Q.

Explain Controlling also discuss different types of control ? Ans:Basically, organizational coordination and control is taking a systematic approach to figuring out if you're doing what you wanted to be doing or not. It's the part of planning after you've decided what you wanted to be doing. Below are some of the major approaches to organizational control and coordination. Many People Are Averse to Management "Control" New, more "organic" forms or organizations (self-organizing organizations, self-managed teams, network organizations, etc.) allow organizations to be more responsive and adaptable in today's rapidly changing world. These forms also cultivate empowerment among employees, much more than the hierarchical, rigidly structured organizations of the past. Many people assert that as the nature of organizations has changed, so must the nature of management control. Some people go so far as to claim that management shouldn't exercise any form of control whatsoever. They claim that management should exist to support employee's efforts to be fully productive members of organizations and communities -- therefore, any form of control is completely counterproductive to management and employees. Some people even react strongly against the phrase "management control". The word itself can have a negative connotation, e.g., it can sound dominating, coercive and heavy-handed. It seems that writers of management literature now prefer use of the term "coordinating" rather than "controlling". "Coordination" Must Exist or There's No Organization -- Only an "Experience" Regardless of the negative connotation of the word "control", it must exist or there is no organization at all. In its most basic form, an organization is two or more people working together to reach a goal. Whether an organization is highly bureaucratic or changing and self-organizing, the organization must exist for some reason, some

purpose, some mission (implicit or explicit) -- or it isn't an organization at all. The organization must have some goal. Identifying this goal requires some form of planning, informal or formal. Reaching the goal means identifying some strategies, formal or informal. These strategies are agreed upon by members of the organization through some form of communication, formal or informal. Then members set about to act in accordance with what they agreed to do. They may change their minds, fine. But they need to recognize and acknowledge that they're changing their minds. This form of ongoing communication to reach a goal, tracking activities toward the goal and then subsequent decisions about what to do is the essence of management coordination. It needs to exist in some manner -formal or informal. The following are rather typical methods of coordination in organizations. They are used as means to communicate direction and guide behaviors in that direction. The function of the following methods is not to "control", but rather to guide. If, from ongoing communications among management and employees, the direction changes, then fine. The following methods are changed accordingly. Note that many of the following methods are so common that we often don't think of them as having anything to do with coordination at all. No matter what one calls the following methods -- coordination or control -- they're important to the success of any organization. Various Administrative Controls Organizations often use standardized documents to ensure complete and consistent information is gathered. Documents include titles and dates to detect different versions of the document. Computers have revolutionized administrative controls through use of integrated management information systems, project management software, human resource information systems, office automation software, etc. Organizations typically require a wide range of reports, e.g., financial reports, status reports, project

reports, etc. to monitor what's being done, by when and how. Delegation Delegation is an approach to get things done, in conjunction with other employees. Delegation is often viewed as a major means of influence and therefore is categorized as an activity in leading (rather than controlling/coordinating). Delegation generally includes assigning responsibility to an employee to complete a task, granting the employee sufficient authority to gain the resources to do the task and letting the employee decide how that task will be carried out. Typically, the person assigning the task shares accountability with the employee for ensuring the task is completed. See Delegation. Evaluations Evaluation is carefully collecting and analyzing information in order to make decisions. There are many types of evaluations in organizations, for example, evaluation of marketing efforts, evaluation of employee performance, program evaluations, etc. Evaluations can focus on many aspects of an organization and its processes, for example, its goals, processes, outcomes, etc. See Evaluations (many kinds) Financial Statements (particularly budget management) Once the organization has establish goals and associated strategies (or ways to reach the goals), funds are set aside for the resources and labor to the accomplish goals and tasks. As the money is spent, statements are changed to reflect what was spent, how it was spent and what it obtained. Review of financial statements is one of the more common methods to monitor the progress of programs and plans. The most common financial statements include the balance sheet, income statement and cash flow statement. Financial audits are regularly conducted to ensure that financial management practices follow generally accepted standards, as well. See For-Profit Financial Management and Nonprofit Financial Management. Performance Management (particularly observation and feedback phases)

