1.

What are the essential qualities of a good leader

2. Name the motivational theories and explain any two of them
3. Discuss how the communication through electronic media is helpful for effective business.
4. Compare and contrast early theories of motivation.
5. Identify barriers to effective interpersonal communication and how to overcome them
6. Explain the different barriers and breakdown of communication process
7. Difference between motivation and satisfaction.
8. What are the various barriers to communication? How will you overcome them ?
9. Describe the stages in group development process/
10. What is effective communication? List out and explain the barriers in communication.
11. Compare and contrast Maslow, Herzberg and McClellabd theory of motivation.
12. How would you interpret the results of Chio state studies University of Michigan studies and
Blake and Mouton. Managerial frid and leadership theories
 ANSWERS
1)
10 Essential Leadership Qualities
1. Integrity
2. Delegation
3. Communication
4. Self-Awareness
5. Gratitude
6. Learning Agility
7. Influence
8. Empathy
9. Courage
10. Respect
1. Integrity
Integrity is an essential leadership trait for the individual and the organization. It’s especially
important for top-level executives who are charting the organization’s course and making countless
other significant decisions. Our research has found that integrity may actually be a potential blind
spot for organizations, so make sure your organization reinforces the importance of honesty and
integrity to leaders at various levels.

2. Delegation
Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively.
The goal isn’t just to free yourself up — it’s also to enable your direct reports to grow, facilitate
teamwork, provide autonomy, and lead to better decision-making. The best leaders build trust in the
workplace and on their teams through effective delegation.

3. Communication
Effective leadership and effective communication are intertwined. The best leaders are skilled
communicators who are able to communicate in a variety of ways, from transmitting information to
inspiring others to coaching direct reports. And you must be able to listen to, and communicate
with, a wide range of people across roles, geographies, social identities, and more. The quality and
effectiveness of communication among leaders across your organization directly affects the success
of your business strategy, too.

4. Self-Awareness
While this is a more inwardly focused trait, self-awareness and humility are paramount for
leadership. The better you understand yourself and recognize your own strengths and weaknesses,
the more effective you can be as a leader. Do you know how other people view you or how you
show up at work? Take the time to learn about the 4 aspects of self-awareness and how to
strengthen each component.
5. Gratitude
Being thankful can lead to higher self-esteem, reduced depression and anxiety, and better sleep.
Gratitude can even make you a better leader. Yet few people regularly say “thank you” in work
settings, even though most people say they’d be willing to work harder for an appreciative boss. The
best leaders know how to show gratitude in the workplace.

6. Learning Agility
Learning agility is the ability to know what to do when you don’t know what to do. If you’re a “quick
study” or are able to excel in unfamiliar circumstances, you might already be learning agile. But
anybody can foster and increase learning agility through practice, experience, and effort. After all,
great leaders are really great learners.

7. Influence
For some people, “influence” feels like a dirty word. But being able to convince people through the
influencing tactics of logical, emotional, or cooperative appeals is an important trait of inspiring,
effective leaders. Influence is quite different from manipulation, and it needs to be done
authentically and transparently. It requires emotional intelligence and trust.

8. Empathy
Empathy is correlated with job performance and is a critical part of emotional intelligence and
leadership effectiveness. If you show more inclusive leadership and empathetic behaviors toward
your direct reports, our research shows you’re more likely to be viewed as a better performer by
your boss. Plus, empathy and inclusion are imperatives for improving workplace conditions for those
around you.

9. Courage
It can be hard to speak up at work, whether you want to voice a new idea, provide feedback to a
direct report, or flag a concern for someone above you. That’s part of the reason courage is a key
trait of good leaders. Rather than avoiding problems or allowing conflicts to fester, having courage
enables leaders to step up and move things in the right direction. A workplace with high levels of
psychological safety and strong conversational skills across the organization will foster a coaching
culture that supports courage and truth-telling.

