 The leader radiates love.
6 The boss fixes the blame for the breakdown 6 The leader fixes the breakdown
7 The boss knows how it is done 7 The leader knows how to do it
8 The boss orders, Go 8 The leader says, Lets go
9 The boss demands respect. 9 The leader commands respect.
10 The boss uses negative approach never mind 10 The leader uses positive approach we will
what you think,do it my way. work it out together, what you will suggest.
11 Accomplishes work at the expense of employee. 11 Accomplishes work and developsf
employee.
So ,BE A LEADER -NOT A BOSS
Are you a leader or a manager?
Quite often leading and managing are considered as the synonymous terms but in reality
there are several differences between leadership and management.

A leader need not be a manager but manager must have many of the good qualities of leader.
The leadership differs from management in terms of relationship, source of influence, sanctions
used, basis of following, accountability and functions.
The manager Do things right, direct operations, Enforce policies and rules, Design procedures
and tasks, Control results and Foster stability.
As per Woods & King (1996), the manager Do the right things, Monitor guest expectations,
Communicate vision and values, Manage systems and processes, Support people, engage in
continuous improvement
Managers respond with a variation of If they do not know what the goals of this outfit are by
now, they do not belong in their jobs.
Managers are Sincere in their belief that their subordinates are doing their best, managers
frequently look for substandard performance elsewhere.
The manager considering people in relation to the group has to secure the motivation and
integration of the group as a whole.
Manager can obtain only average and ordinary performance from employees. With leadership he
can arouse cooperation and compliance beyond normal call of duty. The managerial behavior
contains an element of leadership. It is therefore very difficult to segregate precisely
management and leadership. A manager is evaluated for formal goal accomplishment as well
as for informal and personal satisfaction of the employee. The concept of managerial leadership
suggests the need for bringing together the managerial and leadership role for organizational
effectiveness and human satisfaction.
Middle managers must attempt to define the following:

1. The scope of their multiple relationships within the organizational structure as well as the
specific people to whom they must relate.
2. The playing coach role.
3. The bilingual task of translating goals to action and action to measurement.
4. The implications of having full responsibility while holding limited authority.
5. The Political environment in which they have to survive from a position of limited power
and great vulnerability.
Just as companies formulate corporate strategy by matching their resources to their
environment, so can middle managers formulate their job strategies- they can identify their
total organizational environment and match these with their strengths and weaknesses as well
as their personal values?
Looking at their jobs in strategic terms should help them face varied daily challenges,
overcome frustrations, and develop consistent patterns of behavior. Obviously, a job strategy
should be not a ceremonial proclamation but, instead, a plan of action that middle manages
carries with them to guide them in their daily actions.
A managerial record, like a judicial one, is established through the cumulative impact of a
serious decision, many of which set precedents. If these decisions can be related not only to the
specific demands of each separate issue but also to an overall philosophy and master plan, their
internal consistency and cumulative impact will establish a strong and cohesive organizational
fabric. This is the landmark of an effective and successful manager.

Leader and being a manager is, of course, an illustrative characterization, and there is a whole
spectrum between either ends of these scales along which each role can range. And many people
lead and manage at the same time, and so may display a combination of behaviors.
Distinction between leader and a manager
Subject Leader Manager
Essence Change Stability

Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Appeal to Heart Head
Approach Sets direction Plans detail
Seeks Vision Objectives
Power Personal charisma Formal authority
Style Transformational Transactional
Persuasion Sell Tell
Decision Facilitates Makes
Exchange Excitement for work Money for work
Rules Breaks Makes
Wants Achievement Results
Risk Takes Minimizes
Conflict Uses Avoids
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
Direction New roads Existing roads
Leadership Styles
The behavior pattern exhibited by a leader while influencing the follower is known as leadership
styles. Leadership styles can be broadly classified in to three categories. Autocratic leadership,
Participative(Consultative) Leadership & Free-rein (leissez-faire) Leadership.
1. Autocratic leadership: an autocratic leader exercises complete control over the subordinates.
It permits quick decision making. It provides strong motivation and satisfaction to the leader who
dictate terms. This style yield positive results when great speed is required.It leads to
frustration,low morale and conflict among subordinates.
2. Participative (Consultative) Leadership
It decentralizes authority and allows the subordinates to share his power. Workers feel ownership
of the firm. The sharing of ideas and experiences within the business greatly motivational and
develops positive attitude .It Can delay decision making.
3. Free-rein (leissez-faire) Leadership.

Let it be the leadership responsibilities are shared by all i.e complete delegation of authority to
take decision. This can be very useful in businesses where creative ideas are important. It is
highly motivational as people have control over their working life. It relies on good team work
and good interpersonal relations
Rensis Likert of university of Michigan USA has developed continuum of four system of
management which is known as Likerts four management system.
System 1:-Exploitative Autocratic-All work related decisions are taken by the manager and
order their subordinates to carry out the decision. Such managers believe in threats and
punishments to get the things done. They exercise strict supervision and control over the
subordinates.
System 2:- Benevolent autocratic- they adopt a paternalistic approach. Paternalistic leader
makes decision but may consult with subordinates.
They allow some freedom to subordinates to carry out their tasks within prescribed limit but the
subordinates who do not carry out their tasks are treated harshly. Thus, carrot and Stick
approach of motivation is adopted under this system
System 3: Consultative: process of consultation before decisions are taken.
System 4: Democratic- Encourages decision making from different perspectives leadership

may be emphasised throughout the organisation
Theories of Leadership
1. Trait theory: According to trait theory leadership is the function of personal qualities of
leader. The qualities include physical, intellectual, moral and social traits. This theory is called
Great Man Theory because it is based on the set of traits which are common to great man.
2. Behavioural theory: behavioural theory suggests that success in leadership depends upon
suitable leadership behaviour. The Michigan studies, Ohio studies, the managerial grid, are the
main behavioural model of leadership. Imply that leaders can be trained focus on the way of
doing things
Structure based behavioural theories - focus on the leader instituting structures and are task
orientated
Relationship based behavioural theories focus on the development and maintenance of
relationships process orientated
3. Contingency Theory:
Leadership as being more flexible different leadership styles used at different times depending
on the circumstance. As per this theory leaders effectiveness depends upon the situational
variables. These variables are
(a) leaders position power (b) leader-member relationship (c) Task structure.
Leadership may depend on: Type of staff, History of the business, Culture of the business,
Quality of the relationships, Nature of the changes needed, accepted norms within the institution
etc
Invitational Leadership:

Improving the atmosphere and message sent out by the organisation. It Focus on reducing
negative messages sent out through the everyday actions of the business both externally and,
crucially, internally And review internal processes to reduce these.
It builds sense of belonging and identity with the organisation which gets communicated to
customers, etc.
4. Transactional Theories:
It Focus on the management of the organisation, Focus on procedures and efficiency and
working to rules and contracts. It helps in Managing current issues and problems
Charismatic Leadership Traits
"Leadership consists not in degrees of technique but in traits of character; it requires moral rather
than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of
self-restraint."
Lewis H. Lapham.
Charismatic leaders are Master of communication skills with high energy & action Orientation.
There is minimum internal conflict
Developing Charismatic Leadership
1. Create Vision for others 2.Be Enthusiastic, optimistic and energetic

3. Be candid (Blunt) 4.Be dramatic and Unique
5. Be sensibly persistent 5.Be warm, Humanistic & Positive
Some leadership Quotes

Quotes on leadership are the proverbial words of wisdom. They give you new direction, provide
a strategy, supply a new line of thought, and positively motivate you to achieve something. If
used at the right time in the right way, you will be able to make great impact on your audience or
team.
"The best example of leadership is leadership by example."
Jerry McClain of Seattle, WA
"Leadership is practiced not so much in words as in attitude and in actions." Harold Geneen
"You gain strength, courage and confidence by every experience in which you really stop to look
fear in the face. You must do the thing you think you cannot do." Eleanor
Roosevelt
"Not everything that is faced can be changed. But nothing can be changed until it is faced."
James Baldwin
"People ask the difference between a leader and a boss. . . The leader works in the open, and the
boss in covert. The leader leads, and the boss drives." Theodore Roosevelt
"When the effective leader is finished with his work, the people say it happened naturally."
Lao Tse
"Lead and inspire people. Don't try to manage and manipulate people. Inventories can be
managed but people must be lead." Ross Perot
"We must become the change we want to see." Mahatma Gandhi
"Nearly all men can stand adversity, but if you want to test a man's character, give him power."

Abraham Lincoln
"The very essence of leadership is that you have to have vision. You can't blow an uncertain
trumpet." - Theodore M. Hesburgh
"I not only use all the brains that I have, but all that I can borrow."
Woodrow Wilson
Conclusions:
A true leader is successful when he is able to formulate goals and objectives for himself and his
team. If you are certain about the goal you wish to achieve, you will also have the vision
to plan contingencies for the problems you may face on your quest. Successful leaders
believe in augmenting their skills with that of the others. By himself, he may not have the
skills or knowledge to do something. However, by working in tandem with other people,
he not only gets new work done, but also ends up supplementing his own knowledge and
information.
TEAM Building
Teamwork is the ability to work together towards a common vision. The ability to direct
individual does accomplishment toward organizational objectives.
It is team-work that allows common people to attain uncommon results.
In any organization to ensure that the required tasks are continuously achieved employees
of the organization are required to work in different groups. The people in the groups are
required to work as a team. This way many groups and teams are formed in a large
organization. Ideally speaking together all the employees are required to work as a team
to achieve the goals and objectives of the organization. Responsibilities are shared
individually and as a team to achieve the goals and objectives of the organization. We
need team working for individual and organizational success.
DEFINITION OF TEAM:
TOGETHER EVERYONE ACHIEVES MORE
A team is a group that shares, and says that is shares a common purpose and recognizes that it
needs the efforts of every one of its members to achieve this. Need for teamwork
In BSNL many teams works simultaneously e.g. Team of External Plant, Team of Switch Room,
installation, route maintenance etc. If entire team performs in excellent manner, the goals are
easily achieved. A team is developed when ever people have to work together to produce good
results. A team is capable of accomplishing much more than the sum total of individuals together
to produce results.
Teamwork is stimulating; it encourages members to put in greater efforts and helps them to give
their best.
Pieces fit together without distortion and together produce some overall pattern.

TEAM BUILDING
1. TEAM works everywhere. 2. TEAM shows the customer that you care
3. TEAM builds confidence in you. 4. TEAM instills confidence in your customer
5. TEAM brings up SYNERGY
EVERY TEAM NEEDS A GOOD LEADER
Qualities of a successful Team Leader

Know your subordinates and treat them as human

Make no favors, dont bear grudges

Be approachable, you listen and when you tell they listen

You keep your words and you are honest

Be fair to your subordinates and organization

You work hard so your subordinates do not mind you expecting the best from them

One has to improvise his style to suit his work and the type of team he has to work with

Do I make a positive impression on my team members with my style of functioning to get
positive comments from them?
CHARACTERSTICS OF A GOOD TEAM
1. Clear objectives
2. Roles for all members clearly understood
3. Appreciation of each others qualities
4. Openness of thoughts , beliefs and actions
5. Trust among members
6. Co-operation in team members
7. Effective leadership
8. Ability to deal with conflict
9. Good communication
10. Purpose of unity
11. Shared goals and objective
Fundamental features of a team:

1. Strong and effective leadership,
2. The establishment of precise objectives,
3. Taking informed decisions,
4. The ability to act quickly so as to carry forward this decision communicating freely,
developing the necessary skills and
5. Techniques to fulfill the assigned tasks.
A team is a small group of people with complementary skills, who are committed to a common
purpose, performance goals and approach for which they hold themselves mutually accountable.
Repetitive tasks which require the members to assume a different fixed roles. These tasks are
usually familiar work performance and can be fulfilled independently.
The tasks that are to be performed by teams are basically categorized into three types.
1. Projects: which require creative input from members, though working in different roles. The
major attribute is to work in unison and generate new products.

2. Partners: that demands constant and creative input and establishment of new work
milestones. This style of working is more popular with senior levels of management.
3. The performance of a team depends upon the type of binding that exists between the group
members.
There are no significant incremental performance needs.
In such groups, the members interact only to share information, discuss practices and to make
decisions to help each individual perform effectively in his or her area of responsibility.
There exists a significant incremental performance needs and opportunity; there is no focus on
collective performance.
There is no interest in a common purpose or set of performance goals, though they work in a
group. Pseudo-teams are the weakest of all groups in terms of performance impact. Their
contribution towards the company performance is less.
There is a considerable incremental performance need and the members really try to improve
their performance impact. However, there is more need of clarity of purpose, goals and working
approach. It has not yet established collective accountability.
The most worthwhile performance gain comes in between the potential teams and real teams
These are the teams with small number of people having complementary skills that are equally
committed to a common purpose, goals and work approach for which they hold themselves
mutually accountable. Real teams are basic unit of performance.
This group meets all the conditions of real teams and also has members deeply committed to one
anothers personal growth and success.
Unlike teams, working groups rely on the sum of individual bests for their performance.
Pseudo-teams do not take any risks and hence, remain where they are potential teams take the
risk to climb the curve and face obstacles and they turn into Real teams and High performing
teams.
To build up high performance, the following guidelines are required:
- Establishing urgency and a sense of direction
- The selection of members should be on the basis of skills and not personality.
- Teams need complementary skills to perform the job. For effective performance, a mix of three
different categories is helpful.
a. Technical and functional skills
b. Problem solving skills
c. Interpersonal skills
- While selection the job profile of the individual is not the only basis but the necessary skill for
job performance.
- More attention needs to be paid to first meetings and actions. Initials impression goes a long
way.
- Too many potential teams fail to understand the importance of first meetings and instead
allow existing habits and operating styles to dominate, including an overemphasis on individual
instead of mutual accountability.
- The rules regarding the clarity of behavior set a code of conduct. All real teams develop rules of
conduct to help them achieve their purpose and performance goals. Rules are necessary for
focus, openness, commitment and trust.
- Spending time together: team must spend a lot of time together, especially at the beginning.
This time spend together can be scheduled and unscheduled creative insights develop when
personal bonding takes place.

