Transcript Unit

Unit - 4
Leadership
Communication
Controlling
And
Change Manangement
Leadership
# Leadership is said to be – “The process of influencing group
activities towards accomplishment of goals”
# Koonz and O’Donnell – It is the activity of influencing people
to strive willingly for group objectives.
Key features •
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Existence of followers
Interpersonal influence
Uneven power sharing
Common goals
Situational
Functions of leader:
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Leader develops teamwork
Leader is representative of sub ordinates
Leader is a appropriate counselor
Leader uses power properly
Leader uses time well
Leader strives for effectiveness
Qualities of a good leader: Greatman Theory
# Major historical events and powerful organizations are
work of a few outstanding figures.
# History of world is but biography of great men
Exa: Winston Churchill, Mahatma Gandhi, Julius Caesar,
Jesus Christ, Alexander etc.
# This theory beliefs that leadership is genetic.
Exa: Kennedy family, Nehru Family
This theory holds that leaders are born ! ! !
Qualities that are common to good leaders
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Intelligence
Communication skills
Emotional balance
Technical skills
Inner drive
Energy
Human relations skills
Teaching skills
Leans heavily towards thinking that leaders are born and
therefore cannot be developed. This theory has limited to
hindsight and lost its appeal after World War - II
Leadership styles:
• Directive , Autocratic and Authoritarian style
Some features are –
- Centralized power and decision making
- Close supervision and control
- Discipline through reward and punishment
- One way communication
- Total dependence of subordinates on superior
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Participative and democratic styles
some features are
- Involves people in decision making and goal setting
- Attitudes, feelings, suggestions of members are considered
while making decisions
- Freedom of thinking and action available to a reasonable
extent
- Two way, open communication between members
- Opportunity to use one’s potential in the service of
organization exists.
• Laissez - faire or Free - rein Leadership style
- Group members set their goals and decide things on
their own
- Leader is a passive observer of things
- Leader does not decide, does not control and exercise
influence over the group
- Leader abdicates responsibility
- Members operate in an unrestricted environment
- Communication is open and can take any derection
Transactional vs Transformational Leaders
James burns: There are two types of leaders transformational and transactional leaders.
1. Transformational are those who recognize, exploit and
satisfy the needs of followers while elevating them into high
levels of motivation and morality.
Features –
• Independent
• Inspirational
• Initiators
• Active and achieving
• Change oriented
• Forward thinking
• Charismatic
2. Transactional are those influences subordinates with out
any emotional inputs. Focuses on achieving results.
Emphasizes the importance of impersonal aspects of
performance such as plans schedules and budgets.
Features• Task Centered
• Short-term planner
• Practical
• Passive
• Maintain stability
• Concrete
• Tangible
Likert’s system 4 Management
Likert developed these models based on human resource
philosophy of management.
System 1: Exploitative - Autocratic
System 2: Benevolent Autocratic
( Intention to do good, act of kindness)
System 3: Consultative
System 4: Democratic
Leadership Development
One of the important challenges faced by organizations today
is: “to make managers leaders’.
Leadership development involves “Attitude, Knowledge
and Skills” (AKS)
ATTITUDE
KNOWLEDGE
• Positive Thinking
• Vision and Foresight
•Achievement Orientation • Job Knowledge
• Raising Self Confidence
• Realistic Optimism
• People orientation
SKILLS
• Communication Skills
• Facilitating, Coaching
and Mentoring
• Delegation,
Empowerment
• Time Management
• Analytical Skills
• Building Effective Teams
• Walk the Talk
Communication
# Process of passing information and understanding from
one person to another. Involves exchange of facts, ideas,
opinions or emotions by two or more individuals.
# L.A.Allen “ Communication is the sum of all the things one
person does when he wants to create understanding in the
mind of another”
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Features:
Two people
Sequential process
Continuous activity
Pervasive function
Transference of meaning and understanding
Importance of communication
Communication is important to all managers and needed
by all employees. In fact lot of time of managers is spent in
some form of communication – writing, reading, speaking
or listening.
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Basis of action
Facilitates planning
Helps in decision making
Means of coordination
Improves relationships
Improves motivation and morale
CHANNEL
MESSAGE
ENCODED
SENDER
FEEDBACK
DECODED
MESSAGE
DECODED
MESSAGE
NOISE
RECEIVER
FEEDBACK
CHANNEL
A model of the communication process
FEEDBACK
ENCODED
Communication channels:
Channel is the route through which messages flow from
sender to receiver.
There are basically two; formal and informal
• Formal Communication – Channel established by
management and generally specified in the chart.
It is deliberately created.
Downward, upward and horizontal
• Informal communication –
- It is a product of social interaction, an inevitable part of
organizational life
- It exists outside the official network
- There is no prescribed direction of flow of messages
- An active grapevine indicates employees keenness to
interact with each other closely and share information.
Communication Media or Methods:
1) Oral Communication
2) Written Communication
3) Non-verbal Communication
or Body Language
Facial expressions, Eye contact, Dress, Posture, Distance,
Gesture, Handshakes, Tone of voice, Use of space or
Proxemics, Use of time or chronometry
Barriers to Communication.
• Semantic Barriers
• Interpersonal Barriers
Cannot express effectively, Filtering, Credibility, Inattention,
Perceptual differences, Jealousy, Information overload,
Emotions, Time pressure.
• Structural Barriers
Hierarchy, Status, Specialization.
CONTROLIING
# Making some thing happen the way it was planned
to happen
# Control is the process of comparing actual
performance with established standards, for the
purpose of taking action to correct deviations.