10. Respect
Treating people with respect on a daily basis is one of the most important things a leader can do. It
will ease tensions and conflict, create trust, and improve effectiveness. Creating a culture of
respect is about more than the absence of disrespect. Respectfulness can be shown in many
different ways, but it often starts with simply being a good listener who truly seeks to understand
the perspectives of others.

2) Some of the motivation theories are discussed below

a) McGregor’s Theory X and Theory Y
b) Abraham Maslow’s “Need Hierarchy Theory”
c) Frederick Herzberg’s motivation-hygiene theory
d) Victor Vroom’s Expectancy theory
e) Clayton Alderfer’s ERG Theory
f) McClelland’s Theory of Needs
g) Stacey Adams’ Equity Theory
h) Skinner’s Reinforcement Theory
 3) communication through electronic media is helpful for effective business.
COMMUNICATION
Communication is the exchange of messages between people for the purpose of achieving
common meanings. Unless common meanings are shared, managers find it extremely
difficult to influence others. Whenever group of people interact, communication takes place.
Communication is the exchange of
information using a shared set of symbols. It is the process that links group members and
enables them to coordinate their activities. Therefore, when managers foster effective
communication, they strengthen the connections between employees and build
cooperation. Communication also functions to build and reinforce interdependence
between various parts of the organization. As a linking mechanism among the different
organizational subsystems, communication is a central feature of the structure of groups
and organizations. It helps to coordinate tasks and activities within and between
organizations.
DEFINITION
According to Koontz and O'Donnell, "Communication, is an intercourse by words, letters
symbols or messages, and is a way that the organization members shares meaning and
understanding with another".
IMPORTANCE:
 Instant messaging, email and social media can streamline teamwork and improve
communication in the workplace. An advantage of using electronic media at work is
 that it allows employees to share files and collaborate in real time without being
physically present in the office. Skype, Asana and other digital communication
platforms allow for remote work and can reduce travel expenses. These technologies
have contributed to the popularity of virtual teams, internet-based projects and
online training. When used right, they can lead to increased performance and
productivity.
 Electronic Communication Drives Productivity
American employees spend at least three hours per day checking their work email,
according to the 2019 Adobe Email Usage Study. This communication channel makes
it easier to share information online and collaborate with a team. Skype, Zoom,
Google Hangouts and other videoconferencing tools allow employees to brainstorm
ideas in real time. Instant messaging tools, on the other hand, enable quick
feedback.
 Ensure Business Continuity
About 85 percent of American companies allow or require remote work, states a 2018 study
by Owl Labs. Globally, approximately 16 percent of employees work for fully remote
organizations that allow them to perform their duties from home or wherever they choose.
Furthermore, telecommuting increased by over 20 percent between 2017 and 2018,
according to FlexJobs. The same source reports that telecommuting improves work-life
balance, productivity and employee morale.
The COVID-19 outbreak has increased the need for remote communication in the workplace
and beyond. In February 2020, over 60 percent of employers with a bachelor's degree or
higher had jobs that could be performed remotely, according to Pew Research Center.
 Cut Business Costs
Small business owners may lack the resources needed to employ a big team and rent an
office building. Digital communication technology can significantly reduce their expenses.
For example, they may outsource work or create virtual teams and communicate with their
staff via email, instant messaging, live chat or online platforms.
With this approach, business owners can cut costs and expand their services. Employees, on
the other hand, have the chance to work with culturally diverse teams and develop a global
mindset. Plus, they will get more done in less time. Digital communication platforms often
have built-in analytics, automation and data management tools, allowing for greater
productivity and efficiency across the team.
This new way of doing things wouldn't be possible without digital communication tools.
Electronic communication allows businesses to work with experts from all over the world.
This may result in lower overhead costs, increased job satisfaction and improved
collaboration. Teams across the globe can connect in real time, solve problems and
complete projects without being stuck in the office.

