UNIT IV
Staffing and Leading
Preface
In the new company, the staffing function will follow the design and organizational functions. Staffing is an ongoing process when running a business. Therefore, the manager should perform this function. Staffing features include staff recruitment, selection, training, development, transfers, promotions, and rewards.
It is clear that management must make sure the continuous availability of a sufficient number of efficient executives within the corporate for the efficient operation of the corporate. The chosen personnel must be physically, mentally, and temperamentally suitable for work.
Staffing may be a core function of management. Each manager is continuously involved within the execution of HR functions. He's actively involved in recruiting, selecting, training and evaluating his subordinates. These activities are administered by the chief Secretary, Department Manager and Foreman in reference to his subordinates. Therefore, staffing are often an in depth function of management and is performed by rock bottom level administrators.
Its managers duty to do certain functions like selection, training, performance evaluation, and employee counselling. Many companies have a person's resources department to hold out these activities. However, this doesn't mean that managers at various levels are exempt from responsibility to help them in performing their HR functions. Therefore, each manager must take responsibility for staffing.
Staffing: Meaning and purpose
Staffing involves determining the workforce requirements of the corporate and staffing with appropriate and competent staff in the least levels. Therefore, workforce planning, procurement (i.e. selection and placement), training and development, evaluation and worker compensation are included in staffing.
The staffing function for managers refers to staff recruitment, selection, training, training, evaluation, and compensation. It's the duty of every manager to perform this function.
Responsibility for efficient planning and execution of staffing functions rests with each manager in the least levels. Responsibility increases as you progress up the organizational hierarchy. Many managers believe the parable that the HR function is that the responsibility of the HR department.
Certainly, the HR department is involved within the staffing function. But it cannot be as stupid as a manager putting all responsibility on someone else's lap. Responsibility for staffing lies with the very best level of the corporate . Politicians cannot circumvent this basic responsibility.
An important factor that needs special consideration is an estimate of the amount of managers a corporation will need. The amount depends not only on its size, but also on the complexity of the organizational structure, its expansion or diversification plan, and turnover.
The degree of decentralization primarily determines the amount of staff required. If your estimates are accurate and your company wants to avoid setbacks, you would like to be seriously involved in employee planning exercises.
Key staffing goals:
- Acquire the proper sort of personnel for the proper job.
- Development and development of human resources.
- Develop personnel policies regarding transfers and promotions.
- Effectively form human resources and motivate them to hunt higher performance.
- Establish desirable labor-management relationships between employers and employees and between groups of employees.
- Confirm that the worker meets the worker's requirements so as to be loyal and committed to the organization.
- Increase employee morale by maintaining good relationships.
It includes managing the administrative structure through the right and effective selection, evaluation, and development of staff who perform the roles designed within the organization. According to Koontz and O'Donnell,
“The process of identifying, assessing, identifying, assessing, and directing people within the workplace,” says S. Benjamin.
Staffing is that the ability of managers to create a corporation by hiring, selecting, and developing individuals as talented employees. The staffing function for managers consists of several interrelated activities like resource planning, recruitment, selection, placement, training and development, compensation, performance evaluation, promotion, and transfer. Disadvantages of of these activities Evaluate the weather of the staffing process. -Dalton E. McFarland
It is a process by which a manager selects, trains, promotes, and retires his subordinates.” [J. L. Massy]
It is the process of continually ensuring that a company has the right number of employees with the right skills in the right jobs at the right time to achieve the goals of the organization. It's possible. ”—Caruth, Carus, Pane
“Staffing is often defined for the process of acquiring, allocating, and maintaining a workforce of sufficient quantity and quality to have a positive impact on the effectiveness of an organization.” — Heneman, Judge, And Kammeyer-Mueller
“Staffing is the process of analysing an organization's work in terms of talent needs and recruiting and selecting candidates.” “[W. Haynes]”
Therefore, staffing plays an important role in personnel planning. Guarantee the best use of the workforce within your organization. Staffing is the key to all other management functions. Helps maintain a satisfying workforce in the company.
From the staffing definition above, we can see that the staffing function needs to perform several sub-functions, from administrative staff to lower-level employees. It's a process of matching work with talented people and seeks to retain and develop employees through appropriate training and development programs.
Staffing - 7 Step Staffing Process: Estimating Manpower Requirements, Hiring and Selection, Placement and Orientation and Some Other Steps
Staffing begins with estimating manpower requirements and progresses towards finding talented staff to fill the various positions in an organization. Staffing, therefore, must follow a logical step-by-step process.
The following are the important steps involved in the staffing process:
Step # 1. Estimation of manpower needs / workforce planning:
The workforce planning process can be divided into two parts. One is an analysis to determine the quantitative needs of the organization, that is, how many people will be needed in the future. The other part is qualitative analysis to determine what qualities and characteristics are required to perform a job.
The first is called the quantitative aspect of workforce planning in which we try to ensure a fair number of staff in each department and at each level. It should be neither too high nor too low, resulting in overstaffing or understaffing respectively. The second aspect is known as the qualitative aspect of workforce planning in which we try to achieve a proper fit between the job requirements and the requirements on the part of the staff in terms of qualification, experience and personality orientation.
Step # 2. Recruitment and selection:
The second step after workforce planning is recruiting and selection. These are two separate functions, which generally go together. Recruitment is intended to stimulate and attract job applicants for positions in the organization. Selection consists of making a choice between the candidates. Choose those that best suit the requirements of the position, taking into account the information from the analysis of the position.
Recruitment processes must begin by precisely identifying the task to be performed and also drawing a line between successful and unsuccessful performance. Thereafter, the selection process tries to find out to what extent a job applicant meets those characteristics or traits necessary to successfully perform the job.
