communication & directing

35
Multiplicity of roles: Not only productive factors but also members of social system Laws that govern managers, ethics Individuality Personal dignity

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Page 1: Communication & directing

Multiplicity of roles:

◦ Not only productive factors but also members of social system

◦ Laws that govern managers, ethics

Individuality

Personal dignity

Page 2: Communication & directing

CREATIVITY:

◦ Ability to produce new and useful ideas

◦ Through the combination of principles and components

in novel and non obvious ways

◦ Throughout population, age, gender & education

◦ Success: understand the creative process, find creative

people & maintaining an environment

INNOVATION: use of these ideas.

Page 3: Communication & directing

MOTIVE: “ a motive is an inner state that energises, activates, or moves (hence motivation), and that directs behaviour towards goals”

MOTIVATING: “ one person induces another to engage in action by ensuring that a channel to satisfy the motive becomes available and accessible to the individual.”

MOTIVATION: “while a motive is energiser of action, motivating is the channelisation and activation of motives, motivation is the work behaviour itself. Motivation depends on motives and motivating, therefore, it becomes a complex process.

Page 4: Communication & directing

According to McFarland,

“motivation refers to the way in

which

urges, drives, desires, aspirations, strivings

or needs direct, control, or explain the

behaviour of human beings”

Page 5: Communication & directing

◦ Koontz and O’Donnell:

“It is a general term applying to the

entire class of drives, desires, needs wishes and similar forces

that induce an individual or a group of people to work”

Page 6: Communication & directing

MOTIVE:

NEEDS IN

INDIVIDUALS

MOTIVATING:

ACTIVATING

NEEDS AND

PROVIDING NEED

SATISFACTION

ENVIRONMENT

MOTIVATIO

N

ENGAGEMENT IN

WORK BEHAVIOUR

Page 7: Communication & directing

Based on motives: individual’s motive which is internal

Affected by motivating: affected by the way the

individual is motivated

Goal-directed behaviour: satisfies the causes for

which behaviour takes place

Related to satisfaction: contentment experiences of an

individual which he derives out of need fulfillment

Person motivated in totality: not in part. Individual:

self-contained unit & his needs are interrelated

Complex process: because of nature of needs & the

type of behaviour that is attempted to satisfy those needs

Page 8: Communication & directing

Needs: internal feelings of individual. Sometimes they are

unaware of their needs & priority of the needs

Needs result in different behaviours from different

individual because of their differences

A particular behaviour may emerge not only because of

the specific need but it may be because of a variety of

needs

Goal-directed behaviour may not lead to goal attainment

Page 9: Communication & directing

Primary needs

Secondary needs

General needs

Page 10: Communication & directing

1. Carrot and stick approach of motivation

2. Mc-gregor’s theory X and theory Y

3. Dual – model theory (mill theory)

4. Hierarchy of needs – maslow’s theory

5. Herzberg’s theory – hygiene approach to motivation

6. Vroom’s expectancy theory

7. Porter and lawler expectancy theory

8. Equity theory

9. McClelland’s needs theory

Page 11: Communication & directing

SL.NO

THEORY X THEORY Y

1 The average human dislikes work Work is as natural as play or rest

2 People are unambitious & prefer to be directed by other

Ambitious and capable of directing their own

3 They avoid responsibility They accept responsibility

4 External control – threatening & close supervision required

Self directed & self controlled

5 People lack self motivation People are self motivated

6 Authority is centralised – leads to autocratic leadership

Decentralised – involvement in decision making. Democratic leadershi[

7 Less creativity & resist to change High degree of creativity

8 Pessimistic, static and rigid Optimistic, dynamic and flexible

Page 12: Communication & directing
Page 13: Communication & directing
Page 14: Communication & directing

• Hygiene or maintenance factors

i. Company policy and administration

ii. Technical supervision

iii. Interpersonal relationships with subordinates

iv. Interpersonal relationships with superiors

v. Interpersonal relationships with peers

vi. Salary

vii. Job security

viii. Personal life

ix. Working conditions

x. Status

• Motivational factors

i. Achievement

ii. Recognition

iii. Advancement

iv. Opportunity for growth

v. Responsibility

vi. Work itself

Page 15: Communication & directing

MONEY

PARTICIPATION

QUALITY OF WORK LIFE

JOB SECURITY

EFFECTIVE COMMUNICATION

POWER OF AUTHORITY

Page 16: Communication & directing

COMMUNICATION

Page 17: Communication & directing

Communication – latin word “communis”-

common

Concept of transfer, meaning and information

Process – various elements – share meaning

Page 18: Communication & directing

SENDER MESSAGEENCODIN

GCHANNEL RECEIVER

DECODIN

GMESSAGE

FEEDBACK

Page 19: Communication & directing

SENDER: contacts – objective: passing the msg.

superior, subordinate, peer. Downward-upward-horizontal.

MESSAGE: subject matter intended to be conveyed

ENCODING: process of converting msg into meaningful symbols

– words, pictures, gestures and other body language.

CHANNEL: Eg: letter, e-mail, circulars, telephone etc

RECEIVER: to whom msg is sent.