4) Compare and contrast early theories of motivation:

 Early theories of motivation are;
a)Theory X and Theory Y by Mcgregor, and
b) Hierarchy of Needs Theory by Maslow,
c) The Two-Factor Theory of Motivation – Hygiene and Motivational Factor of Herzberg.
d) ERG Theory, developed by Clayton Alderfer.

a) McGregor’s Theory X and Theory Y:

McGregor states that people inside the organization 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 manager‟s 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:

o Employees inherently do not like work and whenever possible, will attempt to avoid it.

o Because employees dislike work, they have to be forced, coerced or threatened with
punishment to achieve goals.

o Employees avoid responsibilities and do not work fill formal directions are issued.

o Most workers place a greater importance on security over all other factors and display
little ambition.

In contrast under the assumptions of theory Y:

o Physical and mental effort at work is as natural as rest or play.

o 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 organization.

o That the way the things are organized, the average human being‟s 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 organization 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 organizations can be described as “participative”,
where the aims of the organization and of the individuals in it are integrated; individuals can
achieve their own goals best by directing their efforts towards the success of the organization.

b) Abraham Maslow’s “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 these needs
are:

(i) 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.

(ii) 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.
(iii) 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.

(iv) 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.

(v) 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 one‟s
potential and self-fulfillment. It is t maximize one‟s potential and to accomplish something.
All of the needs are structured into a hierarchy and only once a lower level of need has been
fully met, would a worker be motivated by the opportunity of having the next need up in the
hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve
a basic wage in order to buy food before worrying about having a secure job contract or the
respect of others. A business should therefore offer different incentives to workers in order to
help them fulfill each need in turn and progress up the hierarchy. Managers should also
recognize that workers are not all motivated in the same way and do not all move up the
hierarchy at the same pace. They may therefore have to offer a slightly different set of
incentives from worker to worker.

c) Frederick Herzberg’s motivation-hygiene theory:

Frederick has tried to modify Maslow‟s need Hierarchy theory. His theory is also known as
twofactor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers
for employees at work. Intrinsic 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 organization is natural and the presence of the same does not lead to motivation.

However, their non- presence leads to

de-motivation. 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.

e) Clayton Alderfer’s 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.

5) barriers to effective interpersonal communication and how to overcome them

Effective interpersonal communication is crucial in the field of management as it
directly impacts productivity, teamwork, and overall organizational success. Barriers
to effective interpersonal communication can hinder the flow of information and
understanding within an organization. To overcome these barriers in the context of
principles of management, consider the following strategies:

1. Language and Semantics:

- Barrier: Differences in language and terminology can lead to misunderstandings.

- Overcoming: Use clear, unambiguous language and encourage employees to ask

for clarification when necessary. Establish a common set of terms and definitions for
key concepts.

2. Noise:

- Barrier: External distractions, such as loud environments or technical issues, can

disrupt communication.

- Overcoming: Choose appropriate communication channels and settings to

minimize noise. Use technology and tools that enhance communication, such as video
conferencing and noise-cancelling headphones.

3. Psychological Barriers:

- Barrier: Personal biases, prejudices, and emotional states can hinder

communication.

- Overcoming: Promote emotional intelligence and self-awareness among team

members. Encourage open dialogue about feelings and perspectives. Provide training
on diversity and inclusion to address biases.

4. Lack of Feedback:

- Barrier: One-way communication without feedback can lead to misunderstandings.

- Overcoming: Encourage a culture of open feedback. Ask for and provide feedback
regularly to ensure the message is understood. Use techniques like the "feedback
sandwich" to make criticism more constructive.
5. Information Overload:

- Barrier: Too much information can overwhelm recipients and lead to selective
perception.

- Overcoming: Prioritize information and communicate essential points first. Use

concise and relevant messages. Provide supporting documentation for complex topics
and encourage self-directed learning.

6. Non-Verbal Cues:

- Barrier: Misinterpretation of body language and non-verbal cues can lead to

misunderstandings.