Step # 3. Positioning and Orientation:
Placement refers to placing the right person in the right job. Once the job offer has been accepted by the selected candidate, you are placed in her new job. Proper placement of an employee reduces absenteeism, employee turnover, and accident rates. Orientation / induction refers to the process of introducing or orienting a new employee to the organization.
The new hire is introduced to his co-workers, given a tour of the department, and informed about details such as work hours, overtime, lunch break, restrooms, etc. They are mostly informed about the company, the job and the work environment. They are inspired to talk to their supervisors with basic problems and its solution.
Step # 4. Training and development:
It is more accurately considered as a process of skill building and behaviour change. It is an ongoing process of the personnel function. Training takes place most effectively when you know the actual content of the jobs for which you are training and developing people.
Training programs should be designed to impart knowledge, develop skills and stimulate the motives needed to do the job. Growth involves the major development of an employee in all aspects. It is a broader concept. Seeks to develop competencies and skills for future performance. Therefore, it has a long-term perspective.
Step # 5. Performance evaluation:
It means evaluating an employee's current and past performance against certain predetermined standards. This process includes defining work, evaluating performance, and providing feedback.
Step # 6. Promotion and career planning:
Managers must encourage employees to grow and develop to their full potential. Promotions are an integral part of people's careers. They generally mean more salary, responsibility, and job satisfaction.
Step # 7. Compensation:
Refers to all forms of payment or rewards paid to employees by the employer / company. It can be in the form of direct financial payments (time-based or performance-based) such as salaries and indirect payments such as paid leave
Key takeaways:
- Staffing may be a core function of management. Each manager is continuously involved within the execution of HR functions.
- Staffing involves determining the workforce requirements of the corporate and staffing with appropriate and competent staff in the least levels.
- “The process of identifying, assessing, identifying, assessing, and directing people within the workplace,” says S. Benjamin.
- Staffing begins with estimating manpower requirements and progresses towards finding talented staff to fill the various positions in an organization.
Concept
Motivation is a basic psychological process. No one would deny that it is the most important process in a more microscopic approach to organizational behaviour. Many people equate the cause of behaviour with motive. The causes of behaviour are far broader and more complex than motives alone can explain. Therefore, do not underestimate your motivation. Motivation, along with perception, personality, and learning, is a very important process in understanding behaviour. It should be remembered that motivation should not be taken for granted as the only explanation for action. It works and interacts with other intermediary processes and environments. As with any mediation process or environment, you should also keep in mind that you are not motivated. I don't see any motivation. What you can see is action. Motivation is a fictitious construct used to describe behaviour. Therefore, it should never be equated with action. Meaning of
Motivation: -Today, virtually everyone, including amateurs and scholars, has its own definition of motivation that includes one or more of the following terms: The technical motivation comes from the Latin word "Movere" which means "move".
Definition: -A motivation is an internal state that directs or guides an action toward a goal, energizes, activates, activates, or moves (and thus motivates) an action.
Basic Motivational Process: Needs ================== Drive ===================== Goals (Derivation) (Deprivation of direction) (Reduction of drive)
Needs: -The word needs mean “deficiency." In the sense of stability, needs are wanted whenever there is a physiological or psychological breakdown. For example, it is necessary when cells in the body are deprived of food and water, or when the human character is deprived of other people who work as friends or associates. (Hunger, thirst, company)
Drive: -With a few exceptions, the drive or motivation (these two terms are used interchangeably) is set to mitigate your needs. Drives can easily be defined as lack of directionality. Drives are action-oriented and provide the impetus to inspire you to reach your goals. . An example of the need for food and water translates into the urge to be hungry and thirsty, and the need for friends becomes the urge to belong.
Goal: -There is a goal at the end of the motivation cycle. The goal of the motivation cycle can be defined as reducing needs and returning them to the drive. Therefore, achieving the goal tends to restore physiological and psychological balance, reducing or blocking drive.
Types of motivation
Key Motivations: -Psychologists do not fully agree on how to clarify different human motives, but admit that some motives are unlearned and based on physiology. Such motives are variously referred to as physiological, biological, unlearned, or major. The last term, primary, is used here because it is more comprehensive than the other terms. The use of the term "primary motive" does not mean that the aforementioned motive group always takes precedence over the "general" and "secondary" motive groups. The priority of primary motivation is implied in some motivational theories, but there are many situations in which general and secondary motivations dominate over primary motives. Common examples include single priests and fasting for religious, social, or political reasons. In both of these cases, the learned secondary motivation is stronger than the unlearned primary motivation. In order for motives to be included in the primary classification, the criteria must be met. That is, the motive must be unlearned and based on physiology. The most commonly recognized main motives thus defined include hunger, thirst, sleep, and pain avoidance, gender and material concerns.
General Motivation: -Individual classification of general motivation is not always given. However, there are some motives in the gray area between the primary and secondary classifications that made such a category necessary. Motivation must be unlearned, but not physiologic, in order to be included in the general category. Although not all psychologists agree, abilities, curiosity, manipulation, activity, and affection motives seem to best meet the criteria for the above classification. Understanding these general motivations is very important, especially for the study of human behaviour in organizations. These are more related to organizational behaviour than key motives.
Ability Motivation: -Robert W White is most closely associated with Ability Motivation. While building the entire theory of ability motives, he was convinced that people were striving to control or have the ability in their environment. People need to know what they are driving to make things happen. White decided that his critic
The period of development is always between the ages of 6 and 9. During this period, the children cut the laces and step into the world on their own. They cross the streets themselves, ride bicycles, play baseball, roller skates, and develop the need to read. These needs are represented by their ability to the environment or their willingness to become proficient. The experience of success and failure that young people encounter during times of crisis has a lasting impact on the strength of their abilities. This motivation has an interesting impact on the design of an organization's work. It suggests that people may be motivated by the challenge of trying to master the job or trying to be competent at the job. However, as soon as highly specialized work is mastered in a modern organization, the motivation for ability disappears.
