Business Studies Class 12 Chapter 7 Directing Case Studies With Solutions
Class 12 Business Studies Chapter 7 Question Answer
Directing is the process of instructing, guiding, coaching, counselling, motivating and leading the employees to achieve organisational goals.
Natural/Features of Directing
- Initiates action. The initiation of all actions starts with the directions given by the , superiors to their subordinates.
- Takes place at every level of management. Wherever there is a superior and his subordinate, Directing is present. We can see that all the levels of management have superiors-subordinates, so directing is present at every level of management.
- Is a continuous process. Like other functions directing is also continuous. Directions will always be given in an organisation till it exists.
- Flows from top to bottom. Directions always flow from superior to subordinate. So the direction is from top to bottom.
Importance of Directing
- Helps in introducing changes in an organisation, as it calms down the resistance which occurs against that change.
- Helps in integrating employees’ efforts, as it integrates all their actions by proper communication and leadership.
- Initiates action, as through proper directions all the necessary steps are initiated.
- Brings stability and balance in the organisation by properly defining authority- responsibility relationships. This eliminates any chances of confusion.
- Helps in bringing out potential and enhancing capabilties of employees by motivating and leading them as and when required.
Elements of Directing
- Supervision
- Motivation
- Leadership
- Communication
- SUPERVISION. It is the process of overseeing and analysing the efforts and activities of employees and timely guiding them through instructions and proper feedback to help them achieve organisational goals.
Role/Functions of Supervision or Supervisor:- Supervisor ensures group unity among the workers as with unity their efficiency and discipline improves.
Directing - Supervisor gives on-the-job training to the workers as and when required.
Supervisor checks the performance of workers and corrects them by giving feedback. - Supervisor is a leader to the workers. He should act as a role-model in order to influence their behaviour in the right direction.
- Supervisor is a lower level manager, since he is a part of the management he acts as a link between the management and the workers.
- Supervisor stays in touch with the workers as he remains in day to day contact with them.
- Supervisor ensures group unity among the workers as with unity their efficiency and discipline improves.
- MOTIVATION
Motivation is the process of stimulating employees/workers/people into action by identifying their needs (motives) and satisfying them by providing them financial and non-financial incentives (motivators) in order to achieve organisational goals.
Features of Motivation:- It is an internal feeling. It is hidden inside like other feelings and cannot be seen as it is abstract in nature.
- Motivation can be both—positive as well as negative.
- Positive motivators: Rewards, job security, employee recognition, profit sharing, etc.
- Negative motivators: Penalties, fines, other disciplinary actions, etc.
- It is goal directed behaviour. Every type of motivation is given to achieve organisational goals.
- It is a complex process. It is very difficult generally to judge
—the motivation levels of all the employees and
—what will actually motivate a person?
Assumptions of Maslow’s Need Hierarchy:
- All the actions (behavioural) of human beings are due to some of their needs.
- These needs can be arranged in the form of hierarchy.
- When one level of need is satisfied, a person tries to satisfy the next level need.
- When a particular level need is satisfied it no longer influences the person’s behaviour.
Financial and Non-financial incentives—
Financial incentives. The incentives which can be measured in monetary terms. These are:
- Pay and allowances. Basic salary, dearness allowance, house allowance, etc. come under pay and allowances. This is the basic requirement of any employee.
- Productivity linked wage incentives. Higher productivity of a worker is recognised through higher rate of wages.
- Retirement benefits. Pension, Provident Fund, Gratuity are the retirement benefits which provide financial security at the time of old age.
- Bonus. Bonus is given over and above salary or wages. It is generally paid on annual basis.
- Co-Partnership/Stock option. Shares of the company (in which the employees work) are offered to the employees at a price lower than the market price as an incentive.
- Profit sharing. Employees are given share in the profit of the company in recognition to their efforts in increasing the profit of the company.
- Perquisites. Perquisites are the fringe benefits like medical aid, education, house, etc. which are given over and above salary. They are generally given to high ranked employees.
Non-financial incentives. Incentives which cannot be measured in monetary terms are called non-financial incentives. Various types of non-financial incentives are:
- Status. Status indicates the rank of a person in the organisation’s hierarchy. It has authority, fame, psychological satisfaction, etc. associated with it.
- Organisational climate. Characteristics which differentiate one organisation from another are included in it. The psychology and behaviour of employees is connected with it. Examples of these characteristics are degree of autonomy, incentive system, etc.
- Career advancement opportunity. Some companies provide timely promotions to their employees. These career advancement opportunities motivate the employees to improve their performance.
- Job enrichment. Companies design their work environment in such a manner that jobs become interesting and value-adding for the employees. This can be done by giving more freedom, making the workplace more user friendly and knowledge generating.
- Employee recognition. This can be done by shaking hands with the subordinates, making mementos of their names, writing their names on notice board, awards, etc.
- Job security. Employees work with more zest and sense of involvement when they get job security for a minimum fixed tenure.
- Employee participation. Employees feel good when they are made to feel important by involving them in decision making. They can be made members of committees like work committee, canteen committee, etc.
- Employee empowerment. When employees are empowered, they feel important. They can be given more autonomy in their field of work.
3. LEADERSHIP
Leadership is the process of influencing the behaviour of people/ employees/ workers by acting as a role model and inspiring them to work willingly towards the achievement of organisational goals.
Features of Leadership:
- It is an interpersonal relationship between the leader (role model) and the followers.
- It is a goal oriented process as the followers willingly work towards the attainment of set goals.
- It is a continuous process.
- It is an ability to influence the behaviour of others.
- It helps in introducing change in the people (Who get influenced and become followers).
Styles of Leadership. The approach a leader adopts, to influence the working and conduct of
his subordinates in order to steer them towards goal fulfilment, is known as ‘style of leadership’.
There are three styles of leadership:
- Autocratic or Authoritarian Leadership
- Participative or Democratic Leadership
- Laissez Faire or Free Rein Leadership
4. COMMUNICATION
Communication is the process of exchanging ideas, beliefs, philosophy, contents, etc. between an individual and the others in order to arrive at a common understanding.
Process of Communication:
Elements of Communication:
- Message. The content which is communicated—Idea, concept, message, etc.
- Sender. The person who sends the message.
- Receiver. The person who receives the message.
- Media. The path through which message is sent.
- Encoding. The process of converting a message into decodable symbols, pictures, words, etc.
- Decoding. The process of converting or decoding the ‘codes’—symbols, pictures, words, etc.—for understanding of the message.