- Overcoming: Train managers and employees in reading and interpreting non-

verbal cues. Encourage awareness of one's own non-verbal communication to ensure
it aligns with the intended message.

7. Cultural Differences:

- Barrier: Differing cultural norms and communication styles can lead to

miscommunication.

- Overcoming: Promote cultural sensitivity and cross-cultural communication

training. Learn about the cultural backgrounds of team members and adapt
communication approaches accordingly.

8. Power Dynamics:

- Barrier: Hierarchical structures may discourage open and honest communication.

- Overcoming: Create a culture of open communication where employees feel safe

to express their opinions, even if they disagree with management. Implement open-
door policies and conduct regular one-on-one meetings.

9. Lack of Clarity in Goals:

- Barrier: Unclear objectives and expectations can lead to confusion.

- Overcoming: Define and communicate clear, specific goals and expectations. Use
SMART (Specific, Measurable, Achievable, Relevant, Time-bound) criteria to set and
clarify goals.
 10. Filtering:

- Barrier: Individuals may alter or withhold information to control the message.

- Overcoming: Foster trust and transparency in communication. Encourage open

and honest dialogue, and ensure employees understand that sharing information is
valued and rewarded.

In the principles of management, it's essential to establish a communication plan, set

expectations, and continually assess and improve communication processes. Effective
interpersonal communication is not just about the message itself but also about the
context, timing, and the quality of the relationship between the parties involved.

6) Barriers and breakdown of communication process:

BARRIERS TO EFFECTIVE COMMUNICATION

Barriers to communication are factors that block or significantly distort successful

communication. Effective managerial communication skills helps overcome some, but not
all, barriers to communication in organizations. The more prominent barriers to effective
communication which every manager should be aware of are given below:

1. Perceptual and Language Differences: Perception is generally how each individual

interprets the world around him. All generally want to receive messages which are significant
to them. But any message which is against their values is not accepted. A same event may be
taken differently by different individuals. For example: A person is on leave for a month due
to personal reasons (family member being critical). The HR Manager might be in confusion
whether to retain that employee or not, the immediate manager might think of replacement
because his teams productivity is being hampered, the family members might take him as an
emotional support. The linguistic differences also lead to communication breakdown. Same
word may mean different to different individuals. For example: consider a word “value”.

a. What is the value of this Laptop?

b. I value our relation?

c. What is the value of learning technical skills?

“Value” means different in different sentences. Communication breakdown occurs if there is

wrong perception by the receiver.
2. Information Overload: Managers are surrounded with a pool of information. It is
essential to control this information flow else the information is likely to be misinterpreted or
forgotten or overlooked. As a result communication is less effective.

3. Inattention: At times we just not listen, but only hear. For example a traveler may pay
attention to one “NO PARKING” sign, but if such sign is put all over the city, he no longer
listens to it. Thus, repetitive messages should be ignored for effective communication.
Similarly if a superior is engrossed in his paper work and his subordinate explains him his
problem, the superior may not get what he is saying and it leads to disappointment of
subordinate.

4. Time Pressures: Often in organization the targets have to be achieved within a specified
time period, the failure of which has adverse consequences. In a haste to meet deadlines, the
formal channels of communication are shortened, or messages are partially given, i.e., not
completely transferred. Thus sufficient time should be given for effective communication.

5. Distraction/Noise: Communication is also affected a lot by noise to distractions. Physical

distractions are also there such as, poor lightning, uncomfortable sitting, unhygienic room
also affectscommunication in a meeting. Similarly use of loud speakers interferes with
communication.

6. Emotions: Emotional state at a particular point of time also affects communication. If the
receiver feels that communicator is angry he interprets that the information being sent is very
bad. While he takes it differently if the communicator is happy and jovial (in that case the
message is interpreted to be good and interesting).

7. Complexity in Organizational Structure: Greater the hierarchy in an organization (i.e.

more the number of managerial levels), more is the chances of communication getting
destroyed. Only the people at the top level can see the overall picture while the people at low
level just have knowledge about their own area and a little knowledge about other areas.