Secondary Motivations: -These motivations are clearly tied to the concept of learning. You need to learn the motivations involved in the secondary classification. Many important human motives meet this criterion. Some of the more important are power, achievement, and affiliation, which are commonly referred to as Pow, Ach & Aff. In addition, security and status are also important secondary motives, especially in relation to organizational behaviour.
Force Motivation: -The main supporter of force motive was Alfred Adler. In 1911, Adler formally broke his close relationship with Sigmund Freud and proposed the opposite theoretical position. Whereas Sigmund Freud emphasized the influence of the past and the motives of the sexual unconscious, Adler replaced the future and overwhelming motivation with power dominance. Adler said: -"Now I'm starting to see clearly that I'm pursuing superiority in all physical phenomena. All our functions follow their instructions and conquer, guarantee, right or wrong. Whatever all our philosophers and psychologists promise to dream of, self-preservation, the pleasure principle, equalization. These are all vague expressions and a great upward motivation. I try to express the basic facts of our lives.
Achievement Motivation: -Howard's renowned psychologist David C. Mc Clellal and is most closely associated with the study of achievement motivation. In early 1947, McClellan and thoroughly investigated and wrote about all aspects of achievement motivation. This extensive study reveals a clear profile of the characteristics of high performers. In the simplest way, achievement motivation can be expressed as a desire to perform in terms of excellence or to succeed in a highly competitive situation.
Affiliation Motivation: -Affiliation motivation is very complex, but it plays a very important role in human behaviour. At times, affiliation is equated with social motivation and / or group dynamics. Motivation for affiliation is neither as broad as implied by the definition of social motivation, nor as comprehensive or complex as implied by the definition of group dynamics. According to Hawthorne's research, the importance of affiliation motives in the behaviour of participants in an organization is very clear. Employees, especially those in ranking and files, are very likely to belong to a group and be accepted. The motivation for this affiliation is an important part of group dynamics.
Status or Prestige Motivation: -Dr. Saul W. Gellerman is a well-known psychologist and member of the American Psychological Association. He is the Human Resources Research Manager at IBM World Trade Corporation. In one of his books, "MOTIVATION & PRODUCTIVITY," he states: life. Fame is conferred by society and is not chosen by individuals to suit their tastes. High fame is often a problem for low-ranking people who want to put someone on a pedestal or platform. "
Below are some of the great features of the concept of motivation.
1. Motivation is a personal and inner feeling.
Motivation is a psychological phenomenon that occurs within an individual.
2. Motivation is based on needs:
Without personal needs, the motivation process will fail. This is the concept of behaviour that directs human behaviour to a specific goal.
3. Motivation is an ongoing process.
Motivation is a continuous process, as human desires are unlimited.
4. Motivation can be positive or negative.
Positive motives promote incentives for people, and negative motives threaten the enforcement of impediments.
5. Motivation is a planned process.
Different people have different approaches to responding to the motivational process. The two individuals could not be motivated in exactly the same way. Therefore, motivation is a psychological concept and a complex process.
6. Motivation is different from job satisfaction.
The process of motivation is shown in the figure below.
Figure below shows that employees have the need or urge to be promoted to higher positions. If this need is strong, employees modify their goals and find alternatives to reach them. There are two options: (i) hard work and (ii) strengthening qualifications (such as getting an MBA) and hard work.
Motivation Importance:
Motivation is an integral part of the orientation process.
Managers need to create and maintain a desire to work for a specified purpose while instructing their subordinates.
1. High efficiency:
A good motivational system frees up a vast undeveloped storehouse of physical and mental abilities. Many studies have shown that motivation plays an important role in determining the level of performance. "Unmotivated people can invalidate the healthiest organizations," Allen said.
By meeting human needs, motivation helps increase productivity. Better use of resources reduces operating costs. Motivation is always goal-oriented. Therefore, the higher the level of motivation, the higher the achievement of the goal.
2. Better image:
Companies that offer opportunities for economic and personal progress have a better image in the job market. People prefer to work for a company because of development opportunities and compassionate prospects. This helps attract qualified staff and simplifies staffing capabilities.
3. Make changes easy.
Effective motivation helps overcome negative attitudes of employees, such as resistance to change and production restrictions. Satisfied workers are more interested in the goals of the new organization and more embracing the changes management wants to make to improve operational efficiency.
4. Relationships:
Effective motivation creates job satisfaction and creates a heartfelt relationship between employers and employees. Labor disputes, absenteeism, and turnover rates are reduced, resulting in profits. Motivation helps solve a central management problem: the effective use of human resources. Without motivation, workers may not make the best effort and seek to satisfy their needs outside the organization.
The success of an organization depends on the optimal use of resources. The use of physical resources depends on the ability to work and the willingness of employees to work. In reality, ability is not an issue, but it lacks the will needed to work. Motivation is the primary tool for building such a will. That's why Rensis Likert said, "Motivation is at the core of management." It's the key to running management.
Motivational and non-monetary incentives
Motivational financial / incentive methods:
Financial methods refer to monetary rewards. Incentives are nothing more than incentives provided to employees to motivate them. There is a direct relationship between effort and reward, and monetary reward must be valuable and equal to others.
Low-paying staff will send you a message that your company does not value their work. Money is not the main motivation, but it should not be seen as a signal to reward employees poorly or unfairly.
The financial incentives are:
1. Wages and allowances:
This includes base salary, grade salary, and dear allowance. Business trip allowance, salary increase, etc. Appropriate salaries and allowances help organizations retain and attract talented people.
But good wages and allowances do not have to motivate everyone, especially those who enjoy the safety of work in government agencies and those whose corruption is their way of life.