# K.A. Merchant: It Involves keeping the
organizational activities and functions on right track
and aligned with plans and goals.
# Henry Fayol: In an organization, control consists of
verifying whether everything occurs in confirmity
with the plan adopted, the instructions issued and
the principles est ablished.
FEATURES:
# Control is a positive force
# Control is a continuous process
# Control is forward looking
# Control process is universal
# Control process is dynamic
# Control is goal oriented
# Delegation is Key
# Control is based on planning
Steps involved in the process of control
Step – I
Establishment
of
standards
Step – II
Measurement
of actual
performance
FEEDBACK
CONTROL PROCESS ( Bedien and Glueck )
Step – III
Comparison
with the
standards
st
Step – IV
Corrective
action
TYPES OF CONTROL:
Controls are of three types –
1. Pre-control – Such controls are established before
any activity takes place. The control system
anticipates problems and permits action to be
taken before the problem occurs.
This also is called “predictive or feedforward
controls”
Exa: Standard cost control technique
2. Concurrent Controls –
It is also called “real time control”. Immediately
considers any problem and analyses it to take
necessary corrective steps before any major
damage occurs.
Exa: Control Charts.
3.Post control:
It is also called “Feed Back control”. It is the process
of gathering information about a completed
activity, evaluating that information and taking
steps to improve similar activities in future.
THE QUALITY CONCEPT
# Quality : Excellent product or service that fulfills or
exceeds our expectations.
Expectations are based on intended use and the
price.
Quality can be quantified as follows –
Q =P/E
Q = Quality
P = Performance
E = Expectation
If Q is greater than one, customer has a good
feeling.
ISO 9000 : 2000 version definition:
Degree to which a set of inherent characteristics
fulfill requirements.
Degree : poor, good or excellent.
Dimensions of quality :
• Performance
• Features
• Conformance
• Reliability
• Durability
• Service
• Response
• Aesthetics
• Reputation
Factors affecting quality:
• MAN –
Attitude, knowledge and skills
• MATERIAL – Input materials, utilities have to be
of high quality
• METHODS - Manufacturing processes and
operating procedures standardized
• MACHINES – Conditions of the machines, tools,
gadgets, instruments have to be kept
maintained in good healthy
Developing Q.C. System
• Quality control (QC) includes the activities from
the suppliers, through production, and to the
customers.
• Incoming materials are examined to make sure
they meet the appropriate specifications.
• The quality of partially completed products are
analyzed to determine if production processes
are functioning properly.
• Finished goods and services are studied to
determine if they meet customer expectations.
QC Throughout Production Systems
Inputs
Conversion
Outputs
Raw Materials,
Parts, and
Supplies
Production
Processes
Products and
Services
Control Charts
Control Charts
and
Acceptance Tests
Control Charts
and
Acceptance Tests
Quality of
Inputs
Quality of
Partially Completed
Products
Quality of
Outputs
CHANGE AND DEVELOPMENT
Every thing around us is changing ! ! !
The only constant is change
Even the rate of change is changing ! ! !
CHANGE: Any alteration of the status quo.
ORGANIZATIONAL CHANGE: Adoption of a new idea
or behavior by an organization.
PLANNED CHANGE: Change that is designed and
implemented in an orderly and timely fashion in
anticipation of future events.
TYPES OF CHANGES:
# Evolutionary change
# Revolutionary change
# Planned change
FORCES FOR CHANGE:
# Internal forces –
• Increased size
• Performance gaps
• Employee needs and values
• Change in the Chief Executive
# External forces• Technology
• Market situation
• Social and political change
• The domino effect
MANAGING CHANGE:
Identify need for change
Diagnose the problem
Plan the change
Implement the change
Follow-up and feedback
CHANGE TECHNIQUES:
Kurt Lewin – Force field analysis
The process of finding which forces drive and which
resist a proposed change.
Every behavior is the result of an equilibrium
between driving and restraining forces. The driving
forces push one way and the restraining forces the
other.
To initiate planned changes, managers have to
remove or weaken the restraining forces and
strengthen the driving forces that exist in
organizations.
FORCE-FIELD ANALYSIS:
Restraining
forces
Facilitating
forces
Organization
Lewin observed that individuals experience two
obstacles to change.
1.They are unable or unwilling to alter long
established attitudes and behaviors.
2. They may try to do things differently but return to
traditional ways after a short time.
For this he proposed three step sequential process.
1. Unfreezing
2. Moving/Changing
3. Refreezing
NEW TRENDS IN ORGANIZATIONAL CHANGE:
O.D. ( Organization Development)
OD refers to planned change efforts based on
democratic values that aim at improving employee
well-being and organizational effectiveness.
According to Beckhard, OD can be defined as an
organization – wide effort that is
1. Planned
2. Managed from top
3. Aimed at improving organizational effectiveness
4. Initiated through a change agent
5. Through various OD interventions
OD Values:
OD change efforts lay emphasis on human values
1. Respect for people
2. Trust and support
3. Power equalisation
4. Confrontation
5. Participation
OD PROCESS:
Process involves following steps• Problem identification
• Collection of data
• Diagnosis
• Planning and implementation
• Evaluation and feedback.
1
Change Management Process
8. Internalization
Commitment
Phase
7. Institutionalization
6. Adoption
5. Installation
4. Positive Perception
Acceptance
Phase
3. Understand the change
2. Awareness of change
Preparation
Phase
1. Contact