8. Poor retention: Human memory cannot function beyond a limit. One cant always retain
what is being told specially if he is not interested or not attentive. This leads to
communication breakdown.

THE COMMUNICATION BREAKDOWN:

Communication is important in building and sustaining human relationships at work.

Communication can be thought of as a process or flow. Before communication can take
place, a purpose, expressed as a message to be conveyed is needed. It passes between the
sender and the receiver. The result is transference of meaning from one person to another.

This model is made up of seven parts:

(1) Source, (2) Encoding, (3) Message, (4) Channel, (5) Decoding, (6) Receiver, and
(7) Feedback.

The communication process is a complex series of steps that involve the exchange of information,
ideas, and emotions between two or more individuals. It can be broken down into several key
components:

1. Sender:

- The sender is the person or entity who initiates the communication. They have a message or
information they want to convey to others.

2. Encoding:

- Encoding is the process of translating the sender's thoughts and ideas into a message or a form
that can be conveyed to the receiver. This may involve using words, symbols, gestures, or other
means of communication.
3. Message:

- The message is the actual content or information that the sender intends to communicate. It can
be in the form of spoken or written words, images, data, or any other means of expression.

4. Channel:

- The channel is the medium or method through which the message is transmitted from the sender
to the receiver. This can include face-to-face conversation, phone calls, emails, letters, video
conferencing, and various other communication tools and technologies.

5. Decoding:

- Decoding is the process by which the receiver interprets and understands the message. It involves
the receiver translating the encoded message back into thoughts, ideas, or actions.

6. Receiver:

- The receiver is the person or entity for whom the message is intended. They play a crucial role in
the communication process by receiving, interpreting, and responding to the message.

7. Feedback:

- Feedback is the response or reaction of the receiver to the sender's message. It provides
information to the sender about whether the message was understood and how it was received.
Feedback can be verbal or non-verbal and may include questions, comments, or gestures.

8. Noise:

- Noise refers to any interference or barriers that can disrupt the communication process. It can be
external (e.g., environmental distractions, technical issues) or internal (e.g., personal biases,
emotional states) and may lead to misunderstandings.

9. Context:

- The context of communication includes the circumstances, environment, and background that
influence the message's meaning. It encompasses cultural, social, and situational factors that can
affect how the message is received.
10. Feedback Loop:

- The communication process is often ongoing and cyclical. The feedback received by the sender
can lead to further communication, adjustments, or clarification, creating a feedback loop.

11. Understanding:

- The ultimate goal of the communication process is mutual understanding between the sender
and receiver. Effective communication occurs when the message is successfully transmitted,
accurately interpreted, and leads to a shared understanding of the information or ideas.

12. Action or Response:

- In many cases, the communication process is intended to prompt some form of action or
response from the receiver. This action could be a decision, behavior change, or any other desired
outcome.

Successful communication requires that each of these components work harmoniously. Any
breakdown or distortion at any stage of the process can lead to miscommunication,
misunderstandings, and communication challenges. Effective communication is a skill that requires
practice and constant attention to these elements to ensure clear and meaningful exchanges of
information.

7) Difference between motivation and satisfaction.

Motivation and satisfaction are two distinct concepts in the field of management, and they have
different implications for employee performance and well-being. Here are the key differences
between motivation and satisfaction:

1. Definition:
- Motivation: Motivation refers to the internal and external factors that drive individuals to initiate
and sustain certain behaviors or actions. It is the inner drive or incentive that prompts individuals to
work towards achieving their goals.
- Satisfaction: Satisfaction is a subjective feeling of contentment or fulfillment that arises from a
person's perception of their work, job conditions, and the overall workplace environment. It reflects
how employees feel about their work and the workplace in general.

2. Source:
- Motivation: Motivation can come from various sources, such as personal goals, financial rewards,
career advancement, recognition, job challenges, or a sense of purpose and accomplishment.
 - Satisfaction: Job satisfaction is primarily influenced by the work environment, relationships with
colleagues, supervision, compensation, job security, and the match between individual expectations
and job experiences.

