Unit 2

Leading (Direction)

Management and leadership are often thought of as the same thing. Although it is
true that the most effective manager will almost certainly be an effective leader
and that leading is an essential function of managers, there is more to managing
than just leading. As indicated in previous chapters, managing involves doing
careful planning, setting up an organization structure that will aid people in
achieving plans, and staffing the organization structure with people who are as
competent as possible. The measurement and correction of people’s activities
through controlling is also an important function of management. However, all
these managerial functions accomplish little if managers do not know how to lead
people and to understand the human factor in their operations in such a way as to
produce desired results.
The managerial function of leading is defined as the process of influencing people
so that they will contribute to organization and group goals. This function of
management involves behavioral sciences and its major contributions to manage
the things. This chapter mainly centers on a variety of human factors important for
managing. Creativity plays a major role in managing and effective managers draw
from various theories and experiences in their efforts to harmonize individual and
organizational objectives, which is the key to leading.

Meaning and nature of Directing

Directing means issuing of orders, leading and motivating subordinates as they

go about executing orders. It is also defined as the process and techniques
used for issuing instructions to carry out a job and making sure that the
operations are carried out as per the plan.
1. Directing is the interpersonal aspect of managing by which subordinates
are led to understand and contribute effectively and efficiently to the
attainment of enterprise objectives. The direction has two major activities
namely 1. Giving orders to employees and
2. Leading and motivating them to accomplish the goals.

Definition of direction:

Directing is the interpersonal aspect of managing by which subordinates are

led to understand and contribute effectively to the attainment of enterprise
objectives. (Harold D Koontz & O’ Donnel)

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 Directing consists of the processes and techniques utilized in issuing
instructions and making certain that operations are carried on as originally
planned. (Haimann)

Direction is telling people what to do and seeing that they so it to the best of
their ability. It includes making assignments, corresponding procedures,
seeing that mistakes are corrected, providing on- the-job instruction and
issuing orders. (Ernest Dole)

Directing is the guidance, the inspiration, the leadership of those men and
women that constitute the real core of the responsibilities of the management.
(Urwick and Breach)

Principles of Direction:

The role of a manager is to understand the needs, motives and attitudes of his
subordinates. He should use appreciate strategies according to the people and
situations. The following are some of the principles of effective direction:

1. Harmony of objectives: For an organization to function well, it the goals of

company and goals of individuals are in complete harmony. It is very
uncommon for such a situation to exist in any organization. Individual goals
may differ from the goals of the organization. The manager should
coordinate the individual goals to be in harmony with the goals of the
organization.
2. Unit direction of command: This principle implies that an employee should
receive orders and instructions only from one supervisor or boss.
Otherwise, there may be indiscipline and confusion leading to conflicting
orders, divided loyalties and reduced results.
3. Efficiency: If the superior consults with the subordinates in decision-making,
then there would be a sense of commitment. This makes the direction easy
and improves the efficiency of subordinates.
4. Direct supervision: Managers should have direct face-to-face contact with
the subordinates. Personal touch with subordinates will ensure successful
direction.
5. Effective communication: The supervisor must have good communication
skills. He must clearly communicate the plans, goals, policies,
responsibilities and the duties to the subordinates. In communication,
comprehension is more important than the content.
6. Effective control: The management should monitor the behavior and

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 performance of subordinates to exercise effective control over
subordinates.
7. Follow – through: Direction is a continuous process. Having given the
directions may not ensure carrying out them. Hence a manager should
follow-through the performance of his subordinates. Follow up is very
important function of direction.

Human factors in managing

It is obvious that while enterprise objectives may differ somewhat in various
organizations, the individuals involved also have needs and objectives that are
especially important to them. Through the function of leading, managers help
people see that they can satisfy their own needs and utilize their potential and at
the same time contribute to the roles assumed be people, the individuality of
people and the personalities of people.
Multiplicity of Roles
Individuals are much more than merely a productive factor in management’s
plans. They are members of social systems of many organizations; they are
consumers of goods and services, and thus they vitally influence demand; they are
members of families, demand; they associations and political parties. In these
different roles, they establish laws that govern managers and ethics that guide
behavior and a tradition of human dignity that is a major characteristic of our
society. In short, managers and the people they lead are interacting members of
a broad social system.