- Feedback. Response by the receiver after he receives the message.
- Noise. Various obstructions and barriers in the communication process.
Formal and Informal Communication
- FORMAL COMMUNICATION. When communication takes place on formal lines (as guided by the established chain of command) it is known as Formal Communication.
Forms of Formal Communication- Upward communication. Subordinate to superior.
- Downward communication. Superior to subordinate.
- Horizontal communication. Between persons at the same level; Generally inter departmental in nature.
- Diagonal communication. Free Flow Communication
- INFORMAL COMMUNICATION. When communication takes place on informal lines (in no definite direction) it is known as Informal Communication.
Grapevine. The informal, unofficial system of communication existing in an organisation is called
Grapevine. Rumours, gossips, etc. are the key ingredients of this structure.
Barriers to Effective Communication- Semantic Barriers. The barriers which arise at the level of encoding and decoding of the messages are known as Semantic barriers.
- Badly expressed message. Due to wrong use of words, the intended meaning of the message may not be conveyed.
- Symbols with different meanings. A single word may have more than one meanings. For example, word ‘plane’ has different meanings.
- Faulty translation. When a message is translated into some other language then due to lack of equal command on both the languages the meanings might change.
- Unclarified assumptions. Sometimes a message conveyed may carry assumptions. These assumptions may be differently understood and explained by the receiver leading to barriers in communication.
- Technical jargon. People belonging to the same profession may use certain words and terms which can be understood by them only. Under such circumstances an outsider to the profession may not be able to understand the jargon.
- Body language and gesture decoding. It is said that body language is more important than the words spoken. If there is a mismatch between the words spoken and the gestures (or body language) used it may lead to confusion and therefore creation of a barrier.
- Psychological Barriers. The emotional or mental state related barriers arising due to mismatch between states of mind of the sender and the receiver of the message.
- Premature evaluation. When the reciever evaluates the message even before it is fully delivered by the sender. It happens due to preconceived notions.
- Lack of attention. An inattentive receiver may not be able to gather what the sender is trying to say.
- • Loss by transmission and poor retention. This type of barrier is common where a message passes through various levels or people leading to the altering of message due to poor retention of individuals involved.
- • Distrust. The feeling of distrust between the sender and the receiver might create misunderstanding between them.
- Organisational Barriers. Barriers occuring due to the organisational structure, rules and regulations, etc.
- Status. When status of a superior creates hesitation in the mind of a subordinate, or a superior himself maintains distance in order to differentiate himself from his subordinates.
- Organisational policy. In case an organisation has a centralised approach towards communication, it may act as a barrier. On the other hand, a decentralised approach of decision making breaks all the barriers and there is a free flow of communication.
- Complexity in organisation structure. When a message passes through various levels in an organisation it gets altered.
- Organisational facilities. When facilities like meetings, suggestion box, etc. are not properly utilised, barriers of communication emerge in an organisation.
- Rules and regulations. Due to excessive rules and regulations, proper communication is often delayed in an organisational set up.
- Personal barriers. Barriers emerging due to the existence of certain personal factors of both, the sender as well as the receiver of the message:
- Fear of challenge to authority. A superior in order to maintain his authority may maintain distance with his subordinates. This may lead to lack of proper communication.
- Lack of proper incentives. Subordinates may find it useless to communicate with their superiors in the absence of any incentives given to them.
- Lack of confidence of a superior in his subordinates. Superiors in the absence of any confidence in their subordinates may stop necessary frequency of communication.
- Unwillingness to communicate. When subordinates are not confident of the good out¬comes of their communication with their boss, they may not be willing to communicate.
- Semantic Barriers. The barriers which arise at the level of encoding and decoding of the messages are known as Semantic barriers.
Improving communication effectiveness. Some important steps can be taken to avoid the emergence of communication barriers:
- Clarify the ideas before communication. Sender should be clear about the message he is about to send.
- Communicate according to the needs of the receiver. The level of understanding of the receiver should be taken into account before the message is delivered.
- Consult others before communicating. It is better to discuss (the message to be delivered internally with the team) before the message is conveyed to the outside world or concerned receiver. Be aware of language, tone and content of message. Language should be clear, content should be meaningful and tone should be appealing to the receiver.
- Convey things of help and value to the listeners. Needs of the receiver should be clearly understood so that the message could be of help and add value to the receiver.
- Ensure proper feedback. Communicator should ensure if the message has reached the receiver or not.
- Be a good listener. A message sender can only be good in communication if he listens to the other party properly and then gives his response.
Question 1:
‘Classic Rocks’ is a pioneering advertisement making company. Mr. Anuj is a dynamic manager who has recently joined the organisation. He receives complete support from the management. There is proper infrastructure, planning mechanism and subordinate support. He gives orders and starts the actual working of a new unit from the 1st of May. His schedule becomes very hectic. The demanding work involves him almost throughout the day. He is busy giving messages, talking to his subordinates or seniors, etc. throughout the day. One day he meets his friend Vijay who is working at the lower level management though he himself is a part of middle level management. He finds that even Vijay is involved in communicating and supervising his employees throughout the year though he works at the lower level management. Similar is the case with his seniors working at the higher level management. He feels relaxed after knowing this and continues his work with even more dedication.
- Which function of management is highlighted in the above case?
- Identify the features of this function of management highlighted in the above case.
Answer:
- The function of management which is highlighted in the above case is directing.
The features of directing highlighted in the above case are:
- Directing initiates action. He gives orders and starts the actual working of a new unit from the 1st of May.
- Directing takes place at every level of management. He finds that even Vijay is involved in communicating and supervising his employees throughout the year though he works at the lower level management. Similar is the case with his seniors working at the higher level of management.
- Directing is a continuous process. He is busy giving messages, talking to his subordinates or seniors, etc. throughout the day.
Question 2:
Ramesh who has recently received award of the most talented manager is very able. He has helped the starting of various halted projects by guiding his subordinates and removing their doubts through proper directing. This has helped the workers achieve their targets on time. He knows that every member of the team is important for the completion of a project. So he guides his team in such a manner that every single effort of every single employee matters and is directed towards the achievement of objectives. There is a lighter side to his personality also. He is very jovial. He cares about his team. This has helped him bring cooperation and commitment among his team members thus bringing a unique balance between activities and the group. However this has not prevented him from having a keen vision of a leader. Whenever the subordinates resist any change he tries to bring their cooperation by proper explanations and consistent efforts. The top level management also sees a big role for him in the future.
Identify the importance of directing highlighted in the above case.