3. Focus:
- Motivation: The focus of motivation is on encouraging individuals to take action, improve their
performance, and achieve specific goals. It is forward-looking and oriented toward future outcomes.
- Satisfaction: The focus of satisfaction is on evaluating how individuals feel about their current
work and work-related experiences. It is a retrospective assessment of their contentment with past
and present conditions.

4. Nature:
- Motivation: Motivation is dynamic and can fluctuate over time. It can be influenced by changing
circumstances, goals, and incentives.
- Satisfaction: Job satisfaction tends to be relatively stable and reflects an individual's overall
assessment of their job and workplace. It may not change as rapidly as motivation.

5. Impact on Performance:
- Motivation: High motivation can lead to increased effort, productivity, and goal attainment. It
drives individuals to work harder and strive for better results.
- Satisfaction: Job satisfaction, while important for overall well-being, does not necessarily
guarantee high performance or productivity. An individual may be satisfied with their job but not
highly motivated to excel in their work.

6. Role in Employee Engagement:

- Motivation: Motivation is a critical component of employee engagement, as engaged employees
are typically motivated to perform at their best and contribute positively to the organization.
- Satisfaction: Job satisfaction is one of the factors that contribute to overall employee
engagement, but it alone does not fully encompass the concept of engagement.

In summary, while motivation and satisfaction are related and both important in the management of
employees, they serve different purposes. Motivation focuses on driving and sustaining desired
behaviors and performance, while satisfaction relates to how employees feel about their current
work and work-related conditions. Effective management often involves understanding and
addressing both motivation and satisfaction to create a motivated, satisfied, and engaged workforce.

8) What are the various barriers to communication? How will you overcome them ?
Barriers of communication - REFER ANS 6

OVERCOMING COMMUNICATION BARRIERS / EFFECTIVE

COMMUNICATION

1. Eliminating differences in perception: The organization should ensure that it is

recruiting right individuals on the job. It‟s the responsibility of the interviewer to ensure that
the interviewee has command over the written and spoken language. There should be proper
Induction program so that the policies of the company are clear to all the employees. There
should be proper trainings conducted for required employees (for eg: Voice and Accent
training).

2. Use of Simple Language: Use of simple and clear words should be emphasized. Use of
ambiguous words and jargons should be avoided.

3. Reduction and elimination of noise levels: Noise is the main communication barrier
which must be overcome on priority basis. It is essential to identify the source of noise and
then eliminate that source.

4. Active Listening: Listen attentively and carefully. There is a difference between

“listening” and “hearing”. Active listening means hearing with proper understanding of the
message that is heard. By asking questions the speaker can ensure whether his/her message is
understood or not by the receiver in the same terms as intended by the speaker.

5. Emotional State: During communication one should make effective use of body language.
He/she should not show their emotions while communication as the receiver might
misinterpret the message being delivered. For example, if the conveyer of the message is in a
bad mood then the receiver might think that the information being delivered is not good.

6. Simple Organizational Structure: The organizational structure should not be complex.

The number of hierarchical levels should be optimum. There should be a ideal span of control
within the organization. Simpler the organizational structure, more effective will be the
communication.

7. Avoid Information Overload: The managers should know how to prioritize their work.
They should not overload themselves with the work. They should spend quality time with
their subordinates and should listen to their problems and feedbacks actively.

8. Give Constructive Feedback: Avoid giving negative feedback. The contents of the
feedback might be negative, but it should be delivered constructively. Constructive feedback
will lead to effective communication between the superior and subordinate.

9. Proper Media Selection: The managers should properly select the medium of
communication. Simple messages should be conveyed orally, like: face to face interaction or
meetings. Use of written means of communication should be encouraged for delivering
complex messages. For significant messages reminders can be given by using written means
of communication such as : Memos, Notices etc

10. Flexibility in meeting the targets: For effective communication in an organization the
managers should ensure that the individuals are meeting their targets timely without skipping
the formal channels of communication. There should not be much pressure on employees to
meet their targets.