Principles
In order to strengthen an organization it might be necessary to weaken a part of it.
Assign tasks that will allow the subordinates to grow and take on additional
responsibilities.
Let your team know you appreciate them
Each member has something to add to the team
Fix measurable goals to keep the team focused
Everyone in a team thinks in a different way
Have an open door policy if you want to be accessible
Do not bring problems, bring solutions
Be tough on problems not people.
INTERNAL CONFLICTS
When a large group of people works together then internal conflicts are likely to happen because
of different individual temperaments, mental setups, attitudes and behaviors. The internal
conflicts lead to problems of internal co-ordination. The causes of internal conflicts are
summarized as follows: -
Communication gap
Group & individual rivalry
Lack of communication skills
Violation of communication channels
Vested interests of few people controlling the masses, such as union leaders
Organizational climate Unfair system of reward and punishment may be responsible for
internal conflicts.
Poorly defined responsibilities when the responsibilities of the individuals in a group are not
clearly defined.
Role based conflict Depending on the importance of the role in the organization, one may have
more important position among his colleagues.
Aggressive nature of some of the individual
Favoritism shown by the superiors & leaders of team, etc.
EFFECTS OF INTERNAL CONFLICTS

The internal conflicts in the group or team may result into:
Reduction in the efficiency
Affecting the work progress
Affecting the revenue earned by the organization
Mars the image of the department

Creating poor IMAGE of organization for customers Customer feels less confidence and
realistic towards the organization and as such loses faith in organizations reliabilities, credibility
and goodwill.
WHY TEAMWORK IS REQUIRED ?
A team is therefore created out of necessity, the necessity to perform variety of tasks of a job by
group of people. If the entire team performs in an excellent manner, the goals are easily
achieved. Goals of the team are to achieve the organizations objectives
A team is developed wherever people have to work together to produce results.
A team is capable of accomplishing much more than the sum total of what the members are
capable of accomplishing individually.
Teamwork is stimulating; it encourages members to put in greater effort and helps them to give
their best.
Pieces fit together without distortion and together produce some overall pattern.
If work of everyone is interdependent and if we want to keep costs low and quality high, then we
need to implement actions that will:
Facilitate people working together (in other words instill a sense of teamwork in everyone)
Minimize waste and rework
In other words, manage your processes so outputs always meet or exceed specifications with
little waste from making mistakes. For this we need to develop team spirit and team values in
every employee.
TEAM SPIRIT VALUES
Values are beliefs people hold about what is right, moral, just, and so on. They serve as
guideposts for how to behave in different situations.
In an organization where teamwork is not practiced well, you might find managers and workers
blaming individuals when outputs dont meet specifications. This would indicate values such
as :
If I do a good job thats all I have to worry about.

Problems are the result of somebody elses creation
Individuals who make mistakes will only have to suffer the consequences.
Therefore we need to understand some of the Team Values and believe in them to be a successful
& effective organization.
TEAMWORK VALUE 1 :
WERE ALL IN THIS BOAT TOGETHER ORGANISATION, EMPLOYESS AND

CUSTOMERS.

This is the foundation value for teams and teamwork. If we are all in this together, then
our individual success depends on our mutual success and vice versa.
If you really believe the value were all in this together, when something goes wrong,
your first inclination wont be to find the culprit. And when the organization is successful,
you will take actions to share the rewards of that success and to recognize that everyone
played a part.
TEAMWORK VALUE 2 :
EQUAL IMPORTANCE FOR ALL MEMBERS, NO SUBORDINATES OR SUPERIORS

DISTINCTION IN WORK
Organizationally, this may sound controversial as it suggests that everyone is equal in

rank and authority, but this is not exactly what it means. Remember we are talking about the
teamwork attitude here, so this value has to do with how people view and interact with one
another.
DIFFERENT LEVELS OF RESPONSIBILITY, BUT ONE LEVEL OF ATTITUDE
This value does not mean that some people may not have more responsibility than others. This
value suggests to everyone we are going to focus on the reason we are all here: To better serve
our customers and generate the profit we need to stay in business and grow.
When a companys managers eliminate the superior- subordinate attitude and replace it with the
idea that we are all teammates, everyone feels more open to express whats on their minds.
Everyone will come to appreciate that all employees have something to contribute. They will
come to see that it makes sense to create an environment that :
Maximizes rather than restricts an employees contribution

Facilitates cooperation in executing processes
TEAMWORK VALUE 3:
OPEN, HONEST COMMUNICATION IS VITAL
For teams to prosper, teammates need to be able to speak candidly, honestly with one another.
For this they need following characteristics.
Empathy: Empathy has to do with proactively seeing the world from the viewpoint of others.
These others can be your teammates, supplier, customers, or members of other departments.
Listening: Along with empathy comes listening. Listening requires patience and concern to hear
the other party without any prejudice or presumptions.
TEAMWORK VALUE 4:

EVERYONE HAS OPEN ACCESS TO INFORMATION
Part of effective decision making at any level of an organization has to do with the information a
person has or needs. Today, information technology makes it possible for all employees to push
a few buttons and have access to any information they need to do their jobs. INFORMATION
FACILITATES COOPERATION
FOCUS ON PROCESSES
The work in an organization is a big process. Teamwork is the collection of many individuals
work. Still many managers tend to forget this and focus on the behavior of individuals separate
from the system and its processes as the key to success. We need to focus on the process as a
whole and not as an individuals success or failures but that of the team.
Every team needs a good leader.
The performance of any team depends on the quality of its collective thinking. How good are its
decisions? This reflects the quality of the decision-making processes. The leader should strive to
achieve a positive atmosphere, free from rigidity and envy, in which people compete with ideas-
not egos. Team-work does not function if the leader consistently puts forward ideas before others
have had the chance to speak. In the classic Japanese method, the leader listens silently until
every team member has expressed an opinion before making the decision for the whole team. A
true team leader will facilitate, inspire, and implement rather than control as shown in the
figure below.
FACILITATE INSPIRE IMPLEMENT

Communica
Communica
Visi tion
tion
Visi
on
on Self-
Self-
belief
belief
Commit
Commit Visibil
ment Visibil
ment ity
ity
Result- Integr
Integr
Result-
focused ity
ity
focused
Attent Cour
Cour
Attent age Teamw
Teamw
ive
ive age ork
ork
The above picture shows the qualities which a leader should have in order to successfully lead a
team. Five of them are inner strengths namely:-
1. Vision. 2. Self-belief. 3 Result-focused. 4 Courage. 5 Integrity
Five outer signs of great team-leadership are :-
1. Communication 2 Commitment 3. Teamwork 4.Visibility 5.Attentiveness
Leadership and Team building Skills - Case Study 1.
Scenario 1
Mr. Goni is a JTO supervising an RSU connecting two SEZs in Noida, UP. Recently, the RSU
had a prolonged outage of 5 hours. The expected MTTR(Mean time to repair) is approximately
20 minutes. One of the IT consulting companies in the SEZ (who lost a big contract due to this
communication blackout) asked a few questions from the BSNL staff and sent the analysis below
to the GMTD, NOIDA.
One JTO (Mr Goni), one TTA (Mahesh) and 2 TMs (Mahto and Jaswant) are permanently
posted in the RSU. There was as short circuit in the float rectifier at 0900 hrs. The JTO was
not present on site. The TTA logged the fault but did not inform the JTO.

The TTA tried to rectify the fault. The spares were locked in a store. One of the TMs had the
key to the store. But the TM would not release the spares without authorization by the JTO.
The exchange ran on battery power for nearly one hour before shutting down.
The MSU staff noted that the RSU was down and contacted the JTO. The JTO rushed to the
site, opened the store, replaced the faulty rectifier cards and got the power running. But the

RSU did not restore. Other services such as mobile and WLL also did not restore as the
STM-1 equipment was down.
One of the TMs (Mahto) had an Airtel connection and with that the staff contacted SDE
(Transmission). He was asked to send staff to restore the SDH equipment immediately but he
refused saying that no one was available.
Meanwhile two hours passed and irate customers started crowding the RSU. Someone called
the GMTD.
GMTD called the DGM. DGM rushed to the site and ordered SDE (Transmission) to send
someone immediately. SDE (transmission) revealed that the TTA posted in the RSU was
trained in SDH and should be able to restore services.
Under pressure from the DGM and irate customers, the TTA reset the STM-1 configuration
and restored the SDH links. Mobile and WLL restored immediately and the exchange
restored after download from the MSU.
Interactive Session
The lecturer may ask the following questions (or any other questions) to the course participants
and get a discussion ongoing. The points made may be noted on a flip chart. Broadly, the
discussion should succeed in identifying the areas of leadership and team-work failure.
Question 1: Who should be blamed for the outage time lasting 5 hours, the JTO, the TTA, the
TMs, the DGM or perhaps the GMTD?
Question 2: Why do you think the TTA did not inform the JTO? Was it right?
Question 3: Why do you think the JTO did not allow stores to be issued without his permission?
Was it right?
Question 4: Why didnt the TTA volunteer to restore the STM-1 when the power came back?
Was it right?
Question 5: What corrective action should the supervisor the JTO- take to prevent the
reoccurrence of the incident?
Question 6: What corrective action should the staff the TTA and TMs- take to prevent the
reoccurrence of the incident?
Question 7: What should be the role of the senior management- the DGM and GM- in future?
Scenario 2
Thero is a TTA posted in a remote village in Manipur maintaining and AN-RAX exchange and
one mobile BTS. The working connections are 100 landline and 150 mobile connections. There
is a waiting list of 100 but these people live behind a hillock where there is no mobile coverage.
And there is no distribution cable laid out in that area.
Thero is a devout Christian. Unfortunately his church is behind the hillock. His pastor regularly
reminds him that they are waiting for a BSNL connection. That worries Thero a lot. He is widely
respected in the village as the one who connects the remote village to the rest of the world.

Many times, Thero put up the case of laying distribution cable to his seniors in Imphal. The case
was rejected as currently there was a ban in SSA on laying out new distribution cable. Thero also
does not have much support from lower staff. He has two TMs who are irregular in attendance
and one RM, who is sincere but not skilled.
Then Thero made a plan. In the next meeting he attended in Imphal he promised that he would
single-handed clear the entire waiting list in his village provided he is issued some distribution
cable from the maintenance reserve. His DE who belonged to the same village, agreed.
Thero got the cable. The next challenge was to lay out the cable.
Firstly, he called his staff, the two TMs and RM. He began quietly, This project of giving
connections to our church and villagers is bigger than any of us. We have put overcome all our
failings and for once put in our best. Not because we will get paid for itwe will get paid
anyway.but because the seniors and the entire village are looking up to usand we have to
deliver. Inspired, his staff came out with their problems. The TMs said that they were could not
attend regularly due to household problems. Thero promised to speak to the village headman to
resolve the issues. The RM was not skilled in jointing. Thero promised to get him trained
immediately.
Next, he met the village council and the pastor. He arranged for two teams of volunteers to do the
digging.
A month later Thero was ready with his men and material. Four months and a lot of hard work
later, the distribution cable reached the last person the waiting list. That Sunday there was a
special prayer service in the church for all the people who contributed. A special invitee to the
ceremony was GMTD Manipur who was asked to cut a cake celebrating the second monthly
anniversary of the churchs brand new (and fault-free up to now!) BSNL connection!
Interactive Session
The lecturer may ask the following questions (or any other questions) to the course participants
and get a discussion ongoing. The points made may be noted on a flip chart. Broadly, the
discussion should succeed in identifying the areas of leadership and team-work success.
Question 1: Was Thero right in doing what he did?
Question 2: Compare Thero and Mr Goni (from previous example) as leaders.
Question 3: Compare their staff.
Question 4: What was the role of the top management here?
Question 5: What should Thero plan for the village now?
Question 6: How do you think his staff should support him?
Question 7: How should the senior management support him?
Question 8: Theros case. Is it one isolated incident or many such things can happen all over
BSNL?

Transactional Analysis
CHAPTER 2
TRANSACTIONAL ANALYSIS
Introduction
All of us are social beings and interact with others in the process of satisfying
our human needs and achieving our goals. In management, irrespective of
your level, you have to interact with others peers, superiors and
subordinates. And most importantly, in some organizations, with general
public. You may have to communicate with people of different sexes, ages,
education, skills, personalities and temperaments. Ability to understand the
nature and dynamics of interactions with others will help an individual to
become more effective communicator which means more positive respect
for self better performance and achievement of organizational goals, more
satisfied and committed employees, effective relationships with superiors
and peers, more satisfied consumers or clients. Transactional Analysis deals
with improving these interactions.
Lesson Objective:
Understand Concept of Transaction Analysis
Understand Structure Analysis-PAC model
Learn & understand Transaction types
Understand Strokes and Life positions
What is Transactional Analysis?
Transactional Analysis (T/A) is one of the tools developed by behavioural
scientists which is used for analysis of transactions or understanding of
communications that occur between people. It is a rational approach to
understanding behaviour and is based on the assumption that any person
can learn to trust himself or herself, think rationally, make independent
decisions, and express feelings. Transactional Analysis is a tool but also a
complete theory of personality, containing techniques of psychotherapy for
personal and social growth. A transaction means any exchange or
interaction that occurs between two or more persons. Transactional analysis
concerns itself with the kinds of communication both verbal and non-verbal
that occur between people. The emphasis of Transactional Analysis is upon
positive communication. Transactional Analysis is widely utilised as a
consultation method in educational programmes, social institutions,
business, hospitals, churches, government organizations, and other
organizations, but more recently it is widely used in family, couples and
individuals work.
What does Transactional Analysis do or not do?

Transactional Analysis increases understanding of self and others. It

decreases tendency to be critical of self and others. Transactional Analysis
helps reduces stress, frustration and anxiety levels! A few hours exposure to
Transactional Analysis is not necessarily going to result in any person being
transformed in to a happy and an effective person. Transactional Analysis
does not erase all human relations difficulties. Many companies have
successfully incorporated Transactional Analysis training in to their overall
personnel development programmes. These organizations represent private
and public sector industries. State Governments, police systems, educational
institutions, municipalities, and professional associations. The benefit which
an organization derives from Transactional Analysis are better process
diagnosis; clearer problem analysis;reduced non-communication: new tools
for selecting people for entry and promotion; and less psychological
pollution.
Structural Analysis: According to Transactional Analysis theory,
everyones personality has three parts, called ego states. These ego states
are named Parent, Adult, and Child. When we capitalize these words, we are
talking about ego states rather than real parents, adults or children.
structural analysis involves analyzing the personality to discover the nature
of our ego states. You can use structural analysis to better understand who
you are and how you got that way. It will help you learn about the various
sources of thoughts, feelings and opinions in your personality. Knowing your
personality better can add to your effectiveness on the job.
The Parent Ego State: Behaviors, thoughts, and feelings copied or injected
into us from parent figures. That part of us which behaves In 'parental' ways.
Parent is made up of a huge number of hidden and recorded playbacks.
Parent is our Taught' concept of life. P stands for externally originated
influence. Examples: never, always, dont do that, once for all,-
Controlling Parent: Nobody can leave until this report is finished
Structuring(comparing to family traditions and ideals) (positive) and Critical
(negative)-
Nurturing Parent: Im sorry youre not feeling well today. [permission
giving, security-giving) (positive) and Spoiling (negative)]
The Adult Ego State: Behaviors, thoughts, and feelings which are in
directresponse to the here and now The logical, matter of fact, part of us.
The adult inus begins to form at around ten months old, and is the means by
which we keepour Parent and Child under control. Adult is our 'Thought'
concept of life. A stands for Internalized new learning. Examples: why,
what, how, who, where and when, in what way, true, false, probably
The Child Ego State Archaic behaviors, thoughts, and feelings replayed
from childhood. The part ofus, where we hold our most powerful feelings
sadness, anger, joy, fear, guilt, disgust etc., Anger or despair dominates
reason when the child is in control. Childis our 'Felt' concept of life. C stands
for internally originated influence. Examples: Oh! No, I wish, I dont care,
things never go right for me, the worst day of my life etc.