Answer:
The importance of directing highlighted in the above case are:
- Directing helps in initiating action. He has helped the starting of various halted projects by guiding his subordinates and removing their doubts through proper directing.
- Directing helps in integrating efforts. So he guides his team in such a manner that every single effort of every single employee matters and is directed towards the achievement of objectives.
- Directing helps in bringing stability and balance in the organisation. This has helped him bring cooperation and commitment among his team members thus bringing a unique balance between activities and the group.
- Directing helps in introducing changes. Whenever the subordinates have resisted any change he has tried to bring their cooperation by proper explanations and consistent efforts.
Question 3:
Subhash is a lower level manager. He stays at the shop floor. He oversees and guides the workers, instructs them whenever required and ensures optimum utilisation of resources so that the goals at the shop floor could be achieved. He is very hard working. He tries to stay in touch with the workers on a regular basis. He has made a weekly advice taking programme. This programme in which suggestions from workers are taken is very important for creating a feeling of common group. He himself was a worker for 15 years before he became a lower level manager. This is the reason why he knows everything about the machines and situations on the shop floor. He gives guidance to the workers as they do their job, tells them how to tackle the machines and continuously improve their output. Workers are very friendly with him. He ensures that the workers do their work properly and gives his approval or disapproval about their work on a continuous basis. The workers respect him. He is acting as a role model to them and has motivated them to work more and more by setting his own example. The middle level management is thinking of giving Subhash a bigger role in future.
Which element of directing is displayed by Subhash in the above case?
Identify the importance of this element highlighted in the above case. Also identify the lines.
Answer:
The element of directing displayed by Subhash is Supervision. He oversees and guides the workers, instructs them whenever required and ensures optimum utilisation of resources so that the goals at the shop floor could be achieved.
The importance of supervision highlighted in the above case:
- Supervision helps in achieving day to day contact with the workers. He tries to stay in touch with the workers on a regular basis.
- Supervision helps in achieving group unity. This programme in which suggestions from workers are taken is very important for creating a feeling of common group.
- Supervision helps in providing on the job training to the workers. He gives guidance to the workers as they do their job, tells them how to tackle the machines and continuously improve their output.
- Supervision helps in providing feedback to the workers. He ensures that the workers do their work properly and gives his approval or disapproval about their work on a continuous basis.
- Supervision helps in influencing others. He is acting as a role model to them and has motivated them to work more and more by setting his own example.
Question 4:
Identify the elements of directing in the following cases:
- Arun who is the departmental head of his organisation decides to improve the performance of his department. He decides to give some financial and non financial incentives to his subordinates. He knows these incentives will satisfy their needs. Therefore they will be stimulated to take actions from their side.
- Rajeev is an HR manager leading a team of 12 people. He knows that the duties and responsibilities of an HR employee are challenging. He knows in order to make his team work with a positive frame of mind, he will have to set a personal example as a role model and influence their behaviour and working style to increase the output of his team.
- Priya and Raghav are discussing about an element of directing. They say that without this element no group or people can achieve a common understanding. This element requires effort from both the sides and consumes 90% of the time of a manager.
- Rajesh who works at the shop floor is a lower level manager. He is heading a team of 25 workers. He oversees and guides their efforts on a regular basis and tries to maximize the output of his unit by timely giving them feedback. His team has group unity and works with dedication to complete their targets on time.
- Kavita is a CEO. She has recently replaced Mr. Anuj who was an unsuccessful CEO. The profits of the company fell to a new low during his time. Kavita has a lot of challenges in front of her, major being the lack of enthusiasm in the organisation. In order to set things right she is trying to set a personal example in front of the employees by working with dedication and putting 16 to 17 hours in her job on a daily basis.
- Akash works in a telecom company. He is leading a team of more than 100 employees. Daily he drops messages to them, convenes meeting and arranges a suggestion box in his department. He listens to the advices and suggestions of his subordinates very carefully and tries to implement them whereever possible. He is quite clear in his delivery of messages and conveys his thoughts properly.
Answer:
The elements of directing identified in respective cases are:
- Motivation
- Leadership
- Communication
- Supervision
- Leadership
- Communication
Question 5:
Atul is a branch manager of a bank in a suburban area of a city. The employees of this branch have not been able to do very well in the recent past. He is upset due to their poor performance and decides to know the reason behind it. After some research he finds out that each employee has some reason to join the bank. This reason if satisfied could improve the performance of that person.
Which element of directing has been identified by Atul here?
Name one more interrelated concept.
Answer:
The concept of directing identified by Atul is motive.
One more interrelated concept is motivation.
Question 6:
Identify the steps of motivation process in the following cases:
- Rajeev is concerned about his new job. He has got a good job but the problem is distance. He is very far from his home and his family needs his support.
- Sudeep got transferred to various departments and companies. He is a pass-out from a good college. That is why he never had shortage of availability of jobs. Finally he got settled in a department of operations. He is happy as he feels here is where he can make difference to his company since his favourite subject was operations management.
- Ramesh is trying to get the job of his nature. He is applying to various companies. He is searching for new options at concerned websites.
- Joy has got a job of a branch manager in a company. He was offered a decent salary of ?50,000 per month. However when he started receiving payment at the end of the month he got only ?42,000. Now he considers this salary as insufficient.
Answer:
The steps of motivation highlighted in the above cases respectively are:
- Tension (Step 2)
- Reduction of Tension (Step 6)
- Search Behaviour (Step 4)
- Unsatisfied need (Step 1)
Question 7:
‘Brightest Papers’ is a leading paper manufacturing company. The enthusiasm level of employees in this organisation is very high. The management has applied a process of directing where the financial and non financial needs of the employees are identified and are satisfied accordingly. The result has been amazing for the organisation. The output levels of the employees have touched a new high. Recently an award was also given to the HR department of the organisation for doing its job in the best manner in the industry. Two years back when the organisation had not applied this process the employees were leaving the organisation and were not loyal but now the situation has changed and there has been increase in the number of applicants for various jobs in the company. The organisation believes that its best resource is the human. The idea is to maximize the output of the human resources. There are many steps taken to increase the input of the employees and for this the work environment is made interesting in order to increase their regularity which has obviously increased the labour input during the recent years. The company is now among the most inspiring organisations in the industry.
- Which element of directing has been applied by the management?
- Which benefits of this element are highlighted in the above case?
Answer:
- The element of directing applied by the management is motivation. The management has applied a process of directing where the financial and non financial needs of the employees are identified and are satisfied accordingly.