9) Describe the stages in group development process/

Group development, often studied through the lens of Tuckman's stages of group development,
provides insight into how teams evolve and mature over time. These stages help in understanding
the dynamics of groups and how to manage and lead them effectively in the field of management.
Tuckman's model includes five stages:

1. Forming:
- In the forming stage, team members come together, and the group is initially established. At this
point, individuals are often polite, cautious, and somewhat reserved. They may be uncertain about
their roles and the group's objectives. Managers play a critical role in clarifying the team's purpose,
goals, and roles during this stage. Team members begin to get to know each other and build rapport.

2. Storming:
- During the storming stage, conflicts and disagreements within the group become more apparent.
Team members may challenge each other's ideas, vie for leadership positions, or express their
opinions more assertively. This phase is a natural part of group development and can be a source of
creative tension. Effective management during this stage involves facilitating conflict resolution,
setting clear guidelines for communication, and helping the team find ways to work through
differences.

3. Norming:
- In the norming stage, the team begins to establish norms, roles, and a sense of cohesion. Conflicts
are resolved or managed more effectively, and members start to work together more harmoniously.
Group norms and values are developed, and trust and collaboration increase. Managers should
support this stage by reinforcing positive behaviors, encouraging open communication, and
providing the necessary resources and support for the team's progress.

4. Performing:
- The performing stage is characterized by high productivity, effective collaboration, and a focus on
achieving the group's goals. Team members have clear roles and responsibilities, trust each other,
and work cohesively. The manager's role during this phase is often more about monitoring progress,
providing feedback, and facilitating the removal of any obstacles that might hinder the team's
performance.

5. Adjourning (or Mourning):

- In this final stage, the group completes its task or project. This stage is not always reached in all
group dynamics, as it is more applicable to temporary project teams. During this phase, team
members reflect on their accomplishments, acknowledge their contributions, and begin to disband.
Managers may celebrate the team's achievements and help members transition to their next tasks
or roles.

It's important to note that these stages do not always follow a linear progression. Groups can move
back and forth between stages, and the duration of each stage can vary depending on various
factors, such as the group's size, purpose, and dynamics. Effective management involves recognizing
which stage the group is in and providing the necessary support and leadership to help the team
progress and reach its full potential.

Additionally, contemporary models like the punctuated equilibrium model suggest that groups may
experience periods of stasis and rapid change rather than gradual progression through stages.
Managers should remain flexible and adapt their leadership style to the specific needs of the team at
any given point in its development.

10) What is effective communication? List out and explain the barriers in communication.

Refer ANS 6 FOR BARRIERS OF COMMUNICATION

Guidelines for effective Communication

 Senders of message must clarify in their minds what they want to communicate. Purpose of
the message and making a plan to achieve the intended end must be clarified.

 Encoding and decoding be done with symbols that are familiar to the sender and the
receiver of the message.

 For the planning of the communication, other people should be consulted and encouraged to

participate.

 It is important to consider the needs of the receivers of the information. Whenever

appropriate, one should communicate something that is of value to them, in the short run as
well as in the more distant future.

 In communication, tone of voice, the choice of language and the congruency between what
is said and how it is said influence the reactions of the receiver of the message.
Communication is complete only when the message is understood by the receiver. And one
never knows whether communication is understood unless the sender gets a feedback.

 The function of communication is more than transmitting the information. It also deals with
emotions that are very important in interpersonal relationships between superiors,
subordinates and colleagues in an organization.

 Effective communicating is the responsibility not only of the sender but also of the receiver
of the information.

11) Compare and contrast Maslow, Herzberg and McClellabd theory of motivation.

Abraham Maslow’s “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 these needs
are:

(i) 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.

(ii) 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.