No average person
People act in different roles, but they are also different themselves. There is no
average person. Yet, in organized enterprises, the assumption is often mase that
there is. Firms develop rules, procedures, work schedules, safety standards and
position descriptions -all with the implicit assumptions that people are essentially
alike. Of course, this assumption is necessary to a great extent in organized efforts,
but it is equally important to acknowledge that individuals are unique-they have
different needs, different ambitions, different attitudes, different desires for
responsibility, different levels of knowledge and skills and different potentials.
Unless managers understand the complexity and individuality of people, they may
misapply the generalizations about motivation, leadership and communication.
Principles and concepts, although generally true, have to be adjusted to fit specific
situations, in an enterprise, not all the needs of individuals can be completely
satisfied, but mangers do have considerable latitude in making individual
arrangements. Although positions requirements are usually derived from
enterprise and organization plans, this fact does not necessarily exclude the
possibility of arranging the job to fit the person in a specific situation.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

The importance of Personal dignity
Managing involves achieving enterprise objectives. Achieving results is
important, but the means must never violate the dignity of people, the concept of
individual dignity means that people must be treated with respect, no matter what
their position in the organization. The president, vice-president manager, first-
line supervisor and worker all contribute to the aims of the enterprise. Each is
unique, with different abilities and aspirations, but all are human beings and all
deserve to be treated as such.

Considering the Whole Person

We cannot talk about the nature of people unless we consider the whole person,
not just separate and distinct characteristics, such as characteristics, such, skills
or personality traits. A person has them all to different degrees. Moreover, these
characteristics interact with one another, and their predominance in specific
situations changes quickly and unpredictably. The human being is a total person
influenced by external factors. People cannot divest themselves of the impact of
these forces when they come to work. Managers must recognize these facts and
be prepared to deal with them.

Motivation

Management is an art of getting the work done by the people and thereby
achieving the best results. Getting the work done depends upon the
inducement of the people to better their performance by inspiring the
personnel with zeal to do work for the accomplishment of objectives of the
organization. It may rightly be called motivation of people, the most important
function of the personnel management. Management should constantly provide
for incentive or motivating forces to intensify their desire and willingness to
apply their potentialities for the achievement of common objectives. Some
people may be motivated by the intense outer pressures of reward while some
others are self-motivated.
Motivation is derived from motive motive means any idea, need, emotion or
organic state that prompts a man to an action. Motive is an internal factor that
integrates a man’s behavior. As the motive is within the individual, it is
necessary to study the needs, emotions etc., in order to motivate him to do work.
There are certain inducing factors which influence the man’s behavior and
induce him for the best performance to meet his needs and emotions. So,
motivation is a process to get the needs of the people realized with a view to
induce him to do work. Indeed, motivation is nothing bur an action of
inducement.
Motivation has been defined by Edwin B.Flippo as follows:

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 1. Motivation is the process of attempting to influence others to do your will
through the possibility of gain or reward.
2. Motivation is the process consisting of the three parts (a) motives, (b) the
needs, drives, desires, aspirations etc., which are the motivating factors
(c) attainment of the objectives.

Characteristics of motivation

The following are the characteristics of motivation.