- The benefits of Motivation highlighted in the above case are:
- Motivation helps in increasing the performance level of the employees and the overall organisation. The output levels of the employees have touched a new high.
- Motivation helps in reducing the employee turnover of the company and thus helps the organisation in retaining employees. Two years back when the organisation had not applied this process the employees were leaving the
organisation and were not loyal but now the situation has changed and there has been increase in the number of applicants for various jobs in the company.
- Motivation helps in reducing absenteeism in the organisation. There are many steps taken to increase the input of the employees and for this the work environment is made interesting in order to increase their regularity which has obviously increased the labour input during the recent years.
Question 8:
Manav wanted to bring some changes in his company. One of those changes was the establishment of new software in the organisation. The software has the capability to judge the performance of all the employees. Thus it makes them more accountable. However, recently it so happened that the employees resisted Manav’s decision. After a lot of thinking on the issue he decided to call a meeting to address their needs and performance. He told them that with the installation of the new software their needs would be fulfilled and the best performing employee would be rewarded. Thus he was able to bring down the resistance level of the employees.
- Which concept of directing is applied by Manav in the above case?
- Which one benefit of this concept has been highlighted in the above case?
Answer:
- Manav had applied motivation in the above case.
- The benefit of motivation highlighted in the above case is that it is able to introduce changes in the organisation by putting down the resistance of the employees.
Question 9:
A company has a number of employees who don’t harbour good feelings for the organisation. They don’t care whether the organisation is progressing or not. Some of them are even having negative attitude towards the management. When a local newspaper wanted to find out the reason for the declining productivity of the organisation it was found that it was mainly due to the lack of any incentives in the organisation. Employees were not awarded for increasing the output of the organisation.
- What do you think needs to be done in such circumstances?
- What could be the positive outcome of your step?
Answer:
- The organisation should apply the process of motivation here. They should identify the needs of the employees and satisfy them. There should be a proper reward/award system for the better performers.
- By applying the process of motivation it can be expected that the neutral or negative attitude of the employees will be turned into positive. This will bring progress for the organisation.
Question 10:
Identify the Maslow’s needs applicable in the following cases of organisational set up:
- Virendra works in an organisation. He is part of the organisation for last 20 years. During all these years inspite of his best performance in the organisation he hasn’t yet reached the post of vice president.
- Vandana works in a software firm. She goes to office which is situated at a distance of 20 kms from her house. Her husband earns very well and is a pilot with a leading
Airline. Though she belongs to a good earning family yet she has decided to keep on going to her job which she feels helps her gain acceptance in her social circle. - Kavita has recently passed out from a decent MBA college with her major in marketing. A lot of money of her parents has been spent for paying her education fee. Now she has applied for a job in a company of reputation. Her main concern is good salary which will give her financial security.
- Mehak has been an outstanding student throughout her life. She did her graduation from a very good college. When the placement started she decided to withdraw her name. A month later she started her own NGO which provided education to poor children. Her NGO sets targets of educating a definite number of poor students and she feels if she is able to achieve a goal of teaching 5,000 students by the end of 5 years she will be very successful.
Answer:
- Esteem need.
- Affiliation need.
- Basic physiological need.
- Self actualisation need.
- Safety/security need.
Question 11:
An organisation has the policy of providing incentives in the form of monetary terms. It knows that to improve the performance of the employees their needs must be satisfied. The company has come up with a plan of increasing wages of workers who perform beyond a definite level. By the end of the year the company has some other plans. It wants to give an incentive to the workers over and above the wages. The workers have started putting more efforts. The company has announced that after the month of March it will be giving shares to the exceptionally performing workers. Company is hoping to get a good response from the employees through this announcement in terms of better performance and contribution.
- Which type of incentive is highlighted in the above case?
- Identify the various types of these incentives highlighted in the above case.
Answer:
- The type of incentive highlighted in the above case is financial incentive. The Company is providing incentives in the form of monetary terms.
- The various types of incentives highlighted in the above case are:
- Productivity linked wage incentive. The Company has come up with a plan of giving more wages to workers who perform beyond a definite level.
- Bonus. It wants to give an incentive to the workers over and above the wages.
- Profit sharing. The Company has announced that after the month of March it will be giving shares to the exceptional employees.
Question 12:
Rajesh works in a software company. This company is growing by leaps and bounds. The employees are happy as they get timely salaries, their basic incentive, ey are also supported by regular increments in their salaries every year. The HR department these days is busy calculating the various expenditures the company will have to incur in paying the employees. The company however has decided to increase the fringe benefits like car allowance, foreign trips, etc. With this step the company will enter into the list of few chosen companies to do so. For the elderly members of the organisation the company has decided to include gratuity in the list of benefits along with already given benefits like pension and provident fund. However there are a few more steps taken by the company in the direction of providing financial incentives which can be considered truly unique. It is about providing company’s shares at price lower than the market price. All these steps have lifted the morale of the employees.
Which financial incentives have been highlighted in the above case?
Answer:
The financial incentives highlighted in the above case are:
- Pay and allowances. The employees are happy as they timely get their salaries, their basic incentive, and they are also supported by regular increments in their salaries every year. Here the Company is also giving dearness allowance which is a yearly increase in the salary overcoming the impact of inflationary forces.
- Perquisites. The Company however has decided to increase the fringe benefits like car allowance, foreign trips, etc. One more thing one needs to understand is the difference between perquisites and allowances. Where allowances are paid directly in the form of money, perquisites are the benefits given which have their own monetary value, for example a trip to Malaysia funded by the Company is a fringe benefit or a perquisite.
- Retirement benefits. For the elderly members of the organisation the company has decided to include gratuity in the list of benefits along with already given benefits like pension and provident fund.
- Co-partnership/stock option. It is about providing company’s shares at a price lower than the market price. All these steps have lifted the morale of the employees.
Question 13:
In a renowned hospital having 300 beds, the CEO of the hospital
congratulates the exceptionally performing employees by meeting in person. Sometimes the name of the employee of the month is displayed on the notice board at the main entrance along with his/her photograph. Recently the company went a step ahead and distributed T-shirts to the employees who have been among the top 3 performers. On the Employee Day every year employees who contribute a lot are either rewarded or awarded.
- In the above case which type of incentive has been used by the company to improve employee performance?
- Which type of incentive is this?
- Also give the definition of this type of incentive.
Answer:
- The type of incentive used to improve performance in the above case is Employee Recognition.
- Employee Recognition is a non-financial incentive.