Free or Natural Child (FC or NC): This is the source of our spontaneity,
energy and curiosity, with all our potential for life. It represents the way we
are when weare born natural, loving, carefree, adventurous and trusting
with all our capacities for leading a joyful and meaningful existence. This part
of us knows no rules and consequently operates without regard for others
and is unconcerned about their reactions. Witness the behavior of the
twelvemonth- old exploring its environment! Of course, it would be
impossible to maintain the structure of society on such a basis, and without
some adaptations. In fact, in many grown-upsthe adaptations are so
extensive that they rarely use their Free Child. Some examples of the
expression of the Free Child in an organization are: the joy of major
breakthrough in research and the fun at an office party
Adapted Child: As suggested, it does not seem possible to live in a
continuous Free Child state and live with other people at the same time.
From an early age,we make adaptations to help us get along with and get
attention from authority figures, most notably our own parents. Some of
these may develop in line with general practice in our society, eg., specific
modes of eye and body contact; saying please, thank you and sorry at
the appropriate times; not making personal comments about others in
public. Note how uncomfortable we often feel with those who have not
adapted to these culturally agreed ways of behaving. Many more adaptations
are unique to the particular family and its situation, and are important in
marking us out as individuals. Some examples that create problems in
adulthood and are relevant to organizations are compliance, procrastination
and rebellion.
Little Professor: Another functional aspect of the Child ego state is
frequently introduced and used, although its relationship to the other two is
unclear. This isthe Little Professor, the intuitive part of us that senses things
about other people in a flash. This part of us has those brilliant, non-logical
insights giving us solutionsto problems that typify some of the major
breakthrough in the growth of scientific knowledge. Ego states
recognition:P - Judgmental, critical, paternal/maternal, guiding, bossy,
dictatorial, nurturing - Non-emotional, factual, information gathering of
information givingC - Creative, curious, inventive, playful, childlike, joking,
emotional
Transactions and its Analysis Transactional analysis is related with
the way in which individuals interact with each other. It explains the
mechanism that takes place when people are having conversation or are
trying to exchange their thoughts, feelings and ideas with each other. Thus,
Transactional Analysis essentially refers to the analysis of interactions
between people. According to Transactional Analysis, transactions is stimulus
plus response (S+R). If two or more people encounter each other, sooner or
later one of them will speak, or give some other indication of acknowledging
the presence of the others. This is called the transactional stimulus.
Another person will then say or do something which is in some way related to
the stimulus, and that is called transaction response. Transactional Analysis

involves the study of the social transactions between people and it deals
with determining which part of the multiple-natured individual is being
activated Parent, Adult or Child. Transactions and its Types: Normally
there are three types of transactions:(1) Complementary Transactions;(2)
Crossed Transactions;(3) Ulterior Transactions:
Complementary Transactions: A transaction is complementary when
communication continues on parallel lines between individuals and the lines
of stimulus and response are parallel. Thus, the message transmitted from
one ego-state elicits an expected and appropriate response from the proper
ego-state of the other individual. The transactions are complementary
because both are acting in the perceived and expected ego-states. Usually,
in such a case, both individuals are satisfied, everyone feels OK and the
communication is complete. Complementary transactions can take
placebetween A-A, P-C, P-P and so on.
Crossed Transactions: The lines of stimulus and Response cross each
other in case ofcrossed transactions. Whenever the stimulus and response
cross on the P-A-Transactional diagram, communication stops. Transactions
become uncomplimentary. The message sent by one ego-state is responded
to from an incompatible, unexpected ego state of another person. The
inappropriate response generates feelings of hurt and anger and the
individuals, instead of coming closer, divert from each other. Crossed
transactions are the source of much interpersonal conflict in an organisation.
Theyinhibit free flow of ideas, free thinking, creativity and social interactions.
Crossed transactions have many possible dysfunctional consequences for the
organisation.
Ulterior Transactions: The ulterior type of transactions are most complex
because the communication has double meaning as more than ego-states
are involved in them.When ulterior message is sent, the literal and intent
meanings are not one and the same. Ulterior message is often disguised in a
socially acceptable way. On the surface level, the communication has a clear
Adult message, whereas it carries a hidden message on the psychological
level. Ulterior transactions like crossed transactions are undesirable as they
damage interpersonal relationships.
Strokes: Youve seen that transactions can be open, blocked, or ulterior. Its
also important to recognize that whenever two people are transacting, they
are exchanging strokes. In Transactional Analysis language, the term
stroke refers to the giving of some kind of recognition to a person. This
may or may not involve physical touching. As we grow from infancy into
childhood and then adulthood, we do not entirely lose our need for stroking.
Part of our original needfor physical stroking seems to be satisfied with
symbolic stroking. We no longer need constant cuddling, but we still need
attention. When we receive a stroke, we may choose to feel either good
(positive stroke) or bad (negative stroke). For example, ignored children will
engage in all sorts of creative acts to get stroked. Often such children quickly
learn that they can get strokes by:- talking in a loud, whiny, high-pitched
voice,- spilling milk on a clean table cloth, and- injuring themselves Giving

and receiving strokes_ Dont be insincere_ Accept strokes positively from

other people_ Make a conscious effort to give strokes to other people_ Ask for
strokes when you feel you need them_ Give yourself strokes when you feel
you deserve/need them
Life positions Another way of looking at relationships between people is
through the concept of life position, sometimes referred to as the basic
position or existential position. A persons life position at any given time
expresses in some way just how that individual is relating to others in terms
of thinking, feeling and behaving. There are four basic life positions, shown
below:
Examples of Life Positions The idea of life positions can be demonstrating

the following examples.
1. Hey, we did a good job there, says the boss. Yes, things ar really going
well for us now, says the subordinate (Im OK, youre OK) Key words are
Cooperate, share. You believe in yourself and others, are trusting and tend
to get on with life
2. Your work is not up to the standard I need in this department! says the
boss (Im OK, youre not OK) Key words are Submit to, concede. You have a
low opinion of your own value and poor self esteem; lack self confidence and
expect things to go wrong A negative outlook tends to lead to a self fulfilling
prophesy and you often lose out in situations
3. I wish I could keep on top of things the way you can, says the
subordinate (Im not OK, youre OK) Key words are Compete,
aggression. You will tend to be competitive. You may not cope well with
failure, look down at others, blame other people and see them as cause of
your failure.
4. Well, I dont know what to do and you dont know what to do. What a
mess! says the boss. (Im not OK, youre not OK) Key word is Avoid. Life
may seem to be futile and that nothing can be done to improve things. A life
of rejecting and feeling rejected
Games It is an ongoing series of transactions that ends with a bad feeling for
at least one player. Games are designed to prevent intimacy. Games support
original decisions and are part of a persons life script (a plan for life, or a
conclusion that was reached about how to behave in order to survive in this
world). The life script supports early decisions and bring people the kinds of
strokes to which they are accustomed. Games are exchanges of strokes that

lead to payoffs of bad feelings and advance the script. TA helps people
become aware of the nature of their transactions with others so they can
respond to others with directness, wholeness, and intimacy. Common games:
1. Poor me; 2. Martyr; 3. Yes, but; 4. If it werent for you; 5. Look what you
made me do; Conclusion: Transactional Analysis is a tool but also a
complete theory of personality, containing techniques of psychotherapy for
personal and social growth. A transaction means any exchange or
interaction that occurs between two or more persons. Ability to understand
the nature and dynamics of interactions with others will help an individual to
become more effective communicator which means more positive respect
for self better performance and achievement of organizational goals, more
satisfied and committed employees, effective relationships with superiors
and peers, more satisfied consumers or clients. The main aim of TA is to get
an individual in a position of autonomy by: _ Becoming aware of your life
stance _ Adopting a more positive view of yourself and other _ Recognizing
that you can alter the way you behave _ Recognizing that you and you alone
control your life and destiny It is a theory about: Personality,
Communication, Relationships, Child Development, Psychopathology The
Philosophy of TA Im OK, Youre OK, Everyone has the capacity to think,
People can decide their own destiny and People can change their decisions
The Goals of TA Autonomy, Awareness, Spontaneity, Intimacy

Communication Skills
CHAPTER 3
COMMUNICATION SKILLS
Introduction
Communication is the transfer of information and understanding from one person to another. It is
a way of reaching others with ideas, facts, thoughts, feelings, and values. It always involves
atleast two people a sender and a receiver. Communication is what the receiver understands
and not what the sender says.
Organisations cannot exist without communication. If there is no communication, employees
cannot know what their coworkers are doing, management cannot receive information inputs,
and supervisors cannot give instructions. Coordination of work is impossible, and the
organisation will collapse for lack of it. Cooperation also becomes impossible, because people
cannot communicate their needs and feelings to others. We can say with confidence that every
act of communication influences the organisation in some way.
When communication is effective, it tends to encourage better performance and job satisfaction.
People understand their jobs better and feel more involved in them. One of the main hindrances
for the successful performance of a group or organisation is lack of effective communication.
Because, individuals spend nearly 70% of their working hours communicating, writing, reading,
speaking and listening. So communication skill is one of the essential qualities required for every
individual, whether in a group, work place, family or in any situation. It is worth remembering,
"Communication can make or break a relationship". As such, communication skill is a
personality trait to be developed by all. Like other social skills, communication skills can be
taught and learned, and they improve with practice.
Before going into the details of communication skills., we should discuss communication: - its
definition, objectives, media, principles, types, barriers etc.
Definitions: Few of the important definitions of Communication given by Management

experts are:
Communication is the interchange of thoughts or information to bring about mutual
understanding and confidence of good human relations. (American Society of Training
Directors)
Communication is an exchange of. facts, ideas, opinions or emotions by two or more
persons. (Rumania and Summer)
Communication means Understanding. (C.G Brown)
The dictionary defines communication as a process by which information is exchanged between
individuals through a common system of symbols, signs or behaviour.
Skill is defined as a learned power of doing something competently and something that is a
developed aptitude or ability. Put the two together and it is obvious good communication skills
can be learned and that those skills can be used to effectively deliver your message. Human
communication is purposive and so understanding is vital in the process of communication.

Any communication involves four essential elements, viz.
The message
The source
The receiver
The channel
THE COMMUNICATION PROCESS
The process of communication involves six stages. The first three stages occurring at the
sender's end and the remaining three at the receiver's end as shown.
Barriers
Develop Encode Transmit Bridge Receive Decode

Idea of
meaning
Steps: 1 2 3 4 5
AT SENDER'S END
1. IDEATION Step 1 is to develop an idea that the sender wishes to

transmit. This is the key step, because unless there is
a worthwhile message, all the other steps are
somewhat useless. This step is represented by the
sign, sometimes seen in an office, that reads, Be
sure brain is engaged before putting mouth in gear..
2. ENCODING Step 2 is to encode the idea into suitable words,

charts or symbol for transmission. At this point the
sender determines the method of transmission, so
that the words and symbols may be organised in
suitable fashion for the type of transmission.
3. TRANSMISSION When the message is fully developed, step 3 is to

transmit it by the method chosen, such as by memo,
phone call or personal visit. Senders also choose
certain channels, such as bypassing or not bypassing
the superintendent and they communicate with
careful timing. Today may not be the right day to
talk to ones manager about that pay raise. Senders
also try to keep their communication channel free of
barriers, or interference, so that their messages have
a chance to reach the receivers and hold their
attention.

2.2 AT RECEIVER'S END
4. RECEIVING he encoded message sent by the sender is

received by the receiver, who tune to receive the
message. If the receiver does not function, the
message is lost.
5. DECODING Step 5 is to decode the message so that it can be

understood. The receiver tries to get the
meaning or understand from the symbols by the
sender.
6. ACTION The receiver gets the message and acts or

responds in some way.
For effective communication mutual cooperation between the sender and receiver is
essential. It is desirable that the receiver pays proper attention, gives feedback or
response to the sender so that two-way communication is established. For effective
communication, sharing of ideas or thoughts is a necessary condition, which can be
achieved only through participation.
Rule of FIVE for Effective Communication
When communicating any message, one should ensure for effective communication that
the receiver:
1) Receives the message

2) Understands the message
3) Accepts the message
4) Uses the message and information in the message
5) Sends feedback to the sender
Objectives of communication:
Communication can be used for any one or more of the following objectives:
Information Advice Order

Suggestion Persuasion Educat
ion
Warning Raising morale Motiv
ation
The main goals of communication are to build interpersonal relationship and to influence
others.
Media of communication:

Communication is possible through a vast variety of media. For communication to be

effective, the communicator has to be very careful and judicious in the choice of media,
which will depend on the factors like the urgency of the message, the time available, the
expenditure involved and the intellectual and emotional level of the receiver. Available
media of communication can be broadly classified into six groups:
I. Written communication II. Oral communication
III. Face-to-Face communication IV. Visual communication
V. Audio-visual communication VI. Silence
Written communication includes letters, circulars, memos, telegrams, reports, minutes,

forms and questionnaires, manuals etc. Merits and limitations of written communication.
Merits Limitations
It is accurate and precise. It is time consuming.
It can be repeatedly referred to. It is costly.
It is a permanent record. Quick clarification is not possible.
It is a legal document.
It facilitates the assignation of responsibilities.
It has a wide access.
Oral communication includes face-to-face conversation, conversation over the

telephone, radio broadcasts, interviews, group discussions, conferences and seminars,
speeches etc. Merits and limitations of oral communication are:
Merits Limitations
Saves time and money. Not suitable for lengthy messages.
More powerful means of persuasion and control. Cannot be retained for a long time.
Speaker gets immediate feed back. Does not have any legal validity.
Helps to promote friendly relations. Greater chances of misunderstanding.

Useful at assemblies, meetings etc. Cannot assign specific responsibilities.
Merits Limitations
Facial expressions and gestures help to Difficult to practice in large-sized

communicate better and it is almost perfect. organisations.
Particularly suitable for discussions. Not effective in large gatherings.
Ineffective if the listener is inattentive.
Visual communication includes printed pictures, posters, slides, film strips etc. But
visual communication alone is not enough. It can be effectively used only in combination
with other media.
Audio Visual Communication that makes use of telecasts, short films on cinema screen
and videotapes is the latest medium of communication. It is a combination of sight and
sound and most suitable for mass publicity and mass education.
Silence can effectively communicate a number of responses. Silence is more eloquent

than words- is not a meaningless adage. Silence can very effectively convey such
responses as disapproval, anger or indifference.
Principles of communication: (6 Cs)
The six principles of communication discussed below are of fundamental importance and
relevant to all media but they are most important to 'written communication.
(A) Clarity: - Use Simple words and concrete expressions. Prefer active voice than
passive voice. Avoid usage of 'Jargons' and ambiguity.. Jargons refer to special language
of an organisation. Eg., CGM, PGM, DGM, DE, SDE, JTO, EE, AO, DA etc.
Use short sentences whether in oral or written communication. Long sentences seem to
be complex. It is a very common trend in our correspondences to combine two or three
sentences into a long sentence. As a convention, if a sentence runs beyond 30 words it is
better to split into two sentences.
(B) Completeness:- While answering a letter make sure that the receiver is not in any
doubt about anything contained in it. Check for the five W questions- Who?, What?,
Why?, Where? and When? to ensure completeness.

(C)Conciseness:- Be as brief as possible since brevity in expression effectively wins

the attention of the reader. Brevity should not be at the cost of appropriateness, clarity
correctness, completeness or courtesy. Organise well, include only relevant facts and also
avoid repetition.
(D) Consideration: - Show consideration to the reader/listener. Adopt 'you' attitude than
'we' attitude. Emphasize positive, pleasant facts.
(E) Courtesy:- Following principles help to promote courtesy which demands a friendly
behaviour towards others. Answer the letters promptly as far as possible, omit irritating
expressions, especially personal attacks and apologize sincerely for an omission or thank
generously for a favour.
(F) Correctness:- Give correct facts, send the message at correct time and in correct
style through appropriate media -Telegram, Fax, E-mail, Telephone etc
Types of communication
Depending upon the purpose and channel there are 5 different types of communication as
below.
Downward Communication, Upward Communication, Horizontal/Lateral

Communication, Grapevine Communication and Consensus.
Downward Communication:-
Downward communication refers to exchange of ideas with subordinates and people at

lower levels. Unfortunately, even with the help of elaborate techniques and skilled staff
assistance, management has done a poor job on many occasions. Colourful booklets,
expensive multimedia presentations and elaborately planned employee meetings often
fail to achieve employee understanding. The key to better communication lies not just in
colour, action, and electronic aids, but in more human oriented managers who are
sensitive to human needs, prepare carefully and anticipate problems.
Objectives of downward communication are:
To give specific directions to subordinates.