DECODING: reverse of encoding – receiver converts the symbols

FEEDBACK: received and understood the msg

Page 20: Communication & directing

Needed in Recruitment process

Needed in the area of Orientation

Perform their functions effectively

Evaluation of their contribution

Teach employees about personal safety

Protecting the image of the enterprise

Helps decision process

Helps in achieving coordination

Promotes cooperation and industrial peace

Increases managerial efficiency

Page 21: Communication & directing

VERTICAL: downward and upward

HORIZONTAL

GRAPEVINE

CONSENSUS

Page 22: Communication & directing

Flows from a superior to the subordinate staff

Objectives:

◦ To give directives about some job

◦ To explain policies and procedures

◦ To convey assessment of performance

◦ To explain the rationale of the job

Page 23: Communication & directing

Flows from a superior to the subordinate staff

Objectives:◦ To give directives about some job

◦ To explain policies and procedures

◦ To convey assessment of performance

◦ To explain the rationale of the job

Limitations:◦ Under-communication or over-communication

◦ In case of a long line of communication there may be: delay, loss of information, distortion, resentment by subordinate staff

To make it effective:◦ Managers should be adequately informed

◦ Should be clear about how much to communicate

◦ Some authority should be delegated to lower levels to shorten the line of communication

◦ Information should be passed on to the correct person

Page 24: Communication & directing

Upward communication moves from the subordinate staff

to the superiors

Its importance is:

◦ Provides feedback to superiors

◦ Releases pent-up emotions of subordinates

◦ Provides superiors: useful information

◦ Makes introduction of new schemes easier

◦ Promotes harmony

Page 25: Communication & directing

Upward communication moves from the subordinate staff to the superiors

Its importance is:◦ Provides feedback to superiors◦ Releases pent-up emotions of subordinates◦ Provides superiors: useful information◦ Makes introduction of new schemes easier◦ Promotes harmony

Its channels are:◦ Superiors keep an open door, Social gatherings, Complaints &

suggestion boxes, direct correspondence, reports & counselling

Its limitations are:◦ Reluctant to express, afraid to critise, possibility of

distortion, bypassed superiors feel insulted

To make it effective:◦ Superior should take initiative to get close◦ Line of communication short◦ Prompt redressal of legitimate grievances

Page 26: Communication & directing

It flows between people at the same level

It is important for promoting understanding and

coordination among various people or departments

It is carried on through:

◦ Face-to-face discussion

◦ Telephonic talk

◦ Periodical meetings

◦ memos

Page 27: Communication & directing

It is an informal channel of communication

Primarily a channel of horizontal communication, it can

flow even vertically & diagonally

Of four types:

◦ Single strand: flows like a chain

◦ Gossip: one person tells everybody else

◦ Probability(random): information may move from anybody to

anybody

◦ Cluster: moves through selected groups

Page 28: Communication & directing

Importance:

◦ Emotional relief

◦ Harmony and cohesiveness in the organisation

◦ Supplement to other channels

◦ A fast channel

◦ Provides feedback

Demerits:

◦ Distortion of information

◦ May transmit incomplete information

◦ Travels with destructive swiftness

To use effectively, the manager should:

◦ Keep an eye on rumor-mongers

◦ Use it primarily for feedback

◦ Contradict rumours promptly

◦ Involve the workers in the decision making process

Page 29: Communication & directing

Is the process of arriving at agreement through

consultation

It is not unanimity but dissent is not expressed in the

larger interest

Page 30: Communication & directing

Is the process of arriving at agreement through consultation

It is not unanimity but dissent is not expressed in the larger

interest

Advantages:

◦ Consensus decisions easy to accept

◦ Promotes harmony, checks conflicts & splits

Disadvantages:

◦ Dissent is often stifled in the name of consensus

◦ May degenerate into a process of mutual accommodation

◦ May project a false image of the management

Page 31: Communication & directing

PHYSICAL BARRIERS:

◦ NOISE: factory, telecom, poor writing, bad

photocopies etc

◦ Time and distance – telecom & network

unavailable, different shifts, faulty seating

arrangement in the hall etc

◦ Need little care to overcome

Page 32: Communication & directing

SEMANTIC BARRIERS:

◦ It occurs when: assign different meanings to same words. Eg:

Value of this ring? – different words for the same meaning. Eg:

honest, sincere, noble etc

◦ Words carry different nuances, shades or flavours to the

transmitter and the receiver

◦ To minimise semantic barriers:

Use familiar words

Clarify the shades or nuances

Use words of positive connotations

Page 33: Communication & directing

Different comprehensions of reality:

◦ Abstracting: picking few details & leaving out others

Remember that others can pick other detail so be accommodating

◦ Slanting: giving particular bias or slant to reality (eg:

drinking friend)

Be objective in your observations and assessments

◦ Inferring: drawing inference from observation (Eg: rains

fail prices rise)

Base inferences on verifiable facts

Page 34: Communication & directing

SOCIO-PSYCHOLOGICAL BARRIERS:

◦ Attitudes & opinions

◦ Emotions

◦ Closed mind

◦ Status consciousness

◦ Source of information

◦ Inattentiveness

◦ Faulty transmission

◦ Poor retention

◦ Unsolicited communication

Page 35: Communication & directing

Clarity in idea

Purpose of communication – eg: make subordinate accept the

order

Empathy in communication

Two way communication

Appropriate language

Supporting working with action

Credibility in communication

Good listening