Performance management focuses on the performance of the total organization, including its processes, critical subsystems (departments, programs, projects, etc.) and employees. Most of us have some basic impression of employee performance management, including the role of performance reviews. Performance reviews provide an opportunity for supervisors and their employees to regularly communicate about goals, how well those goals should be met, how well the goals are being met and what must be done to continue to meet (or change) those goals. The employee is rewarded in some form for meeting performance standards, or embarks on a development plan with the supervisor in order to improve performance. See Basic Overview of Performance Management. Policies and Procedures (to guide behaviors in the workplace) Policies help ensure that behaviors in the workplace conform to federal and state laws, and also to expectations of the organization. Often, policies are applied to specified situations in the form of procedures. Personnel policies and procedures help ensure that employee laws are followed (e.g., laws such as the Americans with Disabilities Act, Occupational Health and Safety Act, etc.) and minimize the likelihood of costly litigation. A procedure is a step-bystep list of activities required to conduct a certain task. Procedures ensure that routine tasks are carried out in an effective and efficient fashion. See Personnel Policies. Quality Control and Operations Management The concept of quality control has received a great deal of attention over the past twenty years. Many people recognize phrases such as "do it right the first time, "zero defects", "Total Quality Management", etc. Very broadly, quality includes specifying a performance standard (often by benchmarking, or comparing to a well-accepted standard), monitoring and measuring results, comparing the results to the standard and then making adjusts as necessary. Recently, the concept of quality management has expanded to include organization-wide programs, such as Total Quality Management, ISO9000, Balanced Scorecard, etc.

Operations management includes the overall activities involved in developing, producing and distributing products and services. See Quality Management and Operations Management.

Challenge 1
How do I keep my sales people motivated?" This is one of the most frequently asked questions in my management development workshops. Although there is no easy answer to this question there are several techniques that, when properly implemented, will help you develop a highly charged and motivated work team. Involve them in setting goals. Most, if not all, organizations establish quotas for their sales teams but, surprisingly, few actually involve their sales people in the process. Excellent managers know that involving their team members will generate a higher level of buy-in. Effective sales managers give their team an overview of the big picture and what the company needs to achieve. Then, they work with each person to establish individual targets that will meet or exceed the corporate objectives. Powerful goals follow SMART guidelines: Specific. Every goal must be specific.The more specific and detailed a target is, the more people can visualize its outcome. Motivating. Is the goal important to the person who is responsible for achieving it? If not, they may lose interest, particularly if it is a longer term objective. Once again, this reinforces the concept of involving the employee in the goal setting process. Achievable. Goals should have a 75% chance of accomplishment while still challenging the individual to push themselves beyond their existing comfort zone. Relevant. Each goal must be relevant to the main objective of the corporation. Obviously, sales is relevant to the overall success of the company. Time Bound. Set a time frame and deadline for each goal. Ensure the deadline is realistic but, at the same time, challenging.

SMART goals help people stretch themselves and achieve more. Work with your team members to help them determine the goals that would be most appropriate for their development and growth and help them develop the appropriate action steps to acheive these goals and you will see a noticeable improvement in their performance. Communicate Sales people are hungry for information and my experience has taught me that, in all but rare situations, can be trusted with corporate details. Unfortunately, too many organizations and their managers' feel that people should only be given information that is relevant to their specific job. I once worked for an organization that established some aggressive sales and profitability targets and created a bonus program based on the percentage increase of profit from the previous year. The idea was excellent! After all, why not compensate everyone in the company for sales and profit other than just top level executives and sales people. This would allow EVERY employee to contribute to the profitability of the organization. Unfortunately, the company wouldn't divulge the previous year's profits which meant that the employees had no idea what they were striving to achieve. Many employees saw this as a way for the company to avoid paying bonuses at the end of the year and, as a result, stopped working on their goals and objectives. Tell your team what's going on Keep them apprised of the progress you are making in achieving your targets. People are naturally curious and want to know how they are doing. I'm not suggesting you reveal confidential information but I do recommend you share information about the overall status of the company. If sales are down and you need people to focus on generating new accounts or business then tell them. If costs are climbing then advise your employees that they need to be aware of their expenses. Regular update meetings, email correspondence, broadcast voice mails are just some of the ways you can communicate with your team. Another effective method is through casual discussions. At one point during my career I traveled as much as 35 weeks a year. On the occasion when I was in the