- Non-financial incentives are the incentives which are given to improve the psychological and emotional satisfaction of an employee. So the needs of the employees which are not satisfied by monetary means are satisfied by non-financial incentives.
Question 14:
‘Hats Off’ is an apparel making company. It has recently decided to make the job environment better by redefining the workplace for the employees by designing jobs having greater variety of content. This has definitely increased the interest of employees in their work. This step of the Company has earned a favourite mentioning in a national newspaper. The promotion policy of the Company has now been made more effective by allowing employees to grow to the higher levels. Many of the employees had earlier complained of fear of getting fired. The Company has clarified its stance on this and told them not to worry by assuring them permanency after crossing the ad hoc period of six months. With everything going right for the organisation the top management has started devoting a lot of time on special features of the internal environment which will distinguish the organisation from other companies in the industry. The employees know that working in this organisation will only add to their good track record. The Company assures the employees a higher ranking in the organisational set up, provided one works hard, with authority, rewards, recognition and better perquisites. With such an effort, the organisation is geared to touch new heights.
Which non-financial incentives have been highlighted in the above case?
Answer:
The various non-financial incentives highlighted in the above case are:
- Job enrichment. It has recently decided to make the job environment better by redefining the workplace for the employees by designing jobs having greater variety of content.
- Career advancement opportunity. The promotion policy of the Company has now been made more effective by allowing employees to grow to the higher levels.
- Job security. The Company has clarified its stance on this and told them not to worry by assuring them permanency after crossing the ad hoc period of six months.
- Organisational climate. With everything going right for the organisation the top management has started devoting a lot of time on special features of the internal environ¬ment which will distinguish the organisation from other companies in the industry.
- Status. The Company assures the employees a higher ranking in the organisational set up, provided one works hard, with authority, rewards, recognition and better perquisites.
Question 15:
‘Alfa Ltd/ was dealing in renewable energy. To get the business, the team leader and his team used to travel to different states to give presentation to their clients. As per the policy of the company, the leader used to travel by air, whereas his team travelled by road / train. It was not only time consuming but also at time forced female team members to travel alone.
As a result, the subordinates were not acting in a desired manner to achieve organizational goals. The CEO came to know about it. He called the team leader, discussed the matter with him and decided to change the travel policy of the company. It was decided that all the members including the leader would travel together in future and would usefully utilize the travelling time in discussion with the subordinates about presentation to be given to the clients. This made a positive impact and every member of the team started acting in a manner as desired by the team leader.
State the features of the element of the function of management used by the CEO.
Answer:
The element of the function of management used by the CEO in the above’ case is ‘motivation’.
Following are the features of motivation:
- Motivation is an internal feeling. Human behaviour is influenced by internal factors like aspirations, drives, usage, needs, etc.
- Motivation produces goal directed behaviour. For example, pay of an employee may be increased to improve his/her performance.
- Motivation can either be positive or negative. Positive motivation provides rewards like higher pay, promotion, recognition, etc. Negative motivation includes the use of negative means like punishments, penalties, threat, etc.
- Motivation is a complex process as human beings are different from each other. They are heterogeneous in nature. Any particular type of motivation may not have the same effect on all the employees. Motivation varies from one individual to another.
Question 16:
Identify the non-financial incentives in the following cases:
- A leading software company has set up a suggestion box system in order to involve its employees. This exercise is allowed only to the members of the organisation. The result is an increased involvement of the employees in issues related to the organisation.
- A company has given more autonomy to its employees with an assurance of greater responsibility for them. They will also be involved in the decision making process of the organisation. This has made the employees feel that their work is very important to them. The positive outcome of this feeling is the tapping of skills and talents of the employees to a higher degree which is benefitting the organisation.
- ‘Step up’ is a leading soft drinks maker. They have made up arrangements at the work place for the employees to make their work more meaningful. They will be provided opportunity for personal growth. The outcome has been an increase in motivation for the employees at the place of work itself.
- An automobile company is making arrangements for appropriate skill development programmes. They have chalked out a sound promotion policy to give more growth opportunities to the employees.
Answer:
The non-financial incentives highlighted in the above cases are:
- Employee participation.
- Employee empowerment.
- Job enrichment.
- Career advancement opportunity.
Question 17:
Smita had been working as an assistant manager with ‘Johnson Enterprises’ for the last ten years. She was very popular amongst her colleagues because of her commitment and dedication towards the work. When the manager senior to her retired, all her colleagues thought that now Smita would be promoted. But to everyone’s surprise the vacant post was filled by an outsider, Mrs. Rita. Smita felt demoralised and her performance started declining. She would abstain herself often and could not meet her targets.
Mrs. Rita was a good leader, who would not only instruct her subordinates but would also guide and inspire them. She noticed Smita’s behaviour and felt that her performance could be improved. She started involving Smita in decision making-issues related to the organisation and made her a part of high level joint-management committee. Smita was now punctual in office and her performance started improving.
- Identify the function of management being performed by Rita.
- Name the element of the above function of management which helped Rita to improve Smita’s behaviour.
- State any three features of the element identified in (ii) above.
Answer:
- Function of Management—Directing
- Motivation
- Features of Motivation:
- Motivation is an internal feeling that can arise as an urge, drive, desire, aspiration or need.
- It produces goal directed behaviour.
- Motivation can be both positive and negative.
Question 18:
Shilpa is a senior middle level manager. She is a departmental head of marketing in a very progressive company. She is very good at conveying what she means to the subordinates, and not just that, she goes beyond that by staying a very patient listener. Her rise in the organisation has been very fast. She has led her team successfully on several occasions. The reason for her exceptional success has been her ability to understand the needs of her team and getting extra work done by satisfying them. Since her college days her level of courage is high. She has the ability to grab opportunities and use them to her best ability. People of other departments like finance, operations, etc. have also been a part of her fan club. They say that she knows a lot about her core area and this has made her irreplaceable in the department. Everybody hopes that she is going to be a part of the higher management one day as her company wants to benefit maximum by tapping her potential.
- Which concept of directing has been highlighted in the above case?
- Identify the types of this concept in the above case.
Answer:
- The concept of directing highlighted in the above case is ‘qualities of a good leader’.
- The types of ‘qualities of a good leader’ highlighted in the above case are:
- Communication skills. She is very good at conveying what she means to the subordinates, and not just that, she goes beyond that by staying a very patient listener.
- Motivation skills. The reason for her exceptional success has been her ability to understand the needs of her team and getting extra work done by satisfying them.
- Initiative. She has the ability to grab opportunities and use them to her best ability.