Some of the other issues are related to bad attitudes, dissatisfaction, absenteeism, turnover, poor organizational citizenship, and adverse effects on the mental and physical health of employees.
2. Incentive payment:
The incentive compensation plan aims to increase the amount of production that can be measured quantitatively. When it comes to incentive plan goals, employees need to be confident that they can reach them.
3. Profit sharing:
This is a reward system where team members get bonuses for increasing productivity or reducing waste. For the sake of explanation, if the waste is reduced from 5%, the profit may be shared equally with the team.
4. Profit sharing:
This means sharing profits with employees through the distribution of bonuses. Profit sharing plans have their drawbacks. One is that it is functioning regularly in the government sector regardless of performance, and the other is that it may not be related to individual efforts.
5. Stock options:
Many companies use employee stock option plans to indemnify, retain, and attract employees. These plans are contracts between a company and its employees, giving employees the right to purchase a certain number of shares of the company at a fixed price within a certain period of time.
Employees who have been granted stock options want to benefit from exercising their options at a higher price than when they were granted. In India, stock options have primarily been used as a tool for retaining more selective employee groups.
6. Retirement benefits:
This includes accumulated fund, tips, vacation cashing, and pensions. Providing final benefits provides a guarantee to employees
During your service for their future
Non-monetary incentives / techniques:
Non-monetary incentives do not include monetary payments. These are also important for motivating employees as they bring psychological and emotional satisfaction to them.
These include a great many techniques. People work for money, but they work more for the meaning of life. In fact, they work to have fun.
Important non-monetary incentives include:
1. Employment security:
Nothing is more motivating than providing employment security to temporarily appointed workers. Lack of employment security will always be a threat, even if temporary workers work harder. If such a worker were given employment security, he would be more committed to the organization.
2. Rewarding work:
Workers who are dynamic in nature do not like their daily work. They are always ready to accept rewarding work and can pose challenges through mentoring, work redesign, or job expansion and job fulfilment. Understand the abilities of every individual in the organization and assign him a job accordingly.
3. Recognition:
It is important that the employer acknowledges diligence. Even a thank-you note from him will motivate employees to maintain or even improve their performance at the same level. The employee ranked personal "thank you" as the most sought-after form of perception, followed by a handwritten thank-you note from his boss.
4. Better job title:
Job title is important. Employees prefer specific designations. For example, a salesman is appointed as a sales executive and a sweeper is appointed as a sanitary inspector.
5. Opportunity for progress:
Employees do not become a stagnation point during the peak of their careers. Employers always need to provide employees with the opportunity to perform well and move up the hierarchy.
6. Empowerment:
Inspiring an employee is his involvement in certain important decisions. For example, if a manager decides to buy a new machine for a factory, he can get a worker's perspective before making the final decision. Management should avoid unilateral decisions on such issues.
7. Competition:
Management can promote healthy competition between employees. This will certainly motivate them to prove their abilities. Management can also rank employees according to performance. Employees who perform very well may be given a certificate of merit.
8. Job rotation:
Job rotation means that employees are exposed to different types of work. This will certainly break the monotony of employees. For example, in a bank, an employee may be placed in the cash section after working in the savings bank section for some time. These changes not only motivate employees, but also prepare them for versatility.
9. Set an example and lead — be passionate and energetic.
Leaders need to show the attitudes, values, behaviours and ideas they want from their staff. Leaders are always considered role models.
10. Encourage the use of humour and creativity.
Incorporating humour into the workplace can reduce stress and create a more positive environment for everyone. Strategies for increasing humour include emailing daily comics and jokes to all staff, encouraging laughter, and finding fun times at events that didn't go as planned or expected.
11. Treat your people as humans – neither inferior nor superior:
Show trust and respect, stimulate creativity, create a “safe environment at risk”, inform about relevant developments within the organization, treat it as a learning tool rather than blame mistakes, and defend employees Act as a person, become their visible champion, provide the resources and support staff need to complete their work, facilitate and provide two-way feedback, address stress and burnout, we will implement work-life balance initiatives.
Extrinsic and Intrinsic Motivation
What are extrinsic motivations?
Simply put, external motivation is the behavior of an individual performing a task and learning new skills in order to avoid external rewards and punishments. In this case, you act not to enjoy it, to be attractive or satisfied, but to get something worthwhile in return or to avoid something unpleasant. Let's look at some examples of external motivations:
Examples of extrinsic motivation
- Go to work because you want to make money
- Study because i would like to urge good grades
- Help others because you want praise
- Volunteer because it's good on your resume
- Go to the same store because you are benefiting from a loyalty program
- Clean the apartment because I don't want to offend my partner
- I want to post on social media so I'm going to a new place
- Pay taxes because you want to avoid fines
- Proud of my parents and pursue to some extent
- My boss told me to do so I'm going on a business trip
What is the essential motivation?
Essential motivation is the act of doing something without any obvious external reward. It's not because of external incentives or pressures such as rewards or deadlines, but because it's fun and interesting. In short, the essential motivation is to carry out the activity for itself, not for any external reward or desire from external pressure. In essence, the action itself is its own reward.
Intrinsic motivation concerns personal growth, sense of duty, and perception of purpose, and extrinsic motivation concerns financial incentives, status, and public perception. Let's look at some examples of essential motivations:
Examples of essential motivation
- Because playing sports enjoys how they make you feel
- You believe in your work, so stay at work for a long time
- Use positive affirmations because you want to change your mindset positively
- Invest money because you want to be financially independent
- A trip from wanting to explore a different culture
- I enjoy collaborating so I work as a team
- Learn about self-development because you want to improve yourself
- Go to the playground with your kids as it makes you happy
- I'm interested in the topic so I'll study
- I want to be an inspiration, so I'm trying to be a good leader
- Exogenous and intrinsic motives
Intrinsic motives come from the inside, and extrinsic motives come from the outside. When you are essentially motivated, you engage in activities because you enjoy it and get personal satisfaction from doing it. When you are extrinsically motivated, you do something to get external rewards.