office, I found the informal discussions around the lunch table invaluable because they helped me catch up on what was happening in the company. Communication MUST be clear and concise I once worked with a senior level manager who had a top performer that was looking to get promoted. The senior manager assigned this individual to a different location and instructed him to begin acting more like a District Sales Manager. When I asked the senior manager exactly what he meant, he replied that he wanted this individual to take more initiative. I questioned again him as to his exact expectations and he said he wanted his top performer to act like a Sale Manager. Again, I persisted and asked what he meant by this vague statement. He ended up repeating his previous comments and couldn't clearly articulate his thoughts. Because of this, there was no way his employee could perform to his manager's expectations. Employees want to know where they stand and, all but a few, want to do a good job. They want to know how, you, as their manager, view their performance. That's why it is critical that you give them direction and feedback on a regular basis. Unfortunately, many managers are hesitant to provide feedback on negative performance because they are afraid of the potential conflict that may arise. Yet, most employees can accept constructive criticism, providing it is delivered in a professional manner. Recognize their effort In my workshops I often hear managers grumble when I suggest they praise and recognize the efforts of their team members. I hear comments such as, "Why should I praise them for doing their job?" or "They'll think I'm soft." My experience has taught me that people will work harder for someone who recognizes the effort they put into their work. Praising an employee is not a difficult process. Here are four steps to follow to provide effective positive reinforcement: 1. Be specific. Most people make the mistake of saying something like, "You did a good job today." Although this is better than no feedback, it doesn't recognize the specific behaviour you want reinforced. What exactly does it mean? How will the employee interpret it? A more

effective method is to say, "Sarah, you did a really good job satisfying that irate customer." 2. Be sincere. Ensure that your body language and tone of voice is consistent with the message that you want to give. Carefully consider what you say and how you say it. Keep it brief and to the point, be clear and concise. Too many people don't determine beforehand what they are going to say and the result is a garbled, unfocused message. Ensure that you are sincere; if you don't mean it, don't say it. 3. Acknowledge the effort and/or energy. When you praise an employee's performance, acknowledge their effort and commitment. In other words, how hard they worked and/or how involved they were with it. For example, "Karen, thanks for helping out John today. I appreciate the extra effort you made to ensure that everything was taken care of." 4. Ensure it is timely. Praise the employee's performance as soon as you become aware of it. If too much time elapses the individual may perceive the praise as an afterthought and it will very have little positive impact. Also, make sure the reinforcement is given in an appropriate place. The general rule of thumb is to praise in public and reprimand in private. However, not all employees want that recognition in front of their peers. Therefore, you must know your employees and be aware of the best place to provide positive feedback. Promote two-way communication Your sales people are a wealth of information and can often contribute valuable suggestions to improve the business. Many managers say they have an open door policy but, in reality, will only listen to an employee if his or her ideas are in sync with their own. If you truly want to create a team of highly motivated employees take the time to listen to their comments and ideas. Foster an environment that encourages the open sharing of information. Great leaders are always open to new ideas and methods of improving business and some of the best ideas come from the front-line staff. Lead by example This last point is the most important. If you want a highly motivated team YOU must set the example. You must demonstrate enthusiasm, energy, team

cooperation, honesty, integrity and commitment. Treat people with respect and dignity. Give them the tools to excel, grow and develop. Encourage them to participate and get involved. Solicit feedback, listen to their comments, and act on suggestions that will help your business succeed. Set and communicate high standards, provide positive reinforcement when your team members perform and involve them. You will soon see a team that will do almost anything to help you succeed! Challenge 2

Definitions
More common and accepted definitions of supply chain management are:

Supply chain management is the systematic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole (Mentzer et al., 2001).[3] A customer focused definition is given by Hines (2004:p76) "Supply chain strategies require a total systems view of the linkages in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer. As a consequence costs must be lowered throughout the chain by driving out unnecessary costs and focusing attention on adding value. Throughout efficiency must be increased, bottlenecks removed and performance measurement must focus on total systems efficiency and equitable reward distribution to those in the supply chain adding value. The supply chain system must be responsive to customer requirements."[4] Global supply chain forum - supply chain management is the integration of key business processes across the supply chain for the purpose of creating value for customers and stakeholders (Lambert, 2008).[5]

According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes the crucial components of coordination and collaboration with channel partners, which can be suppliers, intermediaries, thirdparty service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise.

A supply chain, as opposed to supply chain management, is a set of organizations directly linked by one or more of the upstream and downstream flows of products, services, finances, and information from a source to a customer. Managing a supply chain is 'supply chain management' (Mentzer et al., 2001).[3] Supply chain management software includes tools or modules used to execute supply chain transactions, manage supplier relationships and control associated business processes. Supply chain event management (abbreviated as SCEM) is a consideration of all possible events and factors that can disrupt a supply chain. With SCEM possible scenarios can be created and solutions devised.

Problems addressed by supply chain management

Supply chain management must address the following problems:

Distribution Network Configuration: number, location and network missions of suppliers, production facilities, distribution centers, warehouses, cross-docks and customers. Distribution Strategy: questions of operating control (centralized, decentralized or shared); delivery scheme, e.g., direct shipment, pool point shipping, cross docking, DSD (direct store delivery), closed loop shipping; mode of transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad; intermodal transport, including TOFC (trailer on flatcar) and COFC (container on flatcar); ocean freight;

airfreight; replenishment strategy (e.g., pull, push or hybrid); and transportation control (e.g., owner-operated, private carrier, common carrier, contract carrier, or 3PL).

Trade-Offs in Logistical Activities: The above activities must be well coordinated in order to achieve the lowest total logistics cost. Trade-offs may increase the total cost if only one of the activities is optimized. For example, full truckload (FTL) rates are more economical on a cost per pallet basis than less than truckload (LTL) shipments. If, however, a full truckload of a product is ordered to reduce transportation costs, there will be an increase in inventory holding costs which may increase total logistics costs. It is therefore imperative to take a systems approach when planning logistical activities. These trade-offs are key to developing the most efficient and effective Logistics and SCM strategy. Information: Integration of processes through the supply chain to share valuable information, including demand signals, forecasts, inventory, transportation, potential collaboration, etc. Inventory Management: Quantity and location of inventory, including raw materials, work-in-progress (WIP) and finished goods. Cash-Flow: Arranging the payment terms and methodologies for exchanging funds across entities within the supply chain.

Supply chain execution means managing and coordinating the movement of materials, information and funds across the supply chain. The flow is bidirectional.

Activities/functions
Supply chain management is a cross-function approach including managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics

operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels. The CSCMP has adopted The American Productivity & Quality Center (APQC) Process Classification FrameworkSM a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint.[6]

Strategic level

Strategic network optimization, including the number, location, and size of warehousing, distribution centers, and facilities. Strategic partnerships with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics. Product life cycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management activities. Information technology chain operations. Where-to-make and make-buy decisions. Aligning overall organizational strategy with supply strategy. It is for long term and needs resource commitment.

Tactical level

Sourcing contracts and other purchasing decisions. Production decisions, including contracting, scheduling, and planning process definition.

Inventory decisions, including quantity, location, and quality of inventory. Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise. Milestone payments. Focus on customer demand and Habits.

Challenge 3

Answer: All the three challenge can be solved by analysis of individual level according to view of OB. Organizational Behavior emphasizes on intellectual capital as represented by the sum total of knowledge, expertise, and dedication of an organization?s workforce. It recognizes that even in the age of high technology, people are the indispensable human resources whose knowledge and performance advance the organization?s purpose, mission, and strategies. Only through human efforts can the great advantages be realized from other material resources of organizations, such as, technology, information, raw materials, and money. Mr Prabhakar needs to do Individual level of analysis. This level of analysis at individual level is more related to the study of aspects like learning, perception, creativity, motivation, personality, turnover, task performance, cooperative behavior, deviant behavior, ethics, and cognition. Remuneration of personnel: this may be achieved by various methods but it should be fair, encourage effort, and not lead to overpayment. Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Finally, in order for observational learning to be successful, you have to be motivated to imitate the behavior

that has been modeled. Reinforcement and punishment play an important role in motivation. While experiencing these motivators can be highly effective, so can observing other experience some type of reinforcement or punishment? For example, if you see another student rewarded with extra credit for being to class on time, you might start to show up a few minutes early behavior. each day. Through Individual level of analysis Mr. Prabhakar can shape employee

Q.3

Write a detailed note on Myers-Briggs type indication ?

Myers-Briggs Type Indicator (MBTI) personality test is the most widely used personality test in the world. Their database numbers in the tens of millions those who have taken it over almost 50 years, and about two million annually! Unfortunately, its availability has mostly been confined to corporate settings and paid online sites. But now, you can do the test for free

and get fully explained detailed analyses of your results here! The MBTI is mostly used in professional settings, and it is not cheap to do a group session, which is why it has mostly been confined to corporate settings. However, the MBTI is about personalities and relationships, and those are not confined to work place. The test actually has far more value outside of the work place, where we have the majority of our most meaningful relationships. There are many websites which offer the test and/or results for a small fee, but that is enough to deter many people from trying. A lot of those sites also dont offer very good analyses, though a handful are very good. Now, you can by-pass both those obstacles to do the Myers-Briggs test for free and get accurate detailed analyses that are well explained. Its fun to do for yourself, but also with others whom you have meaningful relationships. You can compare, contrast and gain a better understanding of eachs behavioral tendencies. There is advice for work, stress, friendship, romance and so on. Youll never have understood yourself and others in your life so well!

Even if you have done the test before, unless its been within a couple of years, you should try it again because people change with time. This is especially true if some life changing event has happened to you in that time, like a change of job, place of living, having children, or something traumatic. Hey, its free! Give it a try! The Myers-Briggs test below is being used for a study investigating online mafia games as a model for voter perception of candidates so if you are curious or would like participate, The best version of the MyersBriggs test available, developed by David Keirsey in his classic books Q.4 Explain the Factors influencing perception.
Factors Influencing Perception Perception is our sensory experience of the world around us and involves both the recognition of environmental stimuli and actions in response to these stimuli. Through the perceptual process, we gain information about properties and elements of the environment that are critical to our survival. Perception not only creates our experience of the world around us; it allows us to act within our environment. A number of factors operate to shape and sometimes distort perception. These factors can reside: i) In the perceiver. ii) In the object or target being perceived or

iii) In the context of the situation in which the perception is made. 1. Characteristics of the Perceiver: Several characteristics of the perceiver can affect perception. When an individual looks at a target and attempts to interpret what he or she stands for, that interpretation is heavily influenced by personal characteristics of the individual perceiver. The majorcharacteristics of the perceiver influencing perception are: a) Attitudes: The perceivers attitudes affect perception. For example, suppose Mr. X is interviewing candidates for a very important position in his organization a position that requires negotiating contracts with suppliers, most of whom are male. Mr X may feel that women are not capable of holding their own in tough negotiations. This attitude will doubtless affect his perceptions of the female candidates he interviews. b) Moods: Moods can have a strong influence on the way we perceive someone. We think differently when we are happy than we do when we are depressed. In addition, we remember information that is consistent with our mood state better than information that is inconsistent with our mood state. When in a positive mood, we form more positive impressions of others. When in a negative mood, we tend to evaluate others unfavourably. c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence on their perceptions. For example, in an organizational context, a boss who is insecure perceives a subordinates efforts to do an outstanding job as a threat to his or her own position. Personal insecurity can be translated into the perception that others are out to "get my job", regardless of the intention of the subordinates. d) Self-Concept: Another factor that can affect social perception is the perceivers self-concept. An individual with a positive selfconcept tends to notice positive attributes in another person. In

contrast, a negative self-concept can lead a perceiver to pick out negative traits in another person. Greater understanding of self allows us to have more accurate perceptions of others. e) Interest: The focus of our attention appears to be influenced by our interests. Because our individual interests differ considerably, what one person notices in a situation can differ from what others perceive. For example, the supervisor who has just been reprimanded by his boss for coming late is more likely to notice his colleagues coming late tomorrow than he did last week. If you are preoccupied with a personal problem, you may find it hard to be attentive in class. f) Cognitive Structure: Cognitive structure, an individuals pattern of thinking, also affects perception. Some people have a tendency to perceive physical traits, such as height, weight, and appearance, more readily. Others tend to focus more on central traits, or personality dispositions. Cognitive complexity allows a person to perceive multiple characteristics of another person rather than attending to just a few traits. g) Expectations: Finally, expectations can distort your perceptions in that you will see what you expect to see. The research findings of the study conducted by Sheldon S Zalkind and Timothy W Costello on some specificcharacteristics of the perceiver reveal Knowing oneself makes it easier to see others accurately. Ones own characteristics affect the characteristics one is likely to see in others. People who accept themselves are more likely to be able to see favourable aspects of other people. Accuracy in perceiving others is not a single skill. These four characteristics greatly influence how a person perceives others in the environmental situation. Characteristics of the Target: Characteristics in the target that is being observed can affect what is perceived. Physical appearance

plays a big role in our perception of others. Extremely attractive or unattractive individuals are more likely to be noticed in a group than ordinary looking individuals. Motion, sound, size and other attributes of a target shape the way we see it.The perceiver will notice the targets physical features like height, weight, estimated age, race and gender. Perceivers tend to notice physical appearance characteristics that contrast with the norm, that are intense, or that are new or unusual. Physical attractiveness often colours our entire impression of another person. Interviewers rate attractive candidates more favourably and attractive candidates are awarded higher starting salaries. Verbal communication from targets also affects our perception of them. Welisten to the topics they speak about, their voice tone, and their accent and make judgements based on this input. Nonverbal communication conveys a great deal of information about the target. The perceiver deciphers eye contact, facial expressions, body movements, and posture all in an attempt to form an impression of the target .As a result of physical or time proximity, we often put together objects or events that are unrelated. For example, employees in a particular department are seen as a group. If two employees of a department suddenly resign, we tend to assume their departures were related when in fact, they might be totally unrelated. People, objects or events that are similar to each other also tend to be grouped together. The greater the similarity, the greater the probability we will tend to perceive them as a group. Characteristics of the Situation: The situation in which the interaction between the perceiver and the target takes place, has an influence on the perceivers impression of the target. E.g. meeting a manager in his or her office affects your impression in a certain way that may contrast with the impression you would have formed, had you met the manager in a restaurant. The

strength of the situational cues also affects social perception. Some situations provide strong cues as to appropriate behaviour. In these situations, we assume that ie individuals behaviour can be accounted for by the situation, and that it may not reflect theindividuals disposition. This is the discounting principle in social perception. For example, you may encounter an automobile salesperson who has a warm and personable manner, asks you about your work and hobbies, and seems genuinely interested in your taste in cars. Can you assume that this behaviour reflects the salespersons personality? You probably cannot, because of the influence of the situation. This person is trying to sell you a car, and in this particular situation, he probably treats all customers in this manner.

Describe the LeaderShip Grid with the hel p of the Diagram.?.

3 INTRODUCTION

Welcome to this report which was commissioned development of the new National Occupational Standards in Management and Leadership.

to assist

It draws together a range of materials detailing approaches to leadership, leadership development and

leadership/management competency frameworks in a wide range of organisations. Much of this material is sensitive in nature so we request that it is treated with care and not copied or distributed without our permission.

The purpose of the report is not to propose a framework of standards for providing direction in organisations, but to draw together a diverse yet comprehensive set of information to act as a reference for those charged with this task.

The material provided is intended to contribute towards the Providing direction part of the framework, including Developing a vision for the commitment and providing leadership and future, Gaining

Providing governance and as such, some other core activities and responsibilities of leaders and managers may be omitted.

This report acts very much as a first step towards the development of a new set of occupational standards and it is intended that its results should lead directly into further fieldwork, discussion and consultation.

Leadership is a complex process and we have serious reservations over the extent to which a set of standards, qualities or competencies can ever fully capture the nature of what makes some leaders/organisations successful and others unsuccessful. concerns are voiced in Section 8. These

Finally, we would like to thank all those who helped contribute towards the development of this report, particularly Geoff Carroll of Chase project and Alan Hooper, Peter Consulting who initiated the Special thanks

Wilkinson and Martin Wood for their comments. also goes to those representatives

Blake and Mouton's Managerial Grid The Managerial Grid developed by Robert Blake and Jane Mouton focuses on task (production) and employee (people) orientations of managers, as well as combinations of concerns between the two extremes. A grid with concern for production on the horizontal axis and concern for people on the vertical axis and plots five basic leadership styles. The first number refers to a leader's production or task orientation; the second, to people or employee orientation.

The Blake Mouton Managerial Grid (Blake & Mouton, 1964)

Blake and Mouton propose that concern for both employees and

Team Management -

a high

production - is the most effective type of leadership behaviour. 4.3 The Contingency or Situational School Whilst behavioural theories may help managers develop particular leadership behaviours they give little guidance as to what constitutes effective different situations. Indeed, most leadership in

researchers today conclude that no one leadership style is right for every manager under all circumstances. Instead, contingency-situational developed to indicate that the style to theories were

be used is contingent upon such factors as the situation, the people, the task, the organisation, and other environmental variables. The major theories contributing towards this school of thought are