• Motivation is a psychological concept: Motivation should come from inside
each individual. There are two desiring factors, in motivation:
1. Fundamental needs, such as food, clothes and shelter and
2. Ego-satisfaction including self-esteem, recognition from others,
opportunities for achievement, self- development and self-
actualization, which act as powerful, though unconscious,
motivators of behavior.
The whole individual is motivated, not part of him: A person’s basic needs
determine to a great extent what he will try to do at any given time. All
these needs are interrelated because each individual is an integrated
organized whole.
Motivation is an unending process: Man is a social animal. As a social
animal he has innumerable wants which induce him to work. If one basic
need is adequately satisfied for a given individual it loses power as a
motivator and does not determine his current behavior, but at the same
time others needs continue to emerge. Wants are innumerable and
cannot be satisfied at one time. It is an unending process so the process
of motivation is also unending to induce the person to satisfy his
innumerable wants.
Frustration of basic needs makes a man sick: If anybody fails in trying to
meet a need which he feels is essential for him, he becomes to some
extent, mentally ill and such frustrated man cannot be motivated any
further, until his essential need is satisfied.
Goal are motivators: Goals and motives are inseparable. Man works to
achieve the goals. As soon as the goal is achieved, he would be no longer
interested in work. Therefore, it is very essential for the management to
know his goal to push him to work.
The self-concept as a unifying force: Unifying force means the drive to
actualize his own image of himself. The outlines of a person’s self-image
are fairly well checked in early childhood and there after don not act
i9nner change. For example, a child who easily seems himself as a

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 leader will if possible, try to behave that way in later life. Thus, two
things that individual is always trying to do are:
1. To act like the person he thinks he is, and
2. To get what he thinks he can.
• Motivation is an important function of personnel management because
management of personnel means getting the work done by the people
to achieve the organizational objectives. Motivation is one of the
methods to induce the man on the job to get the work done effectively
to have the best results towards the common objectives. Motivation is
necessary for the better performance.
The expected results from motivation are as follows:
Best utilization of Resources: All other resources can produce no results
unless the man tries to put them in to action. Man should be motivated to
carry out the plans, policies and programmers laid down by the
organization by utilizing the other resources to the best of their efforts.
Will to contribute: A distinction should be made between capacity to
work and willingness to work. A man can be physically, mentally and
technically fit to work but he may not be willing to work. Motivation
concerns to create a need and desire on the part of the workman to
present his better performance.
Reduction in labor problems: All the members try to concentrate their
efforts to achieve the objectives of the organization and carry out the
plans in accordance with the policies and programmers laid down by the
organization. If the management introduces motivational plans, it reduces
the labor problems like labor turnover, absenteeism, in-discipline,
grievances etc., because their real wages increase by the motivational
plans.
Sizable increase in production and productivity: Motivation induces the
men to work hence it results in increased production and productivity
because men try to put their efforts to produce more and more and thus
their efficiency increases.
Basic of cooperation: In a zeal to produce more, the members work as
a team to pull the weight effectively, to get their loyalty to the group and
the organization, to carry out properly the activities allocated and
generally to play an efficient part in achieving the purpose which the
organization has undertaken. Thus, motivation is basic of cooperation
to get the best results out of the efforts of the men on the job.
Improvement upon skill and knowledge: All the members will try to be as
efficient as possible and will try to improve upon their skill and
knowledge so that they may be able to contribute to the progress of the
organization.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 Positive and Negative motivation

Motivation is concerned with inspiring the man to work to get the best
possible results. It may be done by two ways:
1. By Positive motivation
2. By negative motivation.

Positive motivation
In the real sense, motivation means positive motivation. Positive motivation
makes the people induce to do their work in the best possible manner they can
and improve their performance. It provides better facilities and rewards to
them for their better performance. It provides better facilities and rewards to
them for their better performance. Such rewards and facilities may be financial
and non-financial. Financial or monetary motivation may include different
incentive wage plans, productive bonus schemes etc. Monetary incentives
provide the worker a better standard of life while the non-monetary motivation
satisfies the ego of the man.

Negative motivation
Negative motivation aims at controlling the negative efforts of the workers and
so inducing the man to work positively in the interest of the organization. It is
based on the concept that if the man fails in achieving the desired results, he
should be punished. Punishments, reprimands, fear of loss of job are some of
the methods which are usually taken as a means to direct the man in the desired
direction. Under this method man works in fear and tends to produce minimum
enough to get by safety. The negative motivation may also be classified into
monetary and non-monetary motivation. The non-monetary negative
motivation may include reprimands, cut in facilities and greater control on the
activities etc. this is based on the presumption that man works because of fear.
Though both the methods of motivation-positive and negative aim at inspiring
the will of the people to work but the two differ in their approaches. Positive
approach has no place for punishment whereas the negative approach does not
provide for rewards. In this sense both are opposite to each other and may be
regarded as two ends of a rod.