Consider how each type considers both motivation and goals.
Essential motivation:
- You are motivated to work because it is internally rewarding. It's fun, fun, and satisfying.
- Your goals come from within, and therefore the results of your goals meet your basic psychological needs for autonomy, ability, and relevance.
Exogenous motives:
- You are motivated to work for external rewards in return.
- Your goals are focused on results and do not meet your basic psychological needs. Rather, it involves external benefits such as money, fame, power, and avoidance of consequences.
Major Motivation Theories
Maslow’s need Hierarchy theory
According to Smith & Cronje (1992), the way Maslow's theory is explained depends on the fact that people want to increase what they want to achieve in their lives, and their needs are prioritized according to their importance. The content theory of work satisfaction, derived from Maslow's theory of desire hierarchy, revolves around employee desires and factors that provide reasonable satisfaction to employees. Maslow devised a five-step theory that categorizes individual needs into different categories and prioritizes their achievement, based on the basic physical, biological, social and psychological needs of human beings. These are:
1) Physiological needs (food, shelter, clothing).
2) Safety and security needs (physical protection).
3) Social needs (relationships with others).
4) Respect your needs (receive approval from others). When
5) Needs for self-fulfilment (the desire to achieve or leave a legacy).
Maslow's hierarchy of desires forms the basis of a theory that seeks to explain job satisfaction. Teachers, like everyone, have needs that must be met. In addition to basic food, housing and clothing needs, safety from physical, harm and social interactions, the awareness and appreciation of students, colleagues and parents is also required.
Maslow's Hierarchy
1. Physiological needs:
These needs are fundamental to human life and therefore include food, clothing, shelter, air, water, and daily neceSSIties. Its impacts is more on human.These needs need to be met, at least in part, first, before higher levels of needs emerge. When physiological needs are met, they no longer motivate men.
2. Safety needs:
After meeting the physiological needs, the next felt needs are called safety and security needs. These needs are manifested in the desire for economic security and protection from physical hazards. More money is needed to meet these needs, and therefore individuals are encouraged to do more work. As with physiological needs, these become inactive when met.
3. Social needs:
People are social beings. Therefore, he is interested in social interaction, dating, attribution, etc. It is this socialization and attribution that individuals prefer to work in groups, especially older people go to work.
4. Need for self-esteem:
These needs refer to self-esteem and self-esteem. They include such needs that demonstrate self-confidence, achievement, ability, knowledge, and independence. Meeting the needs of respect leads to confidence, strength and ability to help the organization. However, failure to meet these needs can lead to inferiority complex, weakness, and helplessness.
5. Self-actualization needs:
This level represents the final of all the categorized level needs of human beings. In other words, the final step under the desire hierarchy model is the need for self-actualization. This refers to fulfilment.
The term self-actualization was coined by Kurt Goldstein and means that it is achieved by what you are potentially good at. In effect, self-actualization is the motivation for those who turn their perceptions into reality.
According to Maslow, human desires follow a clear order of domination. The second need does not occur until the first need is reasonably met. The third need does not occur until the first two needs are reasonably met and continue. The other side of the desire hierarchy theory is that human desires are unlimited. However, Maslow's theory of desire hierarchy is not without critics.
The main criticisms of the theory are:
- Needs may or may not follow a clear hierarchical order. In other words, the desire hierarchy theory may be duplicated. For example, social needs can arise even if safety needs are not met.
- The needs-first model is not always applicable everywhere.
- Studies show that human behavior is often guided by a variety of behaviors at all times. Therefore, Maslow's preposition that one need is met at a time is also questionable.
- For some people, the level of motivation may be permanently low. For example, a person suffering from chronic unemployment can remain satisfied for the rest of his life if he has enough food.
Nevertheless, Maslow's hierarchy of desires is widely recognized, especially among practical managers. This may be due to the intuitive logic and comprehension of the theory. One researcher has come to the conclusion that an intuitively powerful theory is difficult.
Hertzberg’s Two – factors theory
Herzberg's two-factor theory, also known as motivator-hygiene, originated from a survey conducted between accounts and engineers to help individuals determine whether their work was good or bad. Regarding "satisfied," Herzberg said that satisfying work has five characteristics: achievement, awareness, work itself, responsibility, and progress.
On the other side of the spectrum, Herzberg identified institutional politics, management approaches, oversight, wages, workplace relationships, and working conditions as potential factors that could demoralize employees. Golshan, Kaswuri, Agashahi and Ismail (2011: 12) argue that organizations are increasingly applying Hertzberg's theory to create opportunities for "individual growth, affluence and awareness" among employees. Doing. Employees must be promoted and recognized for special achievements after completing certain stages of their career. For example, if you get exceptional results in your area of interest. At a more basic level, they should also be held responsible for deciding how to handle tasks related to their work.
Herzberg’s Two factor theory
However, two-factor theory draws a share of criticism. Golshan et al. (2011) He points out that he cannot distinguish between physical and psychological aspects and cannot explain exactly what motivation is and how they differ from hygiene factors. Nor can you express satisfaction and dissatisfaction as a measure instead of using numbers. Another levelled criticism, on the other hand, is that it makes the assumption that all individuals react in the same way in similar situations.
However, Herzberg's model also has the following criticisms:
- People generally tend to trust themselves when things go well. They blame the failure of the external environment.
- Theory basically explains job satisfaction, not motivation.
- Even job satisfaction is not measured overall. It's not unlikely that people will hate part of their job, but they still think the job is acceptable.