(iii) 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.

(iv) 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.

(v) 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 one‟s
potential and self-fulfillment. It is t maximize one‟s potential and to accomplish something.
All of the needs are structured into a hierarchy and only once a lower level of need has been
fully met, would a worker be motivated by the opportunity of having the next need up in the
hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve
a basic wage in order to buy food before worrying about having a secure job contract or the
respect of others. A business should therefore offer different incentives to workers in order to
help them fulfill each need in turn and progress up the hierarchy. Managers should also
recognize that workers are not all motivated in the same way and do not all move up the
hierarchy at the same pace. They may therefore have to offer a slightly different set of
incentives from worker to worker.

Frederick Herzberg’s motivation-hygiene theory:

Frederick has tried to modify Maslow‟s need Hierarchy theory. His theory is also known as
twofactor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers
for employees at work. Intrinsic 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 organization is natural and the presence of the same does not lead to motivation.

However, their non-presence leads to de-motivation. 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.

McClelland’s Theory of Needs:

David McClelland has developed a theory on three types of motivating needs:

(i) Need for Power

(ii) Need for Affiliation

(iii) 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 tasks. They are analytical in nature and take calculated
risks. Such people are motivated to perform when they see at least 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.

12) How would you interpret the results of Chio state studies University of Michigan studies
and Blake and Mouton. Managerial frid and leadership theories
The studies and theories you mentioned pertain to different aspects of management, organizational
behavior, and leadership, and each offers unique insights into these areas. Here's how you can
interpret the results and implications of these studies and theories:

1. The Hawthorne Studies (Chio State Studies):

- The Hawthorne Studies, conducted at the Western Electric Hawthorne Works in Chicago, focused
on the effects of various workplace conditions on employee productivity and motivation. These
studies emphasized the importance of human factors and social relationships in the workplace.
- Interpretation: The key findings of the Hawthorne Studies suggested that employees' attitudes,
motivation, and performance were influenced by social and psychological factors, not just physical
work conditions. This highlighted the significance of considering the human element in management
and the importance of employee well-being and job satisfaction.

2. The University of Michigan Studies:

- The University of Michigan Studies, conducted in the 1940s, examined the relationships between
leadership styles and employee satisfaction and productivity. The studies identified two primary
leadership styles: employee-oriented and production-oriented.
- Interpretation: The University of Michigan Studies found that a leadership style focused on
employee satisfaction and well-being (employee-oriented) was associated with higher job
satisfaction and performance. This emphasized the significance of leadership behaviors that
prioritize employee needs and relationships within the organization.

3. Blake and Mouton's Managerial Grid:

- Blake and Mouton developed the Managerial Grid, a leadership model that defines leadership
styles based on two dimensions: concern for people and concern for production (task). It identifies
five leadership styles, including country club management, team management, middle-of-the-road
management, impoverished management, and produce-or-perish management.
- Interpretation: The Managerial Grid provides a framework for assessing and improving leadership
styles. It encourages leaders to balance their concern for people and task achievement, aiming for a
more balanced and effective approach. This model highlights the need for leaders to adapt their
style based on the situation and the needs of their team.
Incorporating these studies and theories into managerial and leadership practices:

- Recognize the importance of considering the human element in management and leadership. The
Hawthorne Studies underscore the significance of employee well-being and job satisfaction.

- Understand the impact of leadership style on employee satisfaction and productivity. The
University of Michigan Studies emphasize the value of employee-oriented leadership behaviors.

- Utilize the Managerial Grid to assess and adapt your leadership style based on the needs of the
situation and your team. Blake and Mouton's model encourages leaders to find a balance between
task achievement and concern for people.
In summary, these studies and theories provide valuable insights into management and leadership
practices by highlighting the importance of considering human factors, leadership style, and the
balance between task and people-oriented approaches in achieving organizational success.
Managers and leaders can benefit from integrating these principles into their management and
leadership strategies to create more effective and satisfied work environments.