Behavioral Model

In order to understand the complexity of people, there are several models

developed to know more about individual and organizational behavior which is
predominantly based on the assumption about people. These assumptions and
their related theories influence managerial behavior.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 The central problem of motivation, as far as management of an organization is
concerned, is how to induce the people because the psychology and behavior of
people differ from one another. A manager should invariably, know before
planning for motivation, why people work. In order to take effective motivational
decision, the manager should study and try to understand the behavior of people
at work and thus plan to motivate it in the desired direction. For this purpose,
manager must have knowledge of the motives of the worker which bring about
purposeful behavior and induce him to behave in a particular manner. They have
direct influence on the individual, since they determine in part his thoughts and
actions.

Need can be defined as a condition requiring supply or relief, the lack of any
requisite, desired or useful. A motivating situation has both subjective and
objective aspect. The subjective side is a need, a drive or a desire. The
objective side is called the incented or goal. When the process of obtaining
the incentive satisfies the needs, the situation is described as motivating.

Theory X and Theory Y

The findings of Elton Mayo helped Douglas Mc Gregor to form his theory of
human nature which is called Theory X and Theory y. Theory X assumed that
the most people are not willing to assume responsibility. They do not like to
work and they like to be directed. After defining theory X, he then questioned
whether these views of human nature are correct and if management practice
based upon it are correct.

Basing his analysis on Maslow’s hierarchy of need, he concluded that the theory
X is wrong. Therefore, he developed another theory. This is called theory-Y.
this assumed that people are not lazy by nature. The work is as natural as play
and people can work naturally if motivated properly.

Theory X

Work is inherently distasteful to most people.

Most people are not ambitious, have little desire for responsibility and they
prefer to be directed.
Most people have little capacity for creativity in solving organization
problems.
Motivation occurs only at the physiological and safety levels.
Most people must be closely controlled or often forced to achieve
organization objectives.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 Theory Y
Work is as natural as play if the conditions are favorable.
Self-control is often responsible in achieving organization goals.
The capacity for creativity in solving organization problems is widely
distributed in population.
Motivation occurs at the social esteem and self-actualization levels as
well as physiological and security levels.
People can be self-directed and creative at work if properly motivated.

The idea one may get that theory X is manager is usually direct. They like
controlling people and they supervise people very closely. Theory Y manager
is directly opposite to the theory X manager. They are more supporting and
appreciative.
Let us not assume that theory is X good and theory Y is bad or vise verse for
the particular given situation and particular worker for a given job, a manager
should choose either theory X or theory Y.

A manager who adapts theory X will be of the type who orders people and is
more task oriented. A manager who adopts theory Y will be more relation
oriented and will care for worker. But only a combination of both theory X and
theory Y will give a manger good control over his group. So, a manager should
adopt theory X with a particular person and theory Y with the another and so on.

Maslow’s theory of motivation

Abraham Maslow was the pioneer in contributing a systematic scheme of need
hierarchy. He arrived at a conclusion, after a proper research, that there are
certain perceived needs of the employees which they expect to be satisfied by
joining any organization. If the perceived needs are satisfied according to the
satisfaction, they feel satisfied and motivated and if there is a gap between the
two, they become slow or refuse to work,
The Hierarchy of Needs theory
Maslow’s hierarchy of needs
Maslow has suggested that the underlying needs for all human motivation can be
organized in a hierarchical manner on five general levels.
They are:
1. Physiological needs
2. Safety needs
3. Social needs
4. Esteem needs and
5. Self-actualization.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 Physiological needs: At the lowest order level are physiological needs which
include the need for food, water, sex, clothing and shelter. For a human being
who lacks everything the major motivation would be such physiological needs.

Safety needs: When the physiological needs are satisfied, the safety needs
become the most important in the hierarchy. These are the needs for protection
against danger or loss of existing physiological needs.
Social needs: The third level in the hierarchy comprises the social needs, that is
the giving and receiving of love, friendship, affection, belongingness,
association and acceptance. If the first two levels are fairly well satisfied, then a
person becomes keenly aware of the absence of friends or of a sweetheart, and
will be motivated toward affectionate relations with people in general.