- This theory ignores situation variables to motivate individuals.
Due to its ubiquity, salary generally manifests not only as motivation but also as hygiene.
Regardless of criticism, Herzberg's "Two-Factor Motivation Theory" is widely read, and some managers do not seem to be familiar with his recommendations. The main use of his recommendations is in planning and managing the work of employees.
Vroom’s Expectation Theory
One of the most widely accepted motivational explanations is provided by Victor Vroom's Expectancy Theory. This is a motivational cognitive process theory. The theory is that folks are motivated to form high-level efforts once they believe that there's a relationship between the trouble they create, the performance they achieve, and the results / rewards they receive. It is based on the concept.
The diagram shows the relationship between the concepts of effort, performance, and reward.
Vroom’s Expectancy Theory
Therefore, the key components of motivational expectancy theory are:
1. Valence:
According to Vroom, Valence means the value or strength you put in a particular result or reward.
2. Expectations:
It associates effort with performance.
3. Means:
By means, Vroom means the assumption that performance is said to rewards.
Therefore, Vroom's motivation can also be expressed in the form of the following equation: Motivation = Valence x Expected Value x Means
Being a multiplicative model in nature, all three variables must have high positive values to mean a motivated performance choice. As any of the variables approaches zero level, the potential for such motivated performance also reaches zero level.
However, there are critics of Vroom's expectancy theory. The important ones are:
- Critics such as Porter and Roller refuted it as a theory of cognitive hedonism that suggests that individuals cognitively choose a course of behavior that leads to maximum joy or minimal pain.
- The assumption that people are rational and computational makes the theory idealistic.
- Expectancy theory does not explain individual or situational differences.
However, the valuations and values that people place in different rewards vary. For example, one employee prefers salary to benefits, while another prefers the opposite. The value of the same reward depends on the situation.
Despite all these critics, the main point of my expectancy theory is that it explains why a significant portion of the workforce is making low-level efforts to perform their duties.
Key takeaways:
- Motivation explains why someone or animal starts off evolved, maintains, or ends a selected motion at a particular time.
- Motivational states are generally understood as forces performing inside an agent and create a bent to have interaction in purpose-oriented behavior.
- It is frequently idea that special mental states compete with every different and simplest the most powerful kingdom determines conduct which means you may inspire something without absolutely doing it.
- The paradigm mental kingdom that provides motivation is desire. But various other states, inclusive of beliefs about what to do and reason, also can be motivating.
- Numerous competing theories had been proposed regarding the content material of motivational states. They are called content idea and are generally or constantly aimed toward explaining goals that motivate human beings.
- For instance, Abraham Maslow's hierarchy of desires and ERG idea hypothesizes that human beings have precise goals that inspire them. a number of those wishes, inclusive of food and water, are extra basic than others, like respect from others. On this view, better needs can simplest be motivated after lower needs are met.
- Activist theory seeks to provide an explanation for conduct handiest in phrases of the relationship between the scenario and externally observable behavior, without explicit connection with conscious mental states.
- Motivation can be intrinsic if the activity is favoured due to the fact it's far interesting or a laugh in nature, or extrinsic if the agent's goal is an outside reward this is extraordinary from the activity itself.
- It has been argued that intrinsic motivation has more useful results than extrinsic motivation.
- Motivation can also be labelled by using whether the agent is completely privy to why he behaves to achieve this.
- That is referred to as aware and unconscious motivation. Motivation is closely associated with practical rationality.
- The central concept in this region is that in case you agree with which you should take movement, you have to be inspired to take action.
- Failure to satisfy this requirement will result in a case of irrationality known as Akrasia or weak point of will, and there is a contradiction among our beliefs approximately what we must do and our movements.
- Motivational studies have been followed in various fields. Inside the business area, the vital query is about work motivation. For example, what steps employers can use to motivate their employees.
- Motivation is of unique interest to educational psychologists as it plays an essential position in student studying. Of unique hobby is the effect of intrinsic and extrinsic motivation in this area.
- Organizations are interested in motivational theories due to the fact inspired people are greater effective and result in extra low-cost use of resources.
- Maximum motivational theories distinguish between intrinsic and extrinsic factors. The former is related to personal hobbies, leisure and willingness to participate in activities.
- Individuals who are assured and satisfied that their competencies will cause success are more likely to have a excessive level of crucial motivation. Outside motivation makes a speciality of the outcome of the interest.
- In other phrases, the character is pushed via the final results, no longer the interest itself.
- Frequently cited motivational theories include the Dichotomy model for escape, force reduction idea, cognitive dissonance theory, and motivation driven with the aid of Abraham Maslow's hierarchy of desires.
Leadership: Importance of Leadership
Leaders and their leadership skills play a crucial role within the growth of any organization. Leadership refers to the process of influencing people's behavior in a positive and diligent way to achieve the Group's goals.
Leaders need to have the ability to maintain good relationships with their followers and subordinates and motivate them to reach their organizational goals.
Leadership is the art of influencing a group of individuals to achieve a common goal. To extend that further, leadership is the process of interpersonal relationships in which one seeks to influence the behavior of others in order to achieve a predetermined purpose. Among the different people who have defined leadership, the influence and achievement of goals is a common denominator.
Leadership Characteristics:
Based on an analysis of the various definitions, the following characteristics of leadership become apparent:
1. Leadership is a process of influence:
Influence is an individual's ability to directly or indirectly change the behavior, attitudes, and beliefs of another individual. Someone has correctly defined leadership as "a process of social impact in which one can seek the help and support of another to accomplish a common job."
2. Leadership is not one-dimensional.
The essence of leadership is followership. Leadership is a multifaceted system of thinking. From a system thinking perspective, organizational performers (followers) need to participate in the leadership process. Without followers, leadership is impossible.