- Knowledge. They say without doubt that she knows a lot about her core area and this has made her irreplaceable in the department.
Question 19:
A group in a well established company is going through the process of exchange of concepts and ideas on different issues connected with the proper
functioning of different operations in the company. The whole group has arrived at a common understanding about the time, delivery and arrangement of schedules and machines.
Identify the process indicated in the above case.
Answer:
The process indicated in the above case is communication.
Question 20:
Identify in the following cases various elements of communication which are highlighted:
- A department ‘X’ has sent an encoded message to department ‘Y’ through internet. What is the role of internet here?
- Atul is making gestures so that he can send a message to Raman. What is Atul doing here?
- Raman is trying to understand the message sent by Atul by reading his gestures. What is Raman doing here?
- Ramesh picks up his phone and finds a message on it. He reads the message carefully. What is the role of Ramesh here?
- Mr. Suraj who is a senior manager is informing his team for convention, a day later, by giving a common message of timing and venue to all. What is the role of Mr. Suraj here?
- Ramit tried several times but his mom is unable to listen to what he is saying. It’s all because of a faulty telephone connection. What will you call this faulty connection here?
Answer:
- Media
- Encoding
- Decoding
- Receiver
- Sender
- Noise
Question 21:
Arun is working in multinational company in Gurgaon. He was running temperature for the last many days. When his blood was tested, he was found positive for dengue with a very low platelet count. Therefore, he was admitted in the hospital and a blood transfusion was advised by the doctors. One of his colleagues sent a text message about it to his immediate superior ‘Mr. Narain’. ‘Mr. Narain’ in turn sent a text message to the employees of the organization requesting them to donate blood for Arun. When the General Manager came to know about it, he ordered for fumigation in the company premises and cleanliness of the surroundings.
- From the above para quote lines that indicate formal and informal communication.
- State any two features of informal communication.
- Identify any two values that are being communicated to the society in the above case.
Answer:
- (i) Informal communication. ‘One of his colleagues sent a text message about it to his
immediate superior ‘Mr. Narain’.’
Or “Mr. Narain’ in turn sent a text message to the employees of the organization requesting them to donate blood for Arun.’
(ii) Formal communication. ‘When the General Manager came to know about it, he ordered for fumigation in the company premises and cleanliness of the surroundings.’ - Two features of informal communication:
- Informal communication arises out of the social needs of the employees to exchange their ideas and views.
- It does not follow the formal or official lines of communication.
- Two values being communicated are:
- Concern and sympathy for employees.
- Cleanliness and hygiene of the surroundings.
- Concern for safety of human beings.
Question 22:
Rajeev started working in an MNC. He was very devoted towards his job. However, whenever he used to communicate with his subordinates they were unable arstand him. The reason behind this problem was that he himself was unsure about the concept he used to explain to the subordinates. This problem was taking place on a daily basis. One day he got an order form his senior to fly to Goa for a project meeting. There he started explaining his concept to others but there were many aspects which the team of Goa wanted to explain to him. He was more concerned about speaking than listening. This resulted in the failure of the meeting which was very important. When Rajeev returned back to his home town he was sad. In this hopelessness he forgot to review the instructions he had given to his subordinates about a very important programme to be organized in his home town. Definitely Rajeev is facing problems related with communication effectiveness.
What measures would you suggest to Rajeev so that he could improve his communication effectiveness?
Answer:
The measures we would suggest him to adopt to improve his communication effectiveness are:
- Rajeev should clarify his ideas before communication. The reason behind this problem was that he himself was unsure about the concept he used to explain to the subordinates.
- Rajeev should become a good listener. He was more concerned about speaking than listening.
- He should try to follow up communications. He forgot to review the instructions he had given to his subordinates about a very important programme to be organized in his home town.
Question 23:
A strike took place in a cloth manufacturing company. The workers were demanding a few things which the management knew were impossible for them to agree to. Nikita who was an MBA pass out from a very high rated college was given the responsibility to negotiate with the workers on the behalf of the top management. However when Nikita communicated her ideas to the workers, they were not able to understand as her language was too complex and many of the words she used were generally understood only by graduates. Most of the workers had gone to school only up to 8th standard.
What one measure would you suggest her to improve her communication effectiveness?
Answer:
She should communicate according to the needs of the receiver. When Nikita communicated her ideas to the workers, they were not able to understand as her language was too complex and many of the words she used were generally understood only by graduates.
Question 24:
Mr. Sikka is an exceptional team leader. He knows that for a team to achieve its goals and progress nicely communicative effectiveness is required. He always maintains what he says, focuses on future goals of the organisation and never goes against his commitments. You can find him most of the times busy communicating with his superiors or subordinates. When he once delivers the message he always checks whether his team is able to understand the concept he is trying to communicate and he does it through proper questioning. He has a very pleasing personality. Whenever he delivers a speech he focuses on his language, his voice and the sentiments of his listeners. He is a real team leader. He gives members of his team opportunities to express themselves. Whenever he is about to make a speech he consults his team members for developing a plan of communication by their participation and involvement. He always says that whatever is useless should be rejected and whatever is useful should be accepted. His purpose of speaking is to help others. He believes that a speech should be such which takes into consideration interests and needs of the listeners. There is a lot one can learn from Mr. Sikka’s personality.
In the above case which measures of communicative effectiveness have been adopted by Mr. Sikka? Identify them.
Answer:
The measures of communicative effectiveness which have been adopted by Mr. Sikka are:
- He communicates for present as well as future. He always maintains what he says, focuses on future goals of the organisation and never goes against his commitments.
- After communication he ensures proper feedback. When he once delivers the message he always checks whether his team is able to understand the concept he is trying to communicate and he does it through proper questioning.
- He consults others before communicating. Whenever he is about to make a speech he consults his team members for developing a plan of communication by their participation and involvement.
- He conveys things of help and value to his listeners. He always says that whatever is useless should be rejected and whatever is useful should be accepted. His purpose of speaking is to help others.
- He is always aware of the language, tone and content of the message. He believes that a speech should be such which takes into consideration interests and needs of the listeners.
Question 25:
In the following cases identify the type of barrier:
- Suhasini is a higher level manager. She is concerned about the conditions of workers in her organisation. Every year she sends a message of greetings and help to them. She also invites suggestions from their side but there is no response. One day when she personally went to meet them she found that they were against her and could not understand her messages. She now realised that It was due to the presence of various levels and employees that the message had to go through that it used to get altered.
- In an organisation having many branches in the city the employees are least concerned about making any communication from their side with their immediate bosses. Many times when employees came out with something useful for the organisation giving it profit they were not given proper incentives. The result is that now they have become demotivated.
- Suresh is a very well balanced personality. He is the head of marketing department.
However he is unable to discuss anything related to his project with one of the employees named Ramesh. The reason is the lack of faith he has in him. This has resulted in lack of understanding between the two of them. - Mr. Aditya who was the divisional head of a bank told one of his subordinates to collect cash from the branch. The employee was new so he took the whole cash to his home to bring it next day to the branch. When Mr. Aditya came to know about it and was very angry. He actually wanted him to deposit the cash in the other branch on the same day which usually happened. Since the employee was new he was unaware of this.
- An organisation has employees from different countries. They speak different languages. Once the management decided to draft the message to congratulate the employees on the New Year in their native languages. For this they had to translate the same message in different languages. On the 4th of Jan there was a strike by people belonging to a particular country showing resentment on the wrong language used in the greetings.
- In an organisation a message passes from the top management through various levels before it reaches the point of action. Due to the oral transmission of message an important portion is generally lost due to forgetfulness and inability to retain.
- Rajeshwar is unable to talk to his boss because of his seniority. This has led to a psychological distance between the two of them. The fault is not entirely Rajeshwar’s. During the initial days of their interaction his boss used to talk with a lot of authority and maintained distance. Now Rajesh is unable to express himself in front of him freely.
- Reema is not at all prepared to interact with her boss. The reason is she feels that if she will talk more her boss may give her more work. She always tries to avoid her boss.
- Mr. Verma has a very limited vocabulary. He sometimes uses words which have other meanings also. His subordinates make full use of his this lack of knowledge and make fun of him. This also sometimes creates an environment of misunderstanding about the message delivered.
- Once Ravi was trying to give an explanation to Sanjay. Sanjay was not grasping his message. When he asked Sanjay about the message he gave to hint he could not explain. As a matter of fact Sanjay’s mind was preoccupied with some other thoughts.
- A student named Sanjay has some problems in Maths. The maths teacher doesn’t take his problems and quite often ignores his queries. He decides to put his problem in front of the principal. The vice principal tells him to write an application. He tells her he is having his exam on the next day. However she says he will have to take an appointment with the principal as she is very busy. Though Sanjay needs to meet the principal for a minute or two yet his problem remains unanswered.
- Tanya is working on a project at an overseas location under a world renowned civil engineer. She is among the five people who are in the core team of the project. The world renowned engineer, Mr. Talwar, who is also her boss rarely, seeks an advice from her. He thinks that Tanya lacks experience and needs to learn more.
- A senior manager who is of European origin gives a speech in an Asian country in a factory. He intended to give a positive message but what the employees understood was a negative interpretation. Simply because the language spoken by him was not in his native language he used some words which had different meanings than what he had intended.
- In a board meeting where all the board members were sitting and having discussion
one of the members said something. He continued to speak but before he could complete what he had to say the members due to preconceived notions derived some other meaning and decided to walk out of the room. - ‘Sharp Looks’ is a multinational camera making company. Though the company is of very large size yet it follows a very centralized approach of administration. The employees are kept away from discussions and decisions related to the strategic aspects of the business. This has led to an obstructed flow of communication in the organisation.
- Prinicipal of a very famous school is known for talking very less with his staff. Even on occasions of celebration he keeps himself very reserved and talks very less. This is due to his thinking that mixing with his subordinates may affect the discipline of the school.
- Sudeep who was the branch head of a bank started a suggestion box system. Similarly a complaint box was made in which people could drop their complaints without mentioning their names. A meeting used to take place every week on Saturday for ensuring proper communication among the employees so that they could make their points and suggestions openly. A few weeks ago Sudeep was transferred to some different branch. A new manager who is not dynamic and capable like Sudeep is unable to use the system which was designed by Sudeep like weekly meeting, suggestion box, etc. This has led to creation of gap in the communication in the branch between the manager and other employees.
Answer:
Type of Communication barrier in the above cases are:
- Organisational barrier (Due to the complexity in the organisational structure).
- Personal barrier (Due to lack of proper incentives).
- Psychological barrier (Due to distrust between the two of them).
- Semantic barrier (Due to unclarified assumptions).
- Semantic barrier (Due to faulty translations).
- Psychological barrier (Due to loss by transmission and poor retention).
- Organisation barrier (Due to status).
- Personal barrier (Due to unwillingness to communicate).
- Semantic barrier (Due to symbols with different meanings).
- Psychological barrier (Premature Evaluation).
- Organisational barrier (Due to rules and regulations).
- Personal barrier (Due to lack of confidence of superior on his subordinate).
- Semantic barrier (Due to badly expressed message).
- Psychological barrier (Due to premature evaluation).
- Organisational barrier (Due to organisational policy).
- Personal barrier (Due to fear of challenge to authority).
- Organisational barrier (Due to improper use of organisational facilities like meeting, suggestion box, etc.).
Question 26:
Neeraj, a sales representative of ‘Omida Ltd.’ has changed seven jobs in the last one year. He is a hard working person but is not able to finalise deals with the customers due to his inadequate vocabulary and omission of needed words. Sometimes he uses wrong words because of which intended meaning is not conveyed. All this created a misunderstanding between him and his clients.
- Identify the communication barrier discussed above.
- State the category of this communication barrier.
- Explain any other communication barrier of the same category.
Answer:
- Communication barrier—Badly expressed message
- Semantic barrier—Such barriers are concerned with problems and obstructions in the process of coding and decoding of a message into words and expression.
- Technical Jargon. These are words used by experts and specialists and are difficult to understand by people belonging to some other field. Use of such words can act as a barrier to effective communication.
Question 27:
Jaideep recently joined as the Managing Director of ‘Tivori Ltd/, an apparel designing company. He observed that the company had a number of experienced fashion designers on its payroll. They regularly offered useful suggestions which were neither appreciated nor rewarded by the company. Instead the company outsourced its services to some renowned fashion designers and paid them a good compensation for their services. Because of this the employees felt disheartened and stopped giving useful suggestions.
- Identify the communiction barrier discussed above .
- State the category of this communication barrier.
- Explain any other communication barrier of the same category.
Answer:
- Communication barrier—Lack of proper incentives.
- Personal barrier—in this type of barrier, personal factors of both sender and receiver may exert influence on effective communication.
- Fear of challenge to authority. According to this personal barrier of communication, if a superior feels that a particular communication can have a negative impact on his authority, he may avoid or suppress such communication.
Question 28:
Mr. Shubhendu Bose is the owner of ‘Bikmac Enterprises’ carrying on the business of manufacturing various kinds of biscuits. There was a lot of discontentment in the organization and the targets were not being met. He asked his son, Naval, who had recently completed his MBA, to find out the reason.
Naval found that all decision making of the enterprise were in the hands of his father. His father didn’t believe in his employees. As a result both the employer and the employees were not able to understand each others’ messages in the same sense. Thus, the employees were not happy and targets were not met.
- Identify any fivo communication barriers because of which Bikmac Enterprises was not able to achieve its target.
- State one more barrier each of the types identified in (a) above.
Answer:
- (i) Organizational barrier: Organizational policy. If the organizations policy does not support free flow of communication, then it hampers the flow of communication.
(ii) Psychological barrier: Distrust and lack of confidence on the staff leads to a communication gap in an organization. - Other barriers of each identified type:
- Organizational barrier: Rules and regulations —Rigid rules and regulations may delay communication.
- Psychological barrier: Lack of attention—i.e., non-listening of the message may act as a major psychological barrier.
Question 29:
Mr. Fernandes is the owner of Unibie Enterprise, carrying on the business of manufacturing electrical appliances. There is a lot of discontentment in the organization and targets are not being met. He asked his son, Michel, who has recently completed his MBA, to find out the reason.
Michel found that all decision making of the enterprise were in the hands of his father. Moreover, his
father did not have confidence in the competency of the employees. Thus the employees were not happy.
(a) Identify any tivo communication barriers because of which ‘Unibie Enterprise’ was not able to achieve its target.
(b) State one more barrier each of the types identified in part (a) above.
Answer:
Two communication barriers:
- Organizational barrier. Organization policy.
- Personal barrier. Lack of confidence of superior on his subordinates.
One more barrier of each type:
- Organizational barrier. Rules and regulations—Rigid rules and regulations may delay communication.
- Personal barrier. Unwillingness to communicate—Unwillingness to communicate on the part of the subordinates may arise if they perceive that the communication may adversely affect their interests.
Question 30:
Identify the type of leadership displayed in the following cases:
- Mr. Umang Patel is the CEO of a leading software company. He is least concerned about the managerial development of his subordinates. The communication flows only from top to bottom in his organisation.
- Ravish is the head of marketing department of his company. Recently he organised a series of meetings to know the suggestions of his team members on various issues. His subordinates appreciate his habit of consulting his team before he takes any major decisions.
Answer:
- Autocratic/ Authoritarian leadership style
- Democratic leadership style
Question 31:
Manoj is a manager in a company engaged in production of electrical appliances. He has been on this position for quite a long time. He is liked by his subordinates as he encourages their participation whenever he takes an important decision. Being an experienced manager he believes that only money is not sufficient to motivate the employees. Therefore, he uses the following non-financial incentives to motivate the employees:
- Manoj has set up a suggestion box system in order to involve his subordinates in decision-making. This has resulted in an increased involvement of the employees in issues related to the organisation.
- Manoj has given more autonomy to the employees working under him with an assurance of greater responsibility from them. Since workers take part in the process of decision-making hence they feel that their job is important.
- Manoj has made arrangements at the work place for the employees to make their work more meaningful. The outcome has been an increase in motivation for the employees at the place of work itself.
- Manoj often makes arrangements for appropriate skill development programmes. He has chalked out a sound promotion policy to give more growth opportunities to the employees:
- Identify and explain the leadership style followed by Manoj.
- Also identify the various non-financial incentives used by Manoj to motivate the employees.
Answer:
- The leadership style followed by Manoj is participative or democratic. Under such a leadership style a leader develops action plans and makes decisions in consultation with the subordinates. He encourages participation of workers in decision-making process.
- Following are the non-financial incentives used by Manoj to motivate the employees:
- Employee participation
- Employee empowerment
- Job enrichment
- advancement opportunity.
Question 32:
Anshul is a Marketing Manager in a firm engaged in production of eatables like chips, biscuits, namkeens etc. He handles a fairly large number of sales executives on daily basis. He gives high degree of freedom to his subordinates so that they can formulate their own objectives and ways to achieve them. He only supports them and provides them the needed information to complete the assigned task. Anshul does not believe in the use of powder unless it is absolutely essential to get the things done through his subordinates. Identify the leadership style followed by Anshul in the above case.
Answer:
Laissez faire or Free rein leadership style
Question 33:
Umang Gupta is the Managing Director of Denver Ltd. The company had established a good name for itself and had been doing well. It was known for timely completion of orders. The Production Manager, Ms. Kanta was efficiently handling the processing of orders and had a team of fourteen motivated employees working under her. Everything was going on well. Unfortunately she met with an accident. Umang knew that in the absence of Ms. Kanta, the company may not be able to meet the deadlines. He also knew that not meeting the deadlines may lead to customer dissatisfaction with the risk of loss of business and goodwill. So, he had a meeting with his employees in which accurate and speedy processing of orders was planned. Everybody agreed to work as a team because the behaviour of Umang Gupta was positive towards the employees of the organisation. Hence everyone put in extra time and efforts and the targets were met on time.
Not only this, Umang visited Ms. Kanta and advised her to take sufficient rest.
- (a) Identify the leadership style of Umang Gupta and draw a diagram depicting the style,
- State any two values highlighted by the behaviour of Umang Gupta.
Answer:
- Participative/Democratic Leadership style is being following Umang Gupta:
In the given diagram A is the leader and B, C, D and E are subordinates - Two values highlighted by the behaviour of Umang:
- Umang displayed team spirit and showed good behaviour towards his employees.
- Compassion and care for his employees and their well-being.
Question 34:
Pramod was a supervisor at ‘Annapurna Aata’ factory. The factory was producing 200 quintals of aata every day. His job was to make sure that the work goes on smoothly and there was no interruption in production. He was a good leader who would give orders only after consulting his subordinates and work out the policies with the acceptance of the group.
Identify and describe the leadership style being adopted by Pramod.
Answer:
Participative or Democratic leadership style is being followed by Pramod.
In such a style of leadership a leader consults the group and works out the policies with the acceptance of the group. Participation of employees in decision making is the main feature of such a leadership style. The leader invites opinions and suggestions from the employees which increases their morale. It aims at improving the attitude of the employees towards their jobs as well as the organisation.
Using this style of leadership is of mutual benefit as it allows subordinates to become part of the team and helps leaders make better decisions.
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