Esteem needs: At the fourth level in the hierarchy are the esteem needs, which
are generally classified on to two subsets. The first subset includes the needs for
achievement, strength and freedom. In essence this is the need for
independence. The second sub set includes the needs for status, recognition, and
prestige. In essence this is the need for self- esteem of self-worth.
Self-actualization: The fifth and highest level in hierarchy is the self-actualization
need. This is the need to realize one’s potentialities for continued self-
development and the desire to become more and more of what one is and what
one is capable of becoming. This is also known as self-realization or self-
attenuation.

For example: A musician must create music, an artist must paint, a poet must
write in order to achieve ultimate satisfaction.

In 1943 Maslow arbitrarily suggested that in general, our physiological needs are
generally 85% satisfied, the safety needs 70% satisfied, the social needs 50%,
satisfied, the esteem needs 40% satisfied and the self-actualization needs 10%
satisfied.

Leadership behavior and styles.

Leadership:

Leadership is an important aspect of managing. Leadership is defined as

Influence that is the art or process of influencing people so that they will strive
willingly and enthusiastically towards the achievement of group goals. In other
words, people should be encouraged to develop not only willingness to work but
also willingness to work with zeal and confidence.
The will to do is triggered by leadership and lukewarm desires for achievements

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 are transformed into burning passion for successive accomplishment by the
skillful use of leadership (George R Terry)
Leadership is the lifting of man’s visions to higher sights, the raising of man’s
performance to a higher standard, the building of man’s personality beyond its
normal limitation. (Peter Drucker)
Leadership is the ability to secure desirable actions from a group of followers
voluntarily without the use of coercion. (Alford and Beatty)
Leadership is the ability to persuade others to seek defined objectives
enthusiastically. It is the human factor which binds a group together and
motivates it towards goals. (Keith Davis)

Leadership styles

There are 3 widely used leadership styles or leadership approaches viz., Traits
approach, Behavioral approach and contingency approach.

Traits approach

Trait is basically a character and early notions about leadership dealt with
personal abilities. IT was believed that some people have leadership qualities
by birth or god’s gift. The traits that associate with leadership are identified as:
mental and physical energy, emotional stability, knowledge of human relations,
empathy, objectivity, personal motivation, communication skills, teaching
ability, social skills, technical competence, friendliness and affection, integrity
and faith, intelligence etc. This approach has several drawbacks:

It failed to identify right traits required for effective leadership.

It is difficult to associate the traits with jobs to be carried out. A leader who
is successful in one area may be a failure in different area.
Since these are subjective, it is difficult to measure their effectiveness
quantitatively.
This approach implies that leadership is in-built quality and no training
can make a person leader.

Behavioral approach

Several studies have been made did not agree as to which traits are leadership
traits or their relationship to actual instances of leadership. It is found that most
of these so-called traits are really pattern of behavior.
There are several theories based on leadership behavior and styles. Some of
them are:

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 1. Leadership based on the use of authority.
2. Likert’s four systems of managing.
3. The managerial grid and
4. Leadership involving a variety of styles and level of use of power
and influence.

(ii) Style based on authority: Based on how the authority is used, the leaders are
styled into 3 groups.
1. The first is autocratic leader who commands and expects compliance, is
dogmatic and positive and leads by the ability to withhold or give
rewards and punishment.
2. The second is democratic or participative leader who consults with
subordinates on proposed actions and decisions and encourages
participation from them. This type of leaders includes the person who does
not take action without the concurrence of subordinates and who makes
decisions bur consults with subordinates before doing so.
3. The third type is free-rein leader who uses his power very little and
gives a high degree of independence to his subordinates to carry out
their work. Such leaders depend largely on subordinates to set their
own goals and the means to achieve.
The flow of influence with three leadership styles:
There are some variations within this simple classification of leadership styles.
Some democratic leader may consult and listen to their follower’s ideas and
concerns, but when decision is to be made, they make their own decision. A
participative leader is the person who is supportive. They consult with their
subordinates and take their opinions, feelings and suggestions before making
decision.

The use of any style will depend on the situation. A manager may be autocratic in
routine and emergency tasks. Leaders gain considerable knowledge and better
commitment on the part of persons involved by consulting with subordinates
whereas free-rein type leadership works better in R & D organizations. Fig 1 shows
the flow of influence with three leadership styles

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 FIG1: Flow of influence with three leadership styles

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 Comparison of leadership styles

Factor Leadership
style
Autocratic Participative Free-Rein
1.Decision maker Leader only Leader in Subordinates only
consultation
with subordinates
2.Discipline Obey the leader Cooperative Self-imposed
3.Delegation of Rare Good Complete
authority

4.Responsibility Leader Leader and Individuals

Subordinates

5.Initiative By leader By team Only by individuals

6.Communication One way and Both ways Free flow
downward
7.MOtivation Punishments Rewards Self-attenuation
8.Hierarchy of Physiological and Mixed Self-attenuation
needs safety
9.Focus Task oriented People oriented People

(i) Likert’s four systems of management: Prof. Likert had developed four systems of
management based on his study of patterns and styles of leadership.

System 1: Management is described as exploitive-authoritative. Its managers are highly

autocratic, have little trust in subordinates. They motivate people through fear and
punishment, only occasional rewards, engage downward communication and limit
decision making to the top.

System 2: This is called benevolent authoritative. Its managers have a patronizing

confidence and trust in subordinates, motivate them with rewards and some fear and
punishment, allows little upward communication, solicits some ideas and opinions from
subordinates, allows some delegation of decision making but with close policy control.

System 3: This is referred to as consultive management. Managers in this system have

substantial but not complete confidence in subordinates, they usually try to make use of
the ideas and opinions of subordinates, rewards for motivation, occasional punishments,
engage in communication in both up and down and act like a consultant to both up and
act like a consultant to both top and subordinates.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru

 System 4: This is most participative type and hence it is often called as participative-
group. These managers have complete trust and confidence in subordinates in all
matters. The always get ideas and opinions from subordinate and use them for
constructive purpose. They give monitory rewards encourage decision making and
work with subordinates as a group.

(iii) The managerial grid: A well-known approach to define leadership styles is the
managerial grid developed by Robert-Blake and Jane Mouton. Building on previous
history which dealt with managers concerned with both people and production, they
devised a two-dimensional grid based on people and production. Concern for
production on X-axis of grid includes the attitudes of a supervisor towards a variety of
things such as quality of policy decisions, procedures, creativeness, staff services, work
efficiency; volume of output etc. concern for people is taken on Y-axis of grid. This
include elements like degree of personal commitment towards good achievement,
maintenance of self-esteem of workers, placement of responsibility on the basis of trust
rather than obedience, provision of goal working conditions and maintenance of
satisfying interpersonal relations.

The managerial grid is a useful device for identifying and classifying Managerial styles,
but it does not tell how to lead.

(iv) Leadership involving a variety of styles: this concept is also called as leadership
continuum. It is seen that the leadership involves a variety of styles ranging from one
which is highly boss centered to the other which is highly subordinate concerned. The
style varies with the degree of freedom a leader or manager grants to his subordinates.
Thus, instead of suggesting a choice between two extreme styles of leadership
autocratic and democratic, this approach offers a range of styles with no suggestion of
what is right and what is wrong. This theory recognizes that which type of leadership is
appropriate depends on the leader, the subordinates and the situation.

Contingency approach to leadership

The behavioral approach seems to suggest that the best style of leadership is one that
combines both autocratic and democratic. There is no one best style of leadership
under all conditions.
Effective leadership style varies with situation. The effective leaders need to analyse
the situation and find the most appropriate and best-suited style for a given
environment. Contingency approaches have much meaning for managerial theory and
practice.

Dr C.P LOHITH, Asst. Professor, Dept of Mechanical Engineering, SIT, Tumakuru