3. Leadership is multifaceted:
Leadership is personality and specific skills (motivation, honesty, self-confidence, attractive personality, determination, etc.), style (freewheeling from the authority), and contextual factors (internal and external environment of the organization, purpose). , Tasks, resources). , And the cultural value of leaders and followers).
4. Leadership is goal-oriented:
Leadership is "forming a group of people to achieve a common goal." Therefore, the impact is only relevant to the goal. Other than goals, concerns have nothing to do with leadership.
5. Leadership is not primarily a specific personality trait.
A characteristic closely associated with leadership is charisma, but many of us with charisma (for example, movie actors and sports heroes) aren't leaders.
6. Leadership is primarily not a formal position.
There are many great leaders who didn't hold high positions, like Gandhi, Luther King Jr., and Anna Hazare. On the other hand, some people are in high positions but not leaders.
7. Leadership is not primarily a set of important objectives.
It involves getting things done.
8. Leadership is not primarily a series of actions.
Many leadership manuals suggest that leadership involves delegation, inspiration, and vision provision. But non-leaders can do these things, and some talented leaders don't do them at all.
Leadership Features
- Affecting the Behavior of Others: Leadership is the ability to influence the behavior of other employees in an organization and work together to achieve a common purpose or goal.
- Interpersonal Process: It's the interpersonal process between leaders and followers. The relationship between leaders and followers determines how efficiently and effectively your organization's goals can be achieved.
- Achieving Common Organizational Goals: The purpose of leadership is to guide people within an organization to work towards achieving common organizational goals. Leaders bring people and their efforts together to achieve common goals.
- Continuous process: Leadership is a continuous process. Leaders need to guide and monitor their employees every time to ensure that their efforts are moving in the same direction and not deviating from their goals.
- Group process: A group process in which two or more people interact together. Leaders cannot lead without followers.
- Situationally: You are bound by the situation because everything depends on working on the current situation. Therefore, there's no single best sort of leadership.
Functions
1. Goal setting:
Leaders are expected to perform creative functions that present goals and policies to influence their subordinates to understand with enthusiasm and confidence.
2. Organize:
The second function of the leader is to create and form an organization with a scientific line by aSSIgning appropriate roles to individual abilities so that various components function sensitively toward the achievement of the company's goals. That is.
3. Start of action:
The leader's next function is to fully demand the initiative Group concerns. He should not rely on others for his decisions and judgments. He should come up with new ideas and his decisions should reflect original ideas.
4. Adjustment:
Leaders need to coordinate the interests of individual members of a group of organizations. He needs to ensure voluntary cooperation from the group in achieving a common goal.
5. Direction and motivation:
The main function of a leader is to guide and direct the group and motivate people to do their best to achieve their desired goals. He needs to build confidence and enthusiasm for the workgroup.
6. Link between management and workers:
The leader acts as a necessary link between management and workers. He interprets management policies and programs to his subordinates and represents the interests of his subordinates in front of management. He can only prove effective if he can act as a real guardian of the interests of his subordinates.
By analyzing the function of leadership, the importance of leadership in management can be stated under the following five heads.
1. Motivation for Group efforts:
Management is about exercising organizational leadership to let others do the work. Leadership is essential to the performance of work, as group effort and teamwork are essential to achieving the goals of the organization.
Through the exercise of leadership, managers can influence any group of human work achievements. Leadership takes the group to a higher level of performance through its commitment to relationships.
2. Assistance to authority:
Managers exercise the power to manage the people in an organization, making their job easier wherever they are supported by leadership. There are significant restrictions on permissions and the use of permissions for high performance. Authority alone cannot generate the initiatives and wit needed for many jobs.
However, leadership relies heavily on influence, so you can get concrete and improved results of human efforts. Leadership contains all the important elements of direction to inspire people and motivate them to succeed in their work.
3. Emphasizing human performance:
Effective leadership is required at various levels of management, from top management to leadership action. Achieving goals by mobilizing and leveraging people is the social skill of leadership.
The best planning can be done and the ideal organizational structure can be shelved by deliberately limiting human efforts at the operational level. The high performance of working people is the focus of administrative work. And this high performance can be ensured by supervisory leadership.
4. Integration of formal and informal organizations:
Informal leadership takes precedence over management in managing and regulating employee behavior when management is unable to demonstrate competent leadership. In the face of this situation, management cannot influence workers, improve performance, or stop employee anxiety.
Leadership is the natural accompaniment of all human groups. When management fails to exercise effective leadership, workers are primarily reliant on informal leadership for personal and social satisfaction.
5. Grounds for cooperation:
Leadership provides the foundation for cooperation in several ways. Good two-way communication, personal relationships between people, the use of participation, and the creation of opportunities to meet needs are aimed at gaining a better understanding of the mutual perspectives of leaders and their subordinates. This increased understanding gained through the interaction of individual personalities promotes favourable emotions and attitudes between them.
Theories of Leadership
Leadership Theory may be a school of thinking advocated to elucidate how and why a specific individual becomes a pacesetter. Theory emphasizes the traits and behaviours that individuals can adopt to reinforce their leadership abilities.
Early studies of leadership psychology acknowledged the very fact that leadership skills are an inherent ability of individuals to change state. Formal leadership theory has only recently emerged, albeit leadership initially became an idea of interest.
Leadership at a look
Leaders are essential to the success of each team. For instance, consider an orchestra made from all the simplest musicians within the world but without a conductor. All members of the orchestra can play perfectly on their own, but produce incompatible melodies only within the absence of a conductor. An equivalent concept applies to communities, businesses and countries. Without a pacesetter, nothing runs smoothly.
Major leadership theories
1. Great man theory
According to the good Man Theory (probably called the good Man Theory), leaders are born with the proper traits and skills to exercise leadership, like charisma, intelligence, self-confidence, communication skills, and social skills.
Theory suggests that the power to exercise leadership is important which the simplest leaders are born, not born. It defines leaders as brave, mythical, and defined to require leadership within the event of a situation. At that point , leadership was reserved for men, especially military leadership, therefore the term "Great Man" was adopted.
2. Characteristic theory
The trait theory is extremely almost like the good man theory. It's supported the characteristics of varied leaders, both successful and unsuccessful leaders. This theory is employed to predict effective leadership. The identified traits are usually compared to the traits of potential leaders to work out their potential for effective lead.
Scholars studying trait theory seek to characterize leadership from a spread of perspectives. They specialise in physiological attributes like appearance, weight and height. Demographics like age, educational background, case history . Intelligence including determination, judgment and knowledge.
3. Contingency theory
Contingency theory emphasizes various variables during a particular setting and determines the design of leadership that most accurately fits things . It's supported the principle that one leadership style isn't applicable altogether situations.
Famous leadership researchers Hodgson and White believe that the simplest sort of leadership is to seek out the right balance between behavior, needs, and context. An honest leader isn't only qualified, but also ready to assess the requirements and imminent situation of his followers. In summary, contingency theory suggests that good leadership may be a combination of the many important variables.
4. Situation theory
Situation theory is analogous to contingency theory therein it proposes that one leadership style doesn't replace the opposite . Because the name implies, theory means leadership depends on things at hand. Simply put, leaders should adapt their leadership to their situation by assessing specific variables like task type and follower nature.
As suggested by Professor Paul Hersey of the us and Ken Blanchard, a pacesetter in leadership, situational theory blends two key elements: leadership style and follower maturity. Hercy and Blanchard categorized maturity into four different degrees.
M1 – Team members don't have the motivation or tactical skills to finish the specified work.
M2 – Team members are motivated and impressive to accomplish something, but lack the required abilities.
M3 – Team members have the talents and skills to perform tasks, but aren't trying to be accountable.
M4 – Team members have all the proper talents and are willing to finish the project.
According to situational theory, leaders exercise certain sorts of leadership supported the maturity of the team.
5. Behavior theory
Behavioural theory focuses on a leader's specific behavior or behavior, not on the leader's traits or traits. Theory suggests that effective leadership is that the results of many learned skills.
Individuals need three main skills to guide their followers: technical skills, human skills, and conceptual skills. Technical skill refers to the knowledge of a pacesetter during a process or technology. Human skills mean having the ability to interact with other individuals. Conceptual skills allow leaders to return up with ideas for running a corporation or society smoothly.
Key takeaways:
- Good leaders are created, not born. If you have dedication, will and willpower, you can be a good leader.
- Rensis Likert's management system is a powerful leadership theory that emphasizes the dynamics and characteristics of different organizations.
- Social psychologist Rensis Likert first described his well-known management system in the 1960s, based on an observation of the relationship between employees and managers in an organizational environment.
- The exploitative authority system is very hierarchical and power and responsibility are at a higher level within the organization.
- In a benevolent authority system, responsibility also lies with the upper management of the organization.
- Motivation is often used both positively (through rewards and incentives) and negatively (through punishment and threats).
- During the development of his system, Likert also considered different leadership styles.
- When employees are asked for opinions and ideas about running a business, their ideas, ideas and values are included in the strategic plan and can indirectly influence the decision-making of their managers.
Business Communication — Concept & Process
The word "communication" comes from the Latin word "communis", which suggests something common. Therefore, communication means sharing common ideas. The meaning of a communication dictionary is to convey and exchange information and share ideas.
It is the process by which two or more people communicate or exchange ideas and concepts between themselves. Consistent with W.H. Newman and C.F. Summer, "Communication is the exchange of facts, ideas, opinions, or feelings between two or more people."
Communication is the process of sending information and understanding from one person to another, or from one unit to another, with the goal of getting a given response from the recipient. Through this process, two or more people exchange ideas and understandings and have a specific effect on the behaviour of others.
This is a two-way channel for sending ideas, feelings, plans, commands, instructions, reports, and suggestions that affect an organization's attitude toward purpose. The communicator's goal is to convey undistorted meaning and ideas. The success of a leader, and therefore a company, depends on the appropriateness of communication.
It is the manager's responsibility to communicate and maintain channels where he can communicate his thoughts and policies to his subordinates and receive explanations of his reactions and problems.
Louis A. Allen defines communication in the following ways:
"Communication is the sum of all the items that one person does when he wants to form an understanding in another's mind. It is a bridge of meaning. It is the scientific and continuation of communicating, listening and understanding. Process is included. "
This definition includes two aspects of communication.
- First, there are facts, feelings, ideas, etc. that are communicated. This means that you need a recipient to communicate.
- Second, the definition emphasizes the comprehension element within the communication process. Understanding can only be shared by someone who understands the destination of the message in the same way that the sender of the message wants him to know.
Therefore, communication involves sending a message, or sending and physically receiving a message. Correct interpretation and understanding of the message is important from the perspective of organizational efficiency. Effective communication itself can be its accurate transmission and reception and its correct understanding.
In their book "Business Communication Today", C. L. Bovee, J. V. Thill, B. E. Schatzman writes: However, communication is only effective if the message is known, and it is effective when it stimulates behavior or encourages the recipient to think in new ways. "
Communication between people to convey personal information, messages, or thoughts is personal communication. However, the exchange of business data, facts, and concepts is sometimes referred to as "business communication." Business communication is communication about commercial activities that propose to provide goods and services to consumers for the purpose of profit.
This is the process by which information, facts, ideas, orders, advice, decisions, etc. are communicated, transmitted, or exchanