communication & directing
TRANSCRIPT
Multiplicity of roles:
◦ Not only productive factors but also members of social system
◦ Laws that govern managers, ethics
Individuality
Personal dignity
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.
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.
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”
◦ 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”
MOTIVE:
NEEDS IN
INDIVIDUALS
MOTIVATING:
ACTIVATING
NEEDS AND
PROVIDING NEED
SATISFACTION
ENVIRONMENT
MOTIVATIO
N
ENGAGEMENT IN
WORK BEHAVIOUR
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
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
Primary needs
Secondary needs
General needs
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
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
• 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
MONEY
PARTICIPATION
QUALITY OF WORK LIFE
JOB SECURITY
EFFECTIVE COMMUNICATION
POWER OF AUTHORITY
COMMUNICATION
Communication – latin word “communis”-
common
Concept of transfer, meaning and information
Process – various elements – share meaning
SENDER MESSAGEENCODIN
GCHANNEL RECEIVER
DECODIN
GMESSAGE
FEEDBACK
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
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
VERTICAL: downward and upward
HORIZONTAL
GRAPEVINE
CONSENSUS
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
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
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
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
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
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
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
Is the process of arriving at agreement through
consultation
It is not unanimity but dissent is not expressed in the
larger interest
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
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
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
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
SOCIO-PSYCHOLOGICAL BARRIERS:
◦ Attitudes & opinions
◦ Emotions
◦ Closed mind
◦ Status consciousness
◦ Source of information
◦ Inattentiveness
◦ Faulty transmission
◦ Poor retention
◦ Unsolicited communication
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