To explain policies and organisational procedures
To appraise the subordinates, of their performance.
To give the subordinates information about the rationale of their job.
There are four cornerstones that act as prerequisites to a solid approach.
Managers need to develop a positive attitude.

Managers must continually work to get informed seek out relevant information
of interest to employees, share it and help employees feel informed.

Managers need to consciously plan for communication and do this at the

beginning of a course of action.
Developing trust between senders and receivers is important in all
communication. If subordinates do not trust their superiors, they are not as likely to listen
or to believe managements messages.
Oral and written media can be used for downward communication.
Essentials of downward communication are:
Adequate information
Clear about how much to communicate
Delegation of authority to lower levels
Pass on to the correct person.
Limitations of downward communication are:
Under communication:- Sometimes superiors act in a presumptuous manner -

Incomplete instructions will lead to unsatisfactory performance.
Over communication:- Too much talk by superiors lead to leakage of confidential

information.
Delay:- By the time message reaches lowest level it may have lost its relevance.
Loss of information: - When it comes to lower levels unless fully written. Experiments
showed that only 20% of communication, sent downwards through 5 levels of
management, finally gets to the workers level.
Distortion:- In long lines of communication, information is not only lost but also
distorted.
Resentment by subordinates:- Built in resistance - because subordinates do not get

opportunity of participation in decision -making.
Upward communication
Upward communication refers to exchange of ideas with superiors and people at higher
levels
A main objective of upward communication is feedback, which gives employees,
opportunity to vent their problems and grievances, constructive suggestions, easier
introduction of new schemes and greater harmony and cohesion among the personnel at
different levels. If the two way flow of information is broken by poor upward
communication, management loses touch with employee needs and lacks sufficient
information to make sound decisions. Management needs to tune in to employees in the
same way a person with a radio tunes in. This requires initiative, positive action,

sensitivity to weak signals and adaptability to different channels of employee

information. It primarily requires an awareness and belief that upward messages are
important.
Essentials of upward communication are:
Superiors get close to subordinates

Keep line of communication short
Prompt redress of legitimate grievance
Limitations of upward communication are:
Reluctance to express themselves
Fear of criticism as weakness
Great possibility of distortion
Depressed superiors feel insulted.
Horizontal/Lateral communication
Horizontal communication refers to exchange of ideas between people of same level
Grapevine communication is an informal channel of communication.
5. Consensus
Decisions unanimous
Quite familiar in politics
It can be applied among officials also.
Barriers to communication:
Even when the receiver receives the message and makes a genuine effort to decode it,
there are a number of interferences that may limit the receivers understanding. These
obstacles act as barriers to communication, and may entirely prevent a communication.,
filter a part of it or give it incorrect meaning.
There are a number of factors, which act as barriers to effective communication. Some
of them are:
Wrong choice of media.
Physical barriers - Noise, time and distance.
Semantic - Interpretation of words, by-passed instructions,
denotations and connotations.
Different comprehension of reality- Abstracting, slanting,
Socio-psychological barriers - Attitudes and opinions.
Filtering - Sender manipulating information so that the receiver will
see it more favourably.
Selective perception.
Emotions - How the receiver feels at the time of receipt of a
communication influence how he interprets. In an emotional state of

worry, excitement, fear etc., we will not be able to convey or accept

messages in their real sense.
Language - Words mean different things to different people
depending on age, education and culture.
Source of communication - biased notion.
Inattentiveness
Faulty transmission
Poor retention

Communication skills encompass a variety of strategies and techniques that aid.

interpersonal interaction. Using good communication skills is not a matter of simply
being nice. Rather, communicating well facilitates information sharing, perspective-
taking, and genuine understanding. When communication flows well, conflict is more
likely to be resolved in a collaborative fashion, rather than escalating to destructive
levels. Key elements of effective communication skill are: (1) Active Listening Skills arid
(2) Feed Back Skills.
Active Listening Skills:

Listening is making sense out of what we hear. This requires
i) Paying attention
ii) Following - to give indication to the speaker that you are with him or her.
iii) Reflecting - to ask the speaker whether you have correctly understood him by
repeating what you have heard in your own words
Active listening requirements: -
Listen with intensity, acceptance, empathy and willingness to take responsibility. Many
of us have bad listening habits. Human brain can handle things at a speed four times the
speed at which one speaks. Hence, at the time of listening, our lazy mind will be
wandering in other matters like vacation, friends, selecting a vehicle etc, etc. In such
occasions, we will not understand the message correctly. An active listener concentrates
intensely on what the speaker is saying, summarize and integrate what has been said. If
ways to develop active listening skills are:
Make eye contact.

Exhibit affirmative head nods and appropriate facial expressions.
Avoid distracting action or gestures - look into the watch, play with pencil, shuffle
the papers etc.
Ask questions - ensures understanding
Paraphrase - Paraphrasing means repeating the matters told by the other person in
our words. Eg. Do you mean? You cannot paraphrase if your mind is wandering.
Avoid interrupting the speaker. Do not over talk.
Make smooth transitions between the roles of speaker and listen.
Feedback Skills
The Feedback can be positive or negative depending upon the situations.
Positive Feed Back Vs Negative Feed Back
If positive, feedback is likely to be If negative, feedback is often

given promptly and enthusiastically. avoided, delayed or substantially
Positive feedback is always distorted. Negative feedback often

accepted, because every body likes meets resistance. Should we avoid

to hear good things about them. negative feedback? No, we should
be aware of the possible resistance
and at the same time, the negative
feed back should be used at a
circumstance in which it is likely to
be accepted. Experiments show that
negative feed back is most likely to
be accepted when it comes from a
credible source or if it is objective
in form.
Ways to develop effective Feed Back Skills are:
Focus on specific behaviors.

Eg. Your attitude is not correct, I liked your work etc. are not specific. At the same time,
the following are specific. Eg. You came half an hour late in yesterdays meeting and this
attitude of you is disturbing me. Your work last week has increased the revenue by 20%.
That is good.
Keep feed back impersonal

General and impersonal feed back especially, when it is negative. Avoid counter
productive words like stupid, incompetent etc.
Keep feed back goal oriented.
Make feed back well timed

Feedback is effective only when it is given immediately. In some cases well-timed means
some what delayed.
Ensure understanding
Remember, every successful communicator requires both transference and understanding.
A breakdown in communication usually takes place due to lack of organizing and

planning beforehand. A few basic guidelines will result in successful communication
whether it is written down or spoken.
How to plan written communication?
Assemble the information you need.

Check and double check that the information is accurate.
Make notes to form an outline.
Prepare a draft copy.
Read the draft and amend where necessary.

11.0How to plan spoken communication?
Make notes on what you intend to say.

Choose the right time to say it.
Select your words carefully.
Make sure the information is given to the right person.
Try to judge the other persons reaction.
In this age of information explosion, knowledge is power and communication is the

tool/instrument for transferring knowledge and wielding power.
**************

Change Management
CHAPTER 4
CHANGE MANAGEMENT
When the speed of change outside the organization exceeds

the speed of change
within ... The end is in sight!
~Jack Welch, C.E.O., General Electric
INTRODUCTION :
Globally the telecom industry is changing from Government monopoly into competitive industry
with multiple service providers and a regulator. This ishappening in India too. The market size of
the telecom service industry has grownfrom 40 million customers in the year 2000 into 380
million as of now, in whichBSNL share has come down to appx 19.7% in December 2008. This
was due tothe slower growth of customer base of BSNL in a rapidly expanding market.
Theprivate companies could show greater dynamism in adding customers than BSNL. To cope
up in the new environment BSNL needs to know and initiate necessary changes in all its profile.
This topic highlights the Organizational Changes and Change Process.
Why Change ? Causes of Change :
1. Liberalization and Globalization- Privatization: Monopoly protection disappears.
2. Technological change continues to accelerate so the speed with which obsolescence occurs is
also increasing. Organizations can not ignore development which could give advantages to their
competitors and it is only very rarely that a new development can be substituted for an old one
without causing changes to skills, jobs, structures and often culture.
3. Competition is increasing and becoming more global. Modern organizations are compelled to
attain the standards of quality and cost achieved by the pace-markers in the industry.
4. Customers are more demanding and will no longer accept poor service or low quality. To be
competitive organizations have to respond more rapidly to customer needs and these change over
time.
5. Shareholders demand more value. The influence of the money markets on demands for
corporate performance. What happens when organizations fail to adapt ? the answer is
unequivocal : They become extinct. But much before such a catastrophe, one can diagnose the
syndromes of organizational maladjustment. Here is a list of some such syndromes:
a) Lack of strong direction from top management. Not enough structure order or guidance
leading to activity trap i.e. doing things without knowing where one is heading to. (Amoeba)
b) A Situation upheaval where leadership, responsibilities, functions and resources are in dispute.
(Anarchy)
c) Clinging to obsolete products, services and practices which no longer have potential for
sustaining livelihood. (Buggy whip)
d) No future orientation, Little thought to strategy, sense of direction and advance planning .
Live day to day, week to week. (Myopia)
e) Toxic climate coming from oppressive, primitive, slave driving policy. (Rat- race )

Change Management
f) Too much administrative or, executive control from the parent body Decision marking
autonomy is seriously impaired. (Remote control)
The above list of syndromes of organizational maladjustment is meant to draw the attention to
the fact that failure to change at an appropriate time typically results in some acute or chronic
malaise for an organization eventually forcing it to die.
NATURE OF CHANGE
Organization introduce changes through people. Unless the people are willing to accept the need
and responsibility for organizational change, indeed changes can never be translated into reality.
1. Individual change and organizational change : When the issue before you is management of
change, it may be useful to note the difference between individual change and organizational
change, although the two are interwoven. Individual change is behavioral determined by
individual characteristics of members such as knowledge, attitudes, belief, needs, expectations
etc. It is possible to bring about a total change in an organization by changing behavior of
individual members through participative educative strategy. Time and difficulty involved in
change is depicted in fig below.
Compared to individual behavior, knowledge of individual and attitude is easier and less time
consuming to bring change. Changing individual behavior is really time taking & difficult task.
We often assume that having enough knowledge and a positive attitude toward something will
naturally result in changing behavior or modification towards that direction but it does not
necessarily happen. Forexample, we know that honesty is the best policy. We might have
favorable attitudes towards people who are honest and dislike those who are dishonest but in
certain situation we still may act in a less honest manner. Bringing total behavioral change in all
the groups and members in an organization usually entails the most difficult long range effort.
More often than not, it is a slow painful process to usher in a total cultural change in an
organization.
The other route to bring total organizational change is by modifying the organizations
structure, policies, procedures, techniques etc. These types of change alter prescribed

Change Management
relationships and roles assigned to members and eventually modify the individual members
behavior and attitude. When organizational change takes place it will involve change in any or
all of the following. Structure -Systems and procedures -Culture Following fig-illustrates the
interdependence of these three aspects of organization and how they relate to strategy. We may
use the analogy of three legged stool take one leg away and whole thing collapses.
Figure The Components of Organization

HOW ORGANIZATIONAL CHANGE AFFECTS PEOPLE?
The following are among the most common consequences of organizational change as it affect
people ..
1. Change in the job content
2. Changes in status
3. Changes in location
4. Redundancy
5. Change in social grouping
6. Loss of earning or earning potential
7. Change in conditions of employment
8. Change in peoples belief values and assertions.
4.0 Resistance to Change: One of the finding from studies of individual & organizational
behavior is that organizations and their member resist change.

Change Management
Figure: Sources of Individual Resistance to change
MANAGING PLANNED CHANGE

Change : Making things different
Planned change : change activities that are intentional and goal oriented. First it seeks to
improve the ability of the organization to adapt to changes in its environment. Second, it seeks to
change employees behavior. If an organization is to survive, it must respond to changes in its
environment. Who is in organizations responsible for managing change activities ? The answer is
change agents.
Change agents is defined as the persons who act as catalysts and assume the responsibility for
managing change activities.
What can change agents change : The options essentially falls into three categories : structures,
technology and people.
Changing structure involves making an alteration in authority relations, coordination,

mechanisms, job redesign or similar structural variables. Changing technology
encompasses modifications in the way work is processed and in the method and equipment used.
Role of information technology may be main here.

Change Management
Changing people refers to changes in employees attitude skills, expectations, perceptions

and /or behavior.
Recognizing the Driving Forces: Recognizing major changes in the environment and problem
within the organization is the first step toward organizational change. This leads to recognition of
need for change.
Increasing Driving Forces : Once the need for change is identified, it has to be communicated
to the people who will be involved in the changing process. As noted earlier, if members know
why the change is needed , they are more likely to adopt it. We can employ the following
strategies to increase acceptance of a change by the members.
1. Express the need for change
2. Communicate the potential benefit
3. Protect the interest of concerned people
4. Get people involved in the process
Overcoming Resistance to Change: Six tactics have been suggested for use by change agents in
dealing with resistance to change :
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and cooperation
Coercion
More emphasis needs to be given for effecting successful change in using first three tactics i.e.
Education and Communication, Participation, Facilitation & Supports. For an organization to
successfully implement change, it must be
change-readymeaning that the people and structure of the organization are prepared for and
capable of change. Typically, three conditions are present in a
Change Ready Organization:
First, effective leadership is in place at all levels in the organization. Inept
leaders are deterrents to organizational performance and ability to change. A company may have
excellent pay, benefits, and employee-friendly policies, but if incompetent leaders are in place,
its employees will not be motivated to change.
Second, employees are personally motivated to change. Change happens when people are
sufficiently dissatisfied with the status quo and are willing to make the effort and accept the risks
involved in doing something new.
Third, the organization is accustomed to working collaboratively. Effective change demands
collaboration between willing and motivated parties.]
BSNL cases: Many situations arose in DoT as well as BSNL time where change was resisted
within BSNL. Below listed are some important cases. Try to discuss reasons for resistance and
how these were handled or could be handled:
o Computerization of TRA
o Computerization of 197
o Introduction of CDTMX (computerized Trunk booking service)
o Corporatisation of DTS/DTO (DoT)
o Absorption of DoT employees
o Long stay transfer policy

Change Management
o Introduction of Franchisee concept

o Outsourcing of call center (9400024365)
o Recruitment of Management Trainee

Motivation
CHAPTER 5
MOTIVATION
Objective: To explain the concept of motivation, the different theories of motivation, the
types of motivation and state how to use motivation as a managerial tool.
Nearly all the conscious behavior of human being is motivated. The internal needs and
drives lead to tensions, which in turn result into actions. The need for food results into
hunger and hence a person is motivated to eat.
A manager requires creating and maintaining an environment in which individuals work

together in groups towards the accomplishment of common objectives. A manager cannot
do a job without knowing what motivates people. The building of motivating factors into
organisational roles, the staffing of these roles and the entire process of leading people
must be built on knowledge of motivation. It is necessary to remember that level of
motivation varies both between individuals and within individuals at different times.
Today in the increasingly competitive environment maintaining a highly motivated
workforce is the most challenging task. The art of motivation starts by learning how to
influence the behavior of the individual. This understanding helps to achieve both, the
individual as well as organisational objectives.
Motivation is a powerful tool in the hands of leaders. It can persuade convince and
propel. People to act.
WHAT IS MOTIVATION?
It is a general tendency to believe that motivation is a personal trait. Some people have it
and the others dont. In practice, some are labeled to be lazy because they do not display
an outward sign of motivation. However, individuals differ in their basic motivational
drives. It also depends upon their areas of interest. The concept of motivation is
situational and its level varies between different individuals and at different times. If you
understand what motivates people, you have at your command the most powerful tool for
dealing with them.
DEFINING MOTIVATION
Motivation is to inspire people to work, individually or in groups in the ways such as to
produce best results. It is the will to act. It is the willingness to exert high levels of effort
towards organisational goals, conditioned by the efforts and ability to satisfy some
individual need.

Motivation
Motivation is getting somebody to do something because they want to do it. It was once
assumed that motivation had to be injected from outside, but it is now understood that
everyone is motivated by several differing forces.
Motivation is a general term applied to the entire class of drives, desires, needs, wishes
and similar forces. To say that managers motivate their subordinates is to say that they do
those things which they hope will satisfy these drives and desires and induce the
subordinates to act in a desired manner.
To motivate others is the most important of management tasks. It comprises the abilities
to communicate, to set an example, to challenge, to encourage, to obtain feedback, to
involve, to delegate, to develop and train, to inform, to brief and to provide a just reward.
In the initiation a person starts feeling lacknesses. There is an arousal of need so urgent,
that the bearer has to venture in search to satisfy it. This leads to creation of tension,
which urges the person to forget everything else and cater to the aroused need first. This
tension also creates drives and attitudes regarding the type of satisfaction that is desired.
This leads a person to venture into the search of information. This ultimately leads to
evaluation of alternatives where the best alternative is chosen. After choosing the
alternative, an action is taken. Because of the performance of the activity satisfaction is
achieved which than relieves the tension in the individual.
Theories of Motivation
Contribution of Robert Owen :

Motivation
Though Owen is considered to be paternalistic in his view, his contribution is of a

considerable significance in the theories of Motivation. During the early years of the
nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some
novel ways of treating people. His view was that people were similar to machines. A
machine that is looked after properly, cared for and maintained well, performs efficiently,
reliably and lastingly, similarly people are likely to be more efficient if they are taken
care of. Robert Owen practiced what he preached and introduced such things as employee
housing and company shop. His ideas on this and other matters were considered to be too
revolutionary for that time.
Jeremy Benthams The Carrot and the Stick Approach :
Possibly the essence of the traditional view of people at work can be best appreciated by
a brief look at the work of this English philosopher, whose ideas were also developed in
the early years of the Industrial Revolution, around 1800. Benthams view was that all
people are self-interested and are motivated by the desire to avoid pain and find pleasure.
Any worker will work only if the reward is big enough, or the punishment sufficiently
unpleasant. This view - the carrot and stick approach - was built into the philosophies of
the age and is still to be found, especially in the older, more traditional sectors of
industry.
The various leading theories of motivation and motivators seldom make reference to the
carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties
in order to induce desired behavior. It comes from the old story that to make a donkey
move, one must put a carrot in front of him or dab him with a stick from behind. Despite
all the research on the theories of motivation, reward and punishment are still considered
strong motivators. For centuries, however, they were too often thought of as the only
forces that could motivate people.
At the same time, in all theories of motivation, the inducements of some kind of carrot
are recognized. Often this is money in the form of pay or bonuses. Even though money is
not the only motivating force, it has been and will continue to be an important one. The
trouble with the money carrot approach is that too often everyone gets a carrot,
regardless of performance through such practices as salary increase and promotion by
seniority, automatic merit increases, and executive bonuses not based on individual
manager performance. It is as simple as this: If a person put a donkey in a pen full of
carrots and then stood outside with a carrot, would the donkey be encouraged to come out
of the pen?
The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus,
demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is
admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such
as union organisation, poor-quality work, executive indifference, failure of a manager to
take any risks in decision-making or even dishonesty. But fear of penalty cannot be
overlooked. Whether managers are first-level supervisors or chief executives, the power
of their position to give or with hold rewards or impose penalties of various kinds gives
them an ability to control, to a very great extent, the economic and social well-being of
their subordinates.

Motivation
Abraham Maslows Need Hierarchy Theory :
One of the most widely mentioned theories of motivation is the hierarchy of needs theory
put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a
hierarchy, ascending from the lowest to the highest, and he concluded that when one set
of needs is satisfied, this kind of need ceases to be a motivator.
As per his theory this needs are :
Physiological needs : These are important needs for sustaining the human life. Food,
water, warmth, shelter, sleep, medicine and education are the basic physiological needs,
which fall in the primary list of need satisfaction. Maslow was of an opinion that until
these needs were satisfied to a degree to maintain life, no other motivating factors can
work.
Security or Safety needs : These are the needs to be free of physical danger and of the
fear of losing a job, property, food or shelter. It also includes protection against any
emotional harm.
Social needs : Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship.
Esteem needs : According to Maslow, once people begin to satisfy their need to belong,
they tend to want to be held in esteem both by themselves and by others. This kind of
need produces such satisfaction as power, prestige status and self-confidence. It includes
both internal esteem factors like self-respect, autonomy and achievements and external
esteem factors such as states, recognition and attention.
Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It
is the drive to become what one is capable of becoming, it includes growth, achieving
ones potential and self-fulfillment. It is to maximize ones potential and to accomplish
something.

Motivation
As each of these needs is substantially satisfied, the next need becomes dominant. From
the standpoint of motivation, the theory would say that although no need is ever fully
gratified, a substantially satisfied need no longer motivates. So if you want to motivate
someone, you need to understand what level of the hierarchy that person is on and focus
on satisfying those needs or needs above that level.
Maslows need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theorys intuitive logic and ease of understanding.
However, research does not validate this theory. Maslow provided no empirical evidence
and other several studies that sought to validate the theory found no support for it.
Theory X and Theory Y of Douglas McGregor :
McGregor, in his book The Human side of Enterprise states that people inside the
organisation can be managed in two ways. The first is basically negative, which falls
under the category X and the other is basically positive, which falls under the category Y.
After viewing the way in which the manager dealt with employees, McGregor concluded
that a managers view of the nature of human beings is based on a certain grouping of
assumptions and that he or she tends to mold his or her behavior towards subordinates
according to these assumptions.
Under the assumptions of theory X :
Employees inherently do not like work and whenever possible, will attempt to avoid
it.
Because employees dislike work, they have to be forced, coerced or threatened with
punishment to achieve goals.
Employees avoid responsibilities and do not work till formal directions are issued.
Most workers place a greater importance on security over all other factors and
display little ambition.
In contrast under the assumptions of theory Y :
Physical and mental effort at work is as natural as rest or play.

People do exercise self-control and self-direction and if they are committed to
those goals.
Average human beings are willing to take responsibility and exercise imagination,
ingenuity and creativity in solving the problems of the organisation.

Motivation
That the way the things are organised, the average human beings brainpower is
only partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-order
needs dominate individuals and theory Y assumes that higher-order needs dominate
individuals. An organisation that is run on Theory X lines tends to be authoritarian in
nature, the word authoritarian suggests such ideas as the power to enforce obedience
and the right to command. In contrast Theory Y organisations can be described as
participative, where the aims of the organisation and of the individuals in it are
integrated; individuals can achieve their own goals best by directing their efforts towards
the success of the organisation.
However, this theory has been criticized widely for generalization of work and human
behavior.
Contribution of Rensis Likert :
Likert developed a refined classification, breaking down organisations into four

management systems.
1st System Primitive authoritarian

2nd System Benevolent authoritarian
3rd System Consultative
4th System Participative
As per the opinion of Likert, the 4th system is the best, not only for profit organisations,
but also for non-profit firms.
Frederick Herzbergs motivation-hygiene theory :
Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known
as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and
dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while
extrinsic factors are associated with dissatisfaction. He devised his theory on the question
: What do people want from their jobs ? He asked people to describe in detail, such
situations when they felt exceptionally good or exceptionally bad. From the responses
that he received, he concluded that opposite of satisfaction is not dissatisfaction.
Removing dissatisfying characteristics from a job does not necessarily make the job
satisfying. He states that presence of certain factors in the organisation is natural and the

Motivation
presence of the same does not lead to motivation. However, their non presence leads to
demotivation. In similar manner there are certain factors, the absence of which causes no
dissatisfaction, but their presence has motivational impact.
Examples of Hygiene factors are :
Security, status, relationship with subordinates, personal life, salary, work conditions,
relationship with supervisor and company policy and administration.
Examples of Motivational factors are :
Growth prospectus job advancement, responsibility, challenges, recognition and

achievements.
Contributions of Elton Mayo :
The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted

behavioral experiments at the Hawthorne Works of the American Western Electric
Company in Chicago. He made some illumination experiments, introduced breaks in
between the work performance and also introduced refreshments during the pauses. On
the basis of this he drew the conclusions that motivation was a very complex subject. It

Motivation
was not only about pay, work condition and morale but also included psychological and
social factors. Although this research has been criticized from many angles, the central
conclusions drawn were :
People are motivated by more than pay and conditions.
The need for recognition and a sense of belonging are very important.
Attitudes towards work are strongly influenced by the group.
Vrooms Valence x Expectancy theory :
The most widely accepted explanations of motivation has been propounded by Victor
Vroom. His theory is commonly known as expectancy theory. The theory argues that the
strength of a tendency to act in a specific way depends on the strength of an expectation
that the act will be followed by a given outcome and on the attractiveness of that outcome
to the individual to make this simple, expectancy theory says that an employee can be
motivated to perform better when their is a belief that the better performance will lead to
good performance appraisal and that this shall result into realization of personal goal in
form of some reward. Therefore an employee is :
Motivation = Valence x Expectancy.
The theory focuses on three things :
Efforts and performance relationship

Performance and reward relationship
Rewards and personal goal relationship
This leads us to a conclusion that:

Motivation
The Porter and Lawler Model:
5.9.1 Lyman W. Porter and Edward E. Lawler developed a more complete version of
motivation depending upon expectancy theory.
PorteroLawler model

Motivation
Actual performance in a job is primarily determined by the effort spent. But it is also
affected by the persons ability to do the job and also by individuals perception of what
the required task is. So performance is the responsible factor that leads to intrinsic as well
as extrinsic rewards. These rewards, along with the equity of individual lead to
satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.
Clayton Alderfers ERG Theory :
Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named
ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core
needs as mentioned above. The existence group is concerned mainly with providing basic
material existence. The second group is the individuals need to maintain interpersonal
relationship with other members in the group. The final group is the intrinsic desire to
grow and develop personally. The major conclusions of this theory are :
In an individual, more than one need may be operative at the same time.
If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.
It also contains the frustration-regression dimension.
McClellands Theory of Needs :
David McClelland has developed a theory on three types of motivating needs:
1. Need for Power

2. Need for Affiliation
3. Need for Achievement
Basically people for high need for power are inclined towards influence and control.
They like to be at the center and are good orators. They are demanding in nature, forceful
in manners and ambitious in life. They can be motivated to perform if they are given key
positions or power positions.
In the second category are the people who are social in nature. They try to affiliate
themselves with individuals and groups. They are driven by love and faith. They like to
build a friendly environment around themselves. Social recognition and affiliation with
others provides them motivation.
People in the third area are driven by the challenge of success and the fear of failure.
Their need for achievement is moderate and they set for themselves moderately difficult

Motivation
tasks. They are analytical in nature and take calculated risks. Such people are motivated
to perform when they see atleast some chances of success.
McClelland observed that with the advancement in hierarchy the need for power and
achievement increased rather than Affiliation. He also observed that people who were at
the top, later ceased to be motivated by this drives.
Equity Theory :
As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about
the reward structure as being fair or unfair, relative to the inputs. People have a tendency
to use subjective judgment to balance the outcomes and inputs in the relationship for
comparisons between different individuals. Accordingly :
If people feel that they are not equally rewarded they either reduce the quantity or quality
of work or migrate to some other organisation. However, if people perceive that they are
rewarded higher, they may be motivated to work harder.

Motivation
Reinforcement Theory :
B.F. Skinner, who propounded the reinforcement theory, holds that by designing the
environment properly, individuals can be motivated. Instead of considering internal
factors like impressions, feelings, attitudes and other cognitive behavior, individuals are
directed by what happens in the environment external to them. Skinner states that work
environment should be made suitable to the individuals and that punishments actually
leads to frustration and de-motivation. Hence, the only way to motivate is to keep on
making positive changes in the external environment of the organisation.
Goal Setting Theory of Edwin Locke :
Instead of giving vague tasks to people, give specific and pronounced objectives, help in
achieving them faster. As the clarity is high, a goal orientation also avoids any
misunderstandings in the work of the employees. The goal setting theory states that when
the goals to be achieved are set at a higher standard than in that case employees are
motivated to perform better and put in maximum effort. It revolves around the concept of
Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task.
Cognitive Evaluation Theory :
As per these theory a shift from external rewards to internal rewards results into
motivation. It believes that even after the stoppage of external stimulus, internal stimulus
survives. It relates to the pay structure in the organisation. Instead of treating external
factors like pay, incentives, promotion etc and internal factors like interests, drives,
responsibility etc, separately, they should be treated as contemporary to each other. The
cognition is to be such that even when external motivators are not there the internal
motivation continues. However, practically extrinsic rewards are given much more
weightage.
TYPES OF MOTIVATION
Achievement Motivation It is the drive to pursue and attain goals. An individual with
achievement motivation wishes to achieve objectives and advance up on the ladder of
success. Here, accomplishment is important for its own shake and not for the rewards that
accompany it. It is similar to Kaizen approach of Japanese Management.
Affiliation Motivation : It is a drive to relate to people on a social basis. Persons with

affiliation motivation perform work better when they are complimented for their
favorable attitudes and co-operation.
Competence Motivation: It is the drive to be good at something, allowing the individual

to perform high quality work. Competence motivated people seek job mastery, take pride
in developing and using their problem-solving skills and strive to be creative when
confronted with obstacles. They learn from their experience.

Motivation
Power Motivation : It is the drive to influence people and change situations. Power
motivated people wish to create an impact on their organisation and are willing to take
risks to do so.
Attitude Motivation: Attitude motivation is how people think and feel. It is their self
confidence, their belief in themselves, their attitude to life. It is how they feel about the
future and how they react to the past.
Incentive Motivation: It is where a person or a team reaps a reward from an activity. It is

You do this and you get that, attitude. It is the types of awards and prizes that drive
people to work a little harder.
Fear Motivation: Fear motivation coercions a person to act against will. It is

instantaneous and gets the job done quickly. It is helpful in the short run.
REQUISITES TO MOTIVATE
We have to be Motivated to
Motivate
Motivation requires a goal
Motivation once established, does
not last if not repeated
Motivation requires Recognition
Participation has motivating effect
Seeing ourselves progressing
Motivates us
Challenge only motivates if you can
win
Everybody has a motivational fuse
i.e. everybody can be motivated
Group belonging motivates
MOTIVATING DIFFERENT PEOPLE IN DIFFERENT WAYS

Motivation
Motivation is not only in a single direction i.e. downwards. In the present scenario, where
the workforce is more informed, more aware, more educated and more goal oriented, the
role of motivation has left the boundaries of the hierarchy of management. Apart from
superior motivating a subordinate, encouragement and support to colleague as well as
helpful suggestions on the right time, even to the superior, brings about a rapport at
various work levels. Besides, where workforce is self-motivated, just the
acknowledgement of the same makes people feel important and wanted.
DIFFERENCE BETWEEN MOTIVATION, SATISFACTION, INSPIRATION AND

MANIPULATION
Motivation refers to the drive and efforts to satisfy a want or goal, whereas satisfaction
refers to the contentment experienced when a want is satisfied. In contrast, inspiration is
bringing about a change in the thinking pattern. On the other hand Manipulation is
getting the things done from others in a predetermined manner.
Hence, manipulation or external stimulus as well as inspiration or internal stimulus acts

as carriers of either demotivation or motivation which in turn either results into
dissatisfaction or satisfaction depending upon the situation.
BEING A MOTIVATING MANAGER
Treat staff well : Subordinates have to be treated with diligence. The manager has to
stay friendly as well as maintain a level of distance with his staff. Its a tricky ground to
tread. The staff looks up on the manager as their leader. They expect maturity, rationality
and understanding from their superiors. Simple things like calling people by their first
name, chatting about their families for a while or even a general inquiry about their well-
being, brings in a feeling of belongingness. Small gestures of this type help in building up
of a cordial relationship.

Motivation
Think like a winner : A manager has to handle two situations, The Winning and The
loosing. The crux is to think like a winner even when all the odds seem against you. It is
necessary to equip yourself with all the tools of a winner. Always remember that winning
and loosing rotate in a cycle. If you have been loosing from a long time you are very near
the winning edge.
Recognize the differences : All the employees in the organisation vibrate to a different
pace. A treatment that motivates one may demotivation the other. Understanding the
difference in temperament in between the individuals is important.
Set realistic goals : Set moderate goals. Setting too high a task creates a feeling of non-
achievement, right from the beginning itself. The goals set should be such which seem
feasible to the employees to be achieved. A slightly higher target than expected provides a
challenge.
Prevent Demotivation : A job of the manager is to motivate people. His task requires
him to punish and penalize people. This might create resentment in the mind of the staff
members, which may affect the productivity of the workforce. Henceforth, care should be
taken, that punishment and penalties are used as a controlling technique and that they do
not demotivation.
Job-financial enrichment and small job changes are handy : To make job more
effective and to break the monotonous routine, small task additions and minor changes
are always welcome. Even small suggestions of the manager seem valuable to the
employees. A few challenges in the same job can enrich it.
Non-financial rewards : Monetary rewards have always had a high motivational

capacity. But non-monetary rewards are equally helpful. A thank you note, a letter of
appreciation or even few words of praise can help smoothen the creases between the
different levels of management.
QUOTATIONS
1. The enemy of the best is the good
2. Think Win Win
3. You have be very clever to do simple things
4. There is always a better way
5. The man who makes no mistakes does not usually make anything
6. Allow yourself the permission to make mistakes
7. The best are optimists having vision
8. Never promise more than you can perform

Motivation
9. No pain no gain
10. Get organised
11. In action, be primitive; in foresight, a strategist
12. All easy problems ha e already been solved
13. Include the success of others in your dreams or your own success
14. To be a winner, all you need to give is all you have
15. Success means winning the war, not every battle
16. Daring ideas are like chessman, moved forward, they may be beaten but they may
start a winning a game
17. A man is not paid for having a head and hands, but for using them
Work half day but dont care if its the first 12 hours or the second 12 hours
*************

Stress Management
CHAPTER 6
STRESS MANAGEMENT
What is Stress?
Stress is a condition or feeling experienced when a person perceives that demands

exceed the personal and social resources the individual is able to mobilize. People
feel little stress when they have the time, experience and resources to manage a situation.
They feel great stress when they think they can't handle the demands put upon them.
Stress is the "wear and tear" our bodies experience as we adjust to our continually
changing environment. It has physical and emotional effects on us and can create positive
or negative feelings. As a positive influence, stress can help compel us to action; it can
result in a new awareness and an exciting new perspective. As a negative influence, it can
result in feelings of distrust, rejection, anger, and depression, which in turn can lead to
health problems such as headaches, upset stomach, rashes, insomnia, ulcers, high blood
pressure, heart disease, and stroke. With the death of a loved one, the birth of a child, a
job promotion, or a new relationship, we experience stress as we readjust our lives. In so
adjusting to different circumstances, stress will help or hinder us depending on how we
react to it.
How to Manage Stress?
As we have seen, positive stress adds anticipation and excitement to life, and we all
thrive under a certain amount of stress. Deadlines, competitions, confrontations, and even
our frustrations and sorrows add depth and enrichment to our lives. Our goal is not to
eliminate stress but to learn how to manage it and how to use it to help us. Insufficient
stress acts as a depressant and may leave us feeling bored or dejected; on the other hand,
excessive stress may leave us feeling "tied up in knots". What we need to do is find the
optimal level of stress that will individually motivate but not overwhelm each of us.
There is no single level of stress that is optimal for all people. We are all individual
creatures with unique requirements. As such, what is distressing to one may be a joy to
another. And even when we agree that a particular event is distressing, we are likely to
differ in our physiological and psychological responses to it.
The person who loves to arbitrate disputes and move from job site to job site would be
stressed in a job which was stable and routine, whereas the person who thrives under
stable conditions would very likely be stressed in a job where duties were highly varied.
Also, our personal stress requirements and the amount which we can tolerate before we
become distressed changes with our life-styles and our ages.

Stress Management
It has been found that most illness is related to unrelieved stress. If you are experiencing
stress symptoms, you have gone beyond your optimal stress level; you need to reduce the
stress in your life and/or improve your ability to manage it.
Finding the cause of the anxiety is the first step in resolving a problem with stress. Stress
management refers to the effort to control and reduce the tension that occurs with a
situation that is considered difficult or unmanageable. Identifying unrelieved stress and
being aware of its effect on our lives is not sufficient for reducing its harmful effects. Just
as there are many sources of stress, there are many possibilities for its management.
However, all require effort toward change: changing the source of stress and/or changing
your reaction to it.
There are three major approaches that we can use to manage stress:
Action-oriented: In which we seek to confront the problem causing the stress,

changing the environment or the situation.
Emotionally-oriented: In which we do not have the power to change the situation,
but we can manage stress by changing our interpretation of the situation and the way we
feel about it; and
Acceptance-oriented: Where something has happened over which we have no
power and no emotional control, and where our focus is on surviving the stress.
Stress management involves the effort of a person in making emotional and physical
changes. The degree of stress and the desire to make the changes will determine the level
of change that will take place.
The attitude of an individual can influence whether a situation or emotion is stressful or

not. A person with a negative attitude will often perceive many situations as being
stressful. Negative attitude is the predictor of stress, because this type of person is more
affected by stress than a person with a more positive attitude.
If the nutritional status of the person is poor, the body is stressed and the person is not
able to cope well in a stressful situation. As a result, the person can be more susceptible
to infections. A poor nutritional state can be related to unhealthy food choices,
inadequate food intake, or an erratic eating schedule. A nutritionally unbalanced eating
pattern can result in an inadequate intake of nutrients.
Inadequate physical activity can result in a stressful state for body. Physical activity has
both physiological and psychological benefits. A consistent programme of physical
activity can contribute to a decrease in depression, if it exists. It also improves the
feeling of well-being.
A minimal or total lack of mutually supportive friendships/relationships due to family

problems or other social problems in general can cause stress. Social situations can be
beyond the coping ability of a stressed person.

Stress Management
When a person has no hobbies or means of relaxation, he may be unable to handle

stressful situations because the individual has no outlet for stress.
Warnings & Consequences of Physical Signs of Excess Stress
Physical warning Physical consequences

Insomnia Arthritis
Headaches Glaucoma
Heartburn Multiple sclerosis
Backaches Stroke
Peptic ulcers Cancer
Cramps Leukemia
Indigestion
Warning and consequences of Mental signs of Excess Stress
Mental warning Mental consequences
Lack of concentration Loss of self-confidence

Loss of memory Physical illness
Anxiety Total mental breakdown
Unjustifiable fears Chemical dependencies
Quick to cry
Quick to anger
Excessive worry
Stress by itself cant hurt anyone. Its how we respond to stress that counts. Develop
positive attitude to overcome stress.
Stress is a result of your mental attitude and can pump hormones in your body, which can
be profoundly harmful. Yet positive attitude, feelings, and expectations can negate its
effects. While stress can destroy! Positive attitude can heal!
1. Become aware of your stressors and your emotional and physical reactions
Notice your distress. Don't ignore it. Don't gloss over your problems.
Determine what events distress you. What are you telling yourself about the
meaning of these events?

Stress Management
Determine how your body responds to the stress. Do you become nervous or
physically upset? If so, in what specific ways?
2. Recognise what you can change
Can you change your stressors by avoiding or eliminating them completely?

Can you reduce their intensity (manage them over a period of time instead of on a
daily or weekly basis)?
Can you shorten your exposure to stress (take a break, leave the physical
premises)?
Can you devote the time and energy necessary to making a change (goal setting,
time management techniques, and delayed gratification strategies may be helpful here)?
3. Reduce the intensity of your emotional reactions to stress
The stress reaction is triggered by your perception of danger, whether from a

physical or emotional threat. Are you viewing your stressors in exaggerated terms and
viewing a difficult situation as a disaster?
Are you expecting to please everyone?
Are you overreacting and viewing things as absolutely critical and urgent? Do you
feel you must always prevail in every situation?
Work at adopting more moderate views; try to see the stress as something you can
cope with rather than something that overpowers you.
Try to temper your excess emotions. Put the situation in perspective. Do not
labour on the negative aspects and the "what if's".
4. Learn to notice and moderate your physical reactions to stress
Slow, deep breathing will bring your heart rate and respiration back to normal.
Relaxation techniques can reduce muscle tension. There are many relaxation
techniques viz. Meditation, Trans Meditation, Yoga Nidra, Self Hypnosis. It can help you
gain voluntary control over such things as muscle tension, heart rate, and blood pressure.
Medications, when prescribed by a physician, can help in the short term in
moderating your physical reactions. However, they alone are not the answer. Learning to
moderate these reactions on your own is a preferable long-term solution.
5. Build your physical reserves
Exercise for cardiovascular fitness three to four times a week (moderate,

prolonged rhythmic exercise is best, such as walking, swimming, cycling, or jogging).
Eat well-balanced, nutritious meals.
Maintain your ideal weight.
Avoid nicotine, excessive caffeine, and other stimulants.

Stress Management
Mix leisure with work. Take breaks and get away when you can.
Get enough sleep. Be as consistent with your sleep schedule as possible.
6. Maintain your emotional reserves
Look at things more positively, Refocus the negative to be positive, make an effort to stop
negative thoughts
Develop some mutually supportive friendships/relationships.
Pursue realistic goals, which are meaningful to you, rather than goals others have
for you that you do not share.
Expect some frustrations, failures, and sorrows.
Always be kind and gentle with yourself - be a friend to yourself.
How can Your Mind Produce Physical Symptoms ?
It is worth spending a little time understanding the way your body works. It is much
easier to deal with your problems if you understand exactly what is going on.
We know that nerves transmit and receive messages. Our nervous system controls the
functions of our entire body.
Take the simple example of standing. Your muscles have a certain tension in them. If that
tension was not there, you would collapse in a heap like a puppet with its strings cut.
Messages go from the muscles to indicate the weight which the individual muscles are
bearing and messages go back to the muscles to maintain or alter the tension necessary to
bear that weight. There is a constant interchange of messages like this that we are not
aware of. The system is automatic. If it goes out of balance you could get too much
tension. Eventually you would become aware of it. It would be uncomfortable. It could
cause pain or a tremor.
Similarly there are many other functions of the nervous system of which we are not
aware of. What makes our pupils dilate or contract? What regulates the heart ? What
closes off the blood vessels of our skin when we are cold? What makes the muscles of the
bowel work more quickly to give as diarrhea ?

Stress Management
All of these functions are controlled by the automatic part of the nervous system. It is
aptly called the autonomic nervous system and without which we could do nothing.
Normally, it behaves very well and we are not aware of its actions. In times of stress we
become all too aware of its workings, and people with anxiety states may be aware of its
actions all the time.
The autonomic nervous system doesnt only work through the nerves in the body. It can
work by causing special glands to secrete chemicals into the bloodstream. These
chemicals have actions which are similar to those produced by nervous impulses, except
that their effects are felt over the entire body and not in one isolated part.
The most important of these chemicals is adrenalin. It is the bodys immediate answer to
stress. It prepares the whole body for action. In the right situation, its release is vital. If
it is released in the wrong or inappropriate situation, it can have uncomfortable effects.
Here are some of the actions of adrenalin on different organs. You may be only too
familiar with some of them.
Heart: Adrenalin makes the heart beat faster and more strongly
Blood vessels: Arteries have muscles in their walls. This control the amount of blood
flowing through them. Adrenalin makes the arteries in the skin contract, directing the
blood to other more important places, such as muscles.
Eyes: The muscles in the eye relax and the pupils dilate to facilitate far vision.
Muscles: Adrenalin makes all the big muscles in the body become tense.
The digestive system: The bowel is lined by a muscle coat. The muscles in this
lining contract in sequence, pushing the contents of the gut through. Adrenalin makes
these muscles contract more quickly, speeding up the transport of the bowel contents and
in this way ca using diarrhea.
The lungs: The bronchioles, those tubes which carry air into the lungs, have a
muscular lining. They dilate to allow more air to enter. The rate at which we breathe
speeds up as well.

Stress Management
The pancreas: Insulin production is speeded up. It makes the sugar available to
the muscles to fuel sudden action.
Sweat glands: Adrenalin makes your sweat gland operate.
You can see that one hormone has many effects. All of them are essential if you are in
danger. It means that you can act quickly. What happens if the adrenalin is produced in
just small excess all the time or if it is produced in large amounts at inappropriate times?
You can work out from the list of the actions of adrenalin just what the effects might be,
and how the individual might feel.
Adrenalin does not act uniformly. It can cause some of its effects without others. This is
because the organ is having different receptors, which make them respond in particular
ways to the secretion of adrenalin. In some ways, not as yet well understood, adrenalin
can cause one muscle to contract more than another. This is why we get a contraction of
the muscles of one side of the neck only. Muscles in contraction cause pain, in this case a
headache.
It is not important to remember all these details about the way your body works. It is
certainly not essential for treatment, but if you understand what is happening to your
body you may begin to appreciate why treatment is so difficult. If your anxiety state can
be reduced to a group of physical symptoms brought on by the secretion of adrenalin,
why cant it be cured by taking a pill? It is a good question, but unfortunately, there is no
pill, which will stop the action of adrenalin.
To understand why, you must remember that an anxiety state is a mixture of a physical
and a psychological state. The adrenal glands are under the direct control of the nervous
system. In fact they are a part of the nervous system. We are talking about an imbalance
rather than a disease. It is a subtle condition, which is difficult to treat medically.
There is no known medication that will control the secretions of the adrenal gland. The
glands themselves are tiny and not amenable to surgery. Adrenal is essential to life, but it
is produced in small quantities, too small to measure. It is a very potent substance
indeed.
In an anxiety state there is nothing wrong with the adrenal gland. The problem is with
the way the entire nervous system reacts. Again, there is nothing fundamentally wrong
with the nervous system. The basic fault is a psychological one. It is your psyche which
has taught your nervous system to over react. There is no point in starting to treat the
adrenal gland. It is only doing its job. Like wise the nervous system is only doing what
it has learnt to do. Effective treatment must start with our minds.
What we have is a psychological state with physical manifestation. We must treat the
whole thing together. There is no other way to proceed.

Stress Management
Rules of the mind
What you expect you tend to realize.

Imagination is more powerful than knowledge.
Every thought or emotion has a psychosomatic reaction.
An idea programmed into subconscious will remain there until replaced by another
idea.
Each suggestion you accept allows easier acceptance of future suggestions.
Your body will produce what your mind believes.
You tend to move in the direction of your most dominant thought.
The Principles of Convincing the Subconscious Mind
Repetition.
Ideas presented by authority figures
Intense emotion
Hypnosis.
An exercise for Self Hypnosis for improving Self-confidence
Sit down, close your eyes and remember a time when you felt really
confident.
Picture in your mind what you say, hear what you heard and feel what you
felt. Now enhance those images. Make the pictures brighter and bolder, the colours
richer, the wounds louder and the feelings stronger.
When you can feel a burst of that confidence quite strongly, carry out a
specific action like squeezing your thumb and your middle finger together. That will link
in your mind the feeling of confidence with the finger squeeze.
Go through that routine ten times in a row to reinforce that link between
your fingers and the feeling of confidence. Eventually it will mean that you will only
have to squeeze your fingers together and you will begin to easily remember that
confidence.
Now think about the event you want to be confident for, imagine the event
going as smoothly and as perfectly as you can while all the time squeezing your
thumb and finger together re-triggering that confident feeling.

Stress Management
You will notice a difference in your confidence this time. Every time you do this
you send a very strong message to your unconscious mind that you want to be more
confident at that particular time in the future. This is used by some people to wipe-out a
life fear of public speaking with this one simple exercise.

Conflict Management
CHAPTER 7
CONFLICT MANAGEMENT
One of the primary purposes of the organisation is the coordination and integration of the
efforts of many people to attain mutual goals and objectives. As people work together,
tensions sometimes develop that result in dissension and hostility. Traditionally, conflict
has been considered to be something that does not have to take place, but frequently does.
It has been viewed as a consequence of greed, self-centeredness and competition.
Conflict has been seen as a disruptive force that keeps Organisation from being optimally
productive. In the traditional view, managers are supposed to eliminate conflict from the
organisation. Conflict is seen to be harmful in its consequences.
A more contemporary view sees conflict as inevitable when people work together.
Conflict occurs as a consequence of many factors, including the struggle to excel and
achieve. Conflict, although sometimes working in a detrimental way, can also have
constructive effects on organisational and personal performance. A certain amount of
conflict and tension may even be essential for optimal performance to occur. Managers
must control conflict so that the result is positive and beneficial to the organisation and its
members. Successful and unsuccessful outcomes from conflicts may be partially a result
of the leadership skills of the supervisors involved. Constructive conflict management
may also be a product of the proper identification and treatment of problems areas.
MANAGEMENTS GOAL WHEN CONFLICT ARISES
If conflict is to be managed positively and constructively, those who manage need a set of
goals and objectives. Although the goals may not always be attainable, they provide a
helpful set of guidelines to pursue. When conflict arises, managers and supervisors who
are in a position to influence and affect the attitudes and actions of those in disagreement
may find it helpful to (1) identify the causes and feelings of the parties involved. (2)
redirect tension and hostilities (3) work to integrate ideas rather than accept a
compromise (4) achieve unity between the parties in conflict (5) accomplish real and
permanent solutions, (6) achieve a sense of fairness among those involved and (7) result
in satisfaction for all of the parties involved.
IDENTIFYING WHAT IS BEHIND THE CONFLICT
Conflict may be symptomatic of more deep-seated problems that may need attention and
corrective action. The underlying causes of conflict, if left unattended, can fester and
develop into even deeper, more severe problems. Resolution of conflict that deals only
with the surface tensions and not with actual causes can be considered only a temporary
treatment of conflict. A more thorough approach to conflict is to identify and deal with
the causes of conflict rather than the symptoms.
REDIRECTING TENSIONS AND HOSTILITIES

Conflict Management
It is important to avoid the statement, Provide for a release of tensions, because it has
been discovered that people are often more highly motivated when a healthy amount of
tension prevails. If an individual feels strongly enough about something, it would be
more helpful to channel interests and feelings in a positive direction rather than simply to
release feelings and emotions. In other words, when tension is felt, the channeling of that
tension toward the discovery and resolution of the problem, rather than toward the simple
venting of emotions, may be a productive endeavor.
INTEGRATION OF IDEAS
It is better to achieve an integration of ideas from the conflicting parties rather to reach a
compromise as a solution. Decisions involving more than one person do not have to be
reached on the basis of pure compromise in which each party states a position and then
the two extremes are conceded to a purely middle-ground position between poles. The
middle-ground position tends to represent not the most satisfactory resolution of conflict
but simply the most expedient solution. In place of the compromise position, conflict is
best resolved with a solution that is most beneficial both for the organisation and for the
parties involved. Integration is better than compromise--it represents the best possible
position. By integrating the ideas of the conflicting parties, the best ideas and concepts
are utilized rather than the most easily agreed upon ideas.
ACHIEVING UNITY
Unity can be achieved through a meeting of the minds between the parties in conflict.
This desired result of the proper handling of conflict is not absolutely essential, but it is
helpful. Through unity, the efforts and interests of individuals can be coordinated and
cooperation tends to lead to progress. The parties to a conflict tend to distance
themselves from each other, and communication diminishes both in amount and in
quality.
ACCOMPLISHING REAL AND PERMANENT SOLUTIONS
Artificial, temporary solutions are quickly recognized by individuals and will not be
respected or supported. Only genuine resolutions that attend to the causes of the conflict
will be supported by those affected.
ACHIEVING A SENSE OF FAIRNESS AND SATISFACTION
It is important to those in disagreement that each partys view be given due consideration.
Those who are in conflict usually have emotions and reasons that they deserve to be
heard. They may have specific solutions in mind or they may not know what the best
answers are. However, if a participant has an opportunity to express feelings and the
rationale behind them and to suggest solutions if they are known, the individual will feel
a sense of fairness to some degree. Even if the ultimate solution decided upon is not the
one the participant preferred, the realization that his or her position has been heard and
seriously considered normally helps to achieve better, more objective feelings toward the

Conflict Management
solution reached. This feeling of fairness and objectivity is likely to result in better
resolution of conflict. When individuals and group feel fairly treated, they are more likely
to be satisfied with the solutions reached.
SOURCES OF CONFLICT
The sources can be broadly classified as Problems based upon individual variances,
difficulties resulting from perceptual differences, and issues arising out of characteristics
of the organisation and functional differences.
INDIVIDUAL DIFFERENCES
No two persons are identical. Peoples temperaments vary. Some individuals are
aggressive, others are passive, and still others are assertive. Some individuals are
extrovert, others tend to be introspective and self-centered. Some people are highly
ambitious and upward-bound, while others seek primarily to preserve and protect what
they already have. One worker may want to work with other people, while another will
prefer working alone. One individual will prefer independence in decision making, while
another will seek out the opinions and ideas of others before acting. One worker may be
able to withstand criticism and act with a high degree of tolerance, while another may
react emotionally at the slightest personal challenge.
The attitudes and actions of individuals also differ on the basis of background, involving
educational, cultural, social and ethnic dissimilarities. The differences in workers
backgrounds tend to influence the philosophical values of the workers. An individuals
philosophy provides a set of guidelines or principles by which the individuals life is
conducted. Because individuals backgrounds are different, their philosophies tend to
differ. Differences in philosophies will have a direct bearing on individual behavior and
may be a significant cause of interpersonal conflict when incongruent philosophies
interact.
PERCEPTUAL DIFFERENCES
Individual perception is the conscious awareness iof occurrences, events, or happenings

in ones surroundings. As most people view the activities in their environment, they have
a tendency to classify those events either as supportive and beneficial or threatening and
derogatory. The perceptions workers have of the events that surround them in their work
environment have a direct, important bearing upon the development or avoidance of
conflict.
ORGANISATIONAL CHARACTERISTICS AND FUNCTIONAL DIFFERENCES
Several organisational characteristics contribute to the development or avoidance of

conflict. For example, the size of the organisation can be a factor in conflict development.
As the number of peoples increases in a department or unit of the organisation, the
individuals in one area lose touch with individuals in other departments. The people in

Conflict Management
each unit may come to think of themselves as separate from others rather than as a part of
a team. All of this, of course, leads to individual thinking and action.
The kinds of employees an organisation hires can also affect the level of conflict. If an
organisation hires employees with specialized expertise in major numbers, the specialized
individuals are likely to group together with similar personnel. For example, the small
group of lawyers in a large organisation is likely to develop a close-knit relationship often
to the exclusion of others. Conflict is more likely to occur between specialists and other
than between generalists and others.
The type and strength of external pressures can affect the level of conflict within an
organisation. Where there is great pressure from competitors or from the environment,
the people within the organisation are more likely to pull together. Where there few or
limited pressures, the individuals and units are not forced to work together.
Conflict among workers may result when individuals are placed on a win-lose
competitive basis for rewards. When a worker recognizes that personal success is gained
at the expense of another worker, the potential of interpersonal conflict is present.
Conflict may be encouraged by the functional duties of the workers. Other possible
organisational sources of conflict include unclear jurisdiction, communication barriers,
the degree of interdependence workers have from one another, the degree to which
consensus is required, and unresolved prior conflict.
DEGREE OF CONFLICT DEVELOPMENT
Another factor to consider is the stage of development to which conflict has progressed.
Conflict that has just surfaced might be treated very differently from conflict that has
continued for a long time. There are five stages of conflict running from just-surfaced
conflict to well-cultivated conflict:
Stage 1 Just Begun
Stage 2 Dispute
Stage 3 Contention
Stage 4 Limited Warfare
Stage 5 All out War.
DEALING WITH CONFLICT

In general, people who come to situations of conflict with positive moods are likely to
handle conflict in a better way. Individuals and groups with a positive outlook tend to be
more optimistic: they hope for a good resolution of conflict. These same individuals are
usually more forgiving of others and will use more creativity in seeking solutions. A
positive mood triggers a more accurate perception of the arguments that others may
present. Those who are in a positive mood tend to be more relaxed so that defensive
barriers are lowered and listening is done more effectively.
***********

Emotional Intelligence
CHAPTER 8
EMOTIONAL INTELLIGENCE
EMOTIONS
Each one of us brings with him or her, a range of emotions to the workplace. Given the obvious role that
emotions play in our everyday lives, it might surprise you to learn that, until very recently, the topic of
emotions was given little or no attention in the field of organizational behavior. When emotions were
considered, the discussion focused on strong negative emotionsespecially angerthat interfered with
an employees ability to do his or her job effectively. Emotions were rarely viewed as constructive or able
to stimulate performance-enhancing behaviours.
Certainly some emotions, particularly when exhibited at the wrong time, can reduce employee
performance. But this does not change the reality that employees bring an emotional component with
them to work every day, and that no study of organizational behavior could be comprehensive without
considering the role of emotions in workplace behaviour.
What Are Emotions?

Emotions are intense feelings that are directed at someone or something. Emotions are different
from moods, which are feelings that tend to be less intense than emotions and that lack a contextual
stimulus.
Emotions are reactions to an object; they are not lasting personality traits. You show your
emotions when you are happy about something, angry at someone, afraid of something. Moods, on the
other hand, are not directed at an object. Emotions can turn into moods when you lose focus on the
contextual object. So when a colleague criticizes you for the way you spoke to a client, you might become
angry at him. That is, you show emotion (anger) toward a specific
Figure 1 Emotion Continuum
object (your colleague). But later in the day, you might find yourself just generally dispirited. You cannot
attribute this feeling to any single event; you are just not your normal, upbeat self. This state describes a
mood.
Research has identified six universal emotions: anger, fear, sadness, happiness, disgust, and
surprise. One factor that has strongly shaped what is and isnt listed in this basic set is the manner in
which the emotions were identified. Researchers tended to look for universally identified facial
expressions and then convert them into categories. Emotions that could not be identified readily by others
through facial expressions, or that were considered a subset of one of the basic six, were not selected.
Figure 1 illustrates that the six emotions can be conceptualized as existing along a continuum.
The closer any two emotions are to each other on this continuum, the more people are likely to confuse
them. For instance, happiness and surprise are frequently mistaken for each other, while happiness and
disgust are rarely confused. Beware that cultural factors can also influence interpretations of facial
expressions.
Choosing Emotions: Emotional Labour

Sometimes individuals are required to manage their emotions. For instance, you may be very
angry with a co-worker or manager, but you may choose to suppress that anger in the interest of keeping
the peace and/or your job. The display of emotions is governed somewhat by workplace norms and the
demands of particular situations. For instance, crying is generally viewed as inappropriate in the
workplace, particularly when it is a response to being criticized. Crying would be viewed more acceptably
if someone were just notified of the death of a close relative, however. Peter Mackay was expected to
show no emotion following his breakup with Belinda Stronach after she crossed the floor to the Liberal
party. However, President George W. Bush was criticized for showing little emotion immediately
following the devastating effects of Hurricane Katrina on New Orleans. Recent research suggests that
negative emotions, even when controlled, generally lead to poorer performance.
Emotional labour refers to the requirement that employees express particular emotions at work
(for instance, enthusiasm or cheerfulness) to maximize organizational productivity. This term was first
coined by Professor Arlie Hochschild of the University of California, Berkeley, and refers to the demand
organizations make on their employees to display appropriate emotions during interpersonal
transactions.
The concept of emotional labour originally developed in relation to service jobs. Flight
attendants, for instance, are expected to be cheerful, funeral counsellors sad, and doctors emotionally
neutral. Studies of emotional labour have explored how smiling flight attendants, cheerful grocery clerks,
gossipy hairdressers, and nasty bill collectors are expected to control their emotional expression to
improve productivity, customer satisfaction, efficiency, and even profitability. But today, the concept of
emotional labour seems relevant to almost every job. You are expected, for example, to be courteous and
not hostile in interactions with coworkers. And leaders are expected to draw on emotional labour to
charge the troops. Almost every great speech, for instance, contains a strong emotional component that
stirs feelings in others.
As these studies show, however, managing emotions can take a toll when there is a discrepancy
between the outward behaviour the person is required to display as part of his or her job and the inward
feelings that the person has. Therefore, while emotional labour can have positive implications within the
workplace, it can also have negative personal consequences when a person consistently hides real
emotions behind a work face. Flight attendants use the phrase go robot to describe how they separate
their private feelings from their public behaviour. Other researchers have discussed both the individual
effects of emotional labour, such as distancing, burnout, and phoniness, and the organizational effects,
such as suppressed disagreements, reduced upward information flow, and loss of voice. A Vancouver
Safeway employee described her companys requirement to smile at all shoppers: My personal opinion
is, theyre expecting us not to be human. I just cant walk around with a smile on my face all day.
Emotional labour creates dilemmas for employees when their jobs require them to exhibit
emotions that are inconsistent with their actual feelings. Not surprisingly, this is a frequent occurrence.
There are people you have to work with to whom you find it very difficult to be friendly. Maybe you
consider their personalities abrasive. Maybe you know they have said negative things about you behind
your back. Regardless, your job requires you to interact with these people on a regular basis. So you are
forced to pretend to be friendly.
Why Should We Care About Emotions in the Workplace?

There are a number of reasons to be concerned about understanding emotions in the workplace. People
who know their own emotions and are good at reading others emotions may be more effective in their
jobs. That, in essence, is the theme underlying recent research on emotional intelligence. The entire
workplace can be affected by positive or negative workplace emotions, another issue we consider below.
One recent study found that when leaders were in a positive mood, individual group members
experienced better moods, and groups had a more positive tone. Groups whose leaders had a positive
mood also found it easier to coordinate tasks, and expended less effort when doing their work.

Emotional intelligence (EI) refers to an assortment of noncognitive skills, capabilities, and competencies
that influence a persons ability to succeed in coping with environmental demands and pressures. Its
composed of five dimensions:
Self-awareness. Being aware of what you are feeling. It is exhibited by self-confidence, realistic
self-assessment, and a self-deprecating sense of humour.
Self-management. The ability to manage your own emotions and impulses. It is exhibited by
trustworthiness and integrity, comfort with ambiguity, and openness to change.
Self-motivation. The ability to persist in the face of setbacks and failures. It is exhibited by a
strong drive to achieve, optimism, and high organizational commitment.
Empathy. The ability to sense how others are feeling. It is exhibited by expertise in building and
retaining talent, cross-cultural sensitivity, and service to clients and customers.
Social skills. The ability to handle the emotions of others. It is exhibited by persuasiveness, and
expertise in building and leading groups and teams.
EI differs from emotional labour because the latter is a job requirement (the demand to smile,
express enthusiasm, etc.) while the former is regarded as a personality trait. A person with low EI may
control his emotions because of a request from a manager (thus engaging in emotional labour), but might
otherwise not do so.
Several studies suggest EI may play an important role in job performance. For instance, one study
looked at the characteristics of Bell Labs engineers who were rated as stars by their peers. The scientists
concluded that stars were better at relating to others. That is, it was EI, not academic IQ, that
characterized high performers.
Another study of US Air Force recruiters generated similar findings. Top-performing recruiters
exhibited high levels of EI. Using these findings, the US Air Force revamped its selection criteria. A
follow-up investigation found that hires who had high EI scores were 2.6 times more successful than
those who did not.
Corporations are acting on the results of these studies. A recent poll of human resource managers
asked: How important is it for your workers to demonstrate EI to move up the corporate ladder? Forty
percent replied Very Important. Another 16 percent said Moderately Important. Irene Taylor, a
consultant with Toronto-based Praxis Canada, says her company has conducted EQ assessments on
about 300 Canadian lawyers over the past five years. She also says that demand to get into the
companys EI coaching program is high. Professor John Oesch of the Joseph L. Rotman School of
Management at the University of Toronto explains why coaching in EI has become popular: Its a solid
psychological construct that can be measured and, to a certain extent, taught.
Tony Comper, president and CEO of the Bank of Montreal, certainly agrees with the importance
of understanding EI. He cites Daniel Golemans Working With Emotional Intelligence as one of his
favourite books on leadership. This chapters From Concepts to Skills gives you some insight into reading
the emotions of others. To find out about your EI, complete Learning About Yourself Exercise later in this
chapter.
Negative Workplace Emotions

Negative emotions can lead to a number of deviant workplace behaviours. Anyone who has spent
much time in an organization realizes that people often engage in voluntary actions that violate
established norms and threaten the organization, its members, or both. These actions are called employee

deviance. They fall into categories such as production (leaving early, intentionally working slowly);
property (stealing, sabotage); political (gossiping, blaming co-workers); and personal aggression.
Many of these deviant behaviours can be traced to negative emotions. For instance, envy is an
emotion that occurs when you resent someone for having something that you dont have but strongly
desire. It can lead to malicious deviant behaviours. Envy, for example, has been found to be associated
with hostility, backstabbing, and other forms of political behaviour, as well as with negatively distorting
others successes and positively distorting ones own accomplishments.
Learning about Your Self Exercise

Whats Your EI at Work?
Evaluating the following 25 statements will allow you to rate your social skills and self-awareness, the
components of emotional intelligence (EI). EI, the social equivalent of IQ, is complex, in no small part because it
depends on some pretty slippery variablesincluding your innate compatibility, or lack thereof, with the people
who happen to be your co-workers. But if you want to get a rough idea of how your EI stacks up, this quiz will help.
As honestly as you can, estimate how you rate in the eyes of peers, bosses, and subordinates on each of the
following traits, on a scale of 1 to 4, with 4 representing strong agreement, and 1 representing strong disagreement.
_______ I usually stay composed, positive, and unflappable even in trying moments.
_______ I can think clearly and stay focused on the task at hand under pressure.
_______ I am able to admit my own mistakes.
_______ I usually or always meet commitments and keep promises.
_______ I hold myself accountable for meeting my goals.
_______ I am organized and careful in my work.
_______ I regularly seek out fresh ideas from a wide variety of sources.
_______ I am good at generating new ideas.
_______ I can smoothly handle multiple demands and changing priorities.
_______ I am results-oriented, with a strong drive to meet my objectives.
_______ I like to set challenging goals and take calculated risks to reach them.
_______ I am always trying to learn how to improve my performance, including asking advice from people younger
than I am.
_______ I readily make sacrifices to meet an important organizational goal.
_______ The companys mission is something I understand and can identify with.
_______ The values of my teamor of our division or department, or the companyinfluence my decisions and
clarify the choices I make.
_______ I actively seek out opportunities to further the overall goals of the organization and enlist others to help me.
_______ I pursue goals beyond what is required or expected of me in my current job.
_______ Obstacles and setbacks may delay me a little, but they dont stop me.
_______ Cutting through red tape and bending outdated rules are sometimes necessary.
_______ I seek fresh perspectives, even if that means trying something totally new.
_______ My impulses or distressing emotions dont often get the best of me at work.
_______ I can change tactics quickly when circumstances change.
_______ Pursuing new information is my best bet for cutting down on uncertainty and finding ways to do things
better.
_______ I usually dont attribute setbacks to a personal flaw (mine or someone elses).
_______ I operate from an expectation of success rather than a fear of failure.
Scoring Key:
Total your score. A score below 70 indicates very low EI. EI can be improved. Says Daniel Goleman, author of
Working With Emotional Intelligence, Emotional intelligence can be learned, and in fact we are each building it, in
varying degrees, throughout life. Its sometimes called maturity. EQ is nothing more or less than a collection of tools
that we can sharpen to help ensure our own survival.
From Concepts to Skills

Reading Emotions
Understanding another persons felt emotions is very difficult. But we can learn to read others displayed
emotions. We do this by focusing on verbal, nonverbal, and paralanguage cues.
The easiest way to find out what someone is feeling is to ask. Saying something as simple as Are you OK?
Whats the problem? can often provide you with the information to assess an individuals emotional state. But
relying on a verbal response has two drawbacks. First, almost all of us conceal our emotions to some extent for
privacy and to reflect social expectations. So we might be unwilling to share our true feelings. Second, even if we
want to verbally convey our feelings, we may be unable to do so. As we noted earlier, some people have difficulty
understanding their own emotions and, hence, are unable to express them verbally. So, at best, verbal responses
provide only partial information.
You are talking with a co-worker. Does the fact that his back is rigid, his teeth are clenched, and his facial
muscles tight tell you something about his emotional state? It probably should. Facial expressions, gestures, body
movements, and physical distance are nonverbal cues that can provide additional insights into what a person is
feeling. The facial expressions shown in Figure 2, for instance, are a window into a persons feelings. Notice the
difference in facial features: the height of the cheeks, the raising or lowering of the brow, the turn of the mouth, the
positioning of the lips, and the configuration of muscles around the eyes. Even something as subtle as the distance
someone chooses to put between him- or herself and you can convey how much intimacy, aggressiveness,
repugnance, or withdrawal that person feels.
When you speak with someone, you may notice a sharp change in the tone of her voice and the speed at
which she speaks. You are tapping into the third source of information on a persons emotionsparalanguage. This
is communication that goes beyond the specific spoken words. It includes pitch, amplitude, rate, and voice quality of
speech. Paralanguage reminds us that people convey their feelings not only in what they say, but also in how they
say it.
Figure 2: Facial Expressions and Emotions
Practising Skills
Part A. Form groups of two. Each person is to spend a couple of minutes thinking of a time in the past
when she or he was emotional about something. Examples might include being upset with a parent, sibling, or

friend; being excited or disappointed about an academic or athletic achievement; being angry with someone over an
insult or slight; being disgusted by something someone has said or done; or being happy because of something good
that happened. Do not share this event with the other person in your group.
Part B. Now you will conduct two role plays. Each will be an interview. In the first, one person will play
the interviewer and the other will play the job applicant. The job is for a summer management internship with
BSNL. Each role play will last no longer than 10 minutes. The interviewer is to conduct a normal job interview,
except you are to continually rethink the emotional episode you envisioned in Part A. Try hard to convey this
emotion while, at the same time, being professional in interviewing the job applicant.
Part C. Now reverse positions for the second role play. The interviewer becomes the job applicant and vice
versa. The new interviewer will conduct a normal job interview, except that he or she will continually rethink the
emotional episode chosen in Part A.
Part D. Spend 10 minutes analyzing the interview, with specific attention focused on these questions: What
emotion( s) do you think the other person was conveying? What cues did you pick up? How accurate were you in
reading those cues?

Time Management
CHAPTER 9
TIME MANAGEMENT
. Introduction
A manager does not find enough hours in the day to cope with his responsibilities. Jobs
crowed in demanding immediate attention. He has no control over his time.
Being busy does no indicate effectiveness. How you spend your time determines your
effectiveness. You should match job need to time available. By proper management of
time, you work more effectively and have time for activities that make life well rounded.
TIME MANAGEMENT
A manager is provided with resources to get work done. Time is an important resource. It
is also a unique resource everyone has 24 hours a day its availability is predictable, it is
perishable and its supply cannot be increased.
To make optimum use of time, we should increase its yield by managing ourselves
effectively. Steps in time management are:
(a) Understand how you are using your time at present.
(b) Decide how you should spend your time.
(c) Identify your time wasters.
(d) Master your time wasters to save time (strategies for effective Time Management)
(e) Make plan of action.
(f) Follow the plan.
Understand how you are using your time at present
It is not sufficient to say that you know how you spend your time; often the way it goes is
different to what you think. You should jot down designation of each task performed in
the day and is start/stop time. Keep record for a number of days to get representative
picture. Prepare a work distribution chart showing activities task and daily weekly time
spent.
Decide how you should spend your time identify key result areas of your job for effective
performance. Assess desirable time against each activity and note in work distribution
chart. The activities showing wide divergence between actual and desirable time are your
time problem areas.
Identify tour time wasters
The time wasters keep you a way from spending time as you should are obstacles to
effectiveness. You should control or eliminate then.
Some of the time wasters are.

(a) Interruptions.
(b) Meeting.

Time Management
(c) Crisis Management.

(d) Lack of objectives, priorities and deadlines.
(e) Personal disorganization.
(f) Ineffective delegation.
(g) Indecision and procrastination.
(h) Complicated procedure.
(i) Commuting, etc.
Strategies for effective time management.

(a) Increase your discretionary time.
(b) Be time conscious.
(c) Plan days work.
(d) Hold priority meeting every morning.
(e) Have prime time for A jobs.
(f) Fragment workday.
(g) Do one job at a time.
(h) Say Frank No.
(i) Use time saving equipment.
(j) Delegate work.
(k) Develop self.
(l) Keep diary, etc.
Make daily plan of action
Last thing everyday, you should outline work to be done tomorrow to peace of
mind at night.
Last activities, categories them under A,B,C, delegate activities that your staff should do.
List activities that should be carried out by you and time at which they can best be done.
Arrange priorities. Make plan flexible to adjust in emergency.
Follow the plan
Review the plan periodically during the cay to see how you are going. If getting behind,
work at faster pace and not eliminate anything.
. Conclusion
In, average life span of 70 years, work for only 16 years and 8 months. We must manage
our time to work more effectively and time for activities that make life will rounded.

Time Management
TIME MANAGEMENT (SUPPLEMENT)
. Time is a peculiar resource-it is limited, everyone has the same amount of it, what is lost
is lost for ever it is relative, it cannot be stored; its effective use makes all the difference
between success and failure.
. A macro view of time-this is how a 70 years life span might typically be distributed:
S.No. Activity No. of years

1. Sleep 25
2. Study and Education 8
3. Hobbies holidays and recreation 7
4. Rest and illness 6
5. Commuting 5
6. Eating 4
7. Transition Time 3
Total 58
8. Residual Time 12
Total 70
The Pareto principal ABC analysis 80/20 principle picking the vital few from the
trivial many.
The secret of some people being better organized than other is the habit of preparing a to
do list each day arranged in order of priority. A framework for such daily practice of
listing could be as follows :-
1. Diary of goal related activities to choose from
2. Action list.
3. Delegation list.
4. Getting ready for the superior.
Listing is a very powerful practice, because it is generally true that what we do no write,
we do not understand.
Problem of fragmentation of time-study of interruptions practice of a quite hour-a sheet
of paper by your side where you can jot down points that occur to you while you are
working on something.

Time Management
The human mind has a constant tendency to stray away from the present, where the
lining reality is, into the past o the future- you might try this question man times during
the day, with a view to forcing the mind into the present:
What is the best use of my time right now?
*****************

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BRBCOID196 / Ver0 / Dec2009

BHARAT RATNA BHIM RAO AMBEDKAR

Managerial Soft Skills

1. Leadership and Team Building 3-20

2. Transactional Analysis 21-25

3. Communication Skills 26-37

4. Change Management 38-43

6. Stress Management 60-67

7. Conflict Management 68-71

8. Emotional Intelligence 72-77

9. Time Management 78-81

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Analyzing Leadership styles

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Leadership Framework Be, Know, & Do

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Leadership Traits A few

Satisfactions for Leader

Leadership and Bossism compared

3 The boss says, I 3 The leader says, We.

Are you a leader or a manager?

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Middle managers must attempt to define the following:

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Distinction between leader and a manager

Subject Leader Manager

Essence Change Stability

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System 4: Democratic- Encourages decision making from different perspectives leadership

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1. Create Vision for others 2.Be Enthusiastic, optimistic and energetic

Some leadership Quotes

"We must become the change we want to see." Mahatma Gandhi

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TOGETHER EVERYONE ACHIEVES MORE

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Qualities of a successful Team Leader

Fundamental features of a team:

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EFFECTS OF INTERNAL CONFLICTS

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WHY TEAMWORK IS REQUIRED ?

TEAM SPIRIT VALUES

If I do a good job thats all I have to worry about.

WERE ALL IN THIS BOAT TOGETHER ORGANISATION, EMPLOYESS AND

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EQUAL IMPORTANCE FOR ALL MEMBERS, NO SUBORDINATES OR SUPERIORS

Organizationally, this may sound controversial as it suggests that everyone is equal in

DIFFERENT LEVELS OF RESPONSIBILITY, BUT ONE LEVEL OF ATTITUDE

Maximizes rather than restricts an employees contribution

OPEN, HONEST COMMUNICATION IS VITAL

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EVERYONE HAS OPEN ACCESS TO INFORMATION

FACILITATE INSPIRE IMPLEMENT

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Leadership and Team building Skills - Case Study 1.

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Transactional Analysis increases understanding of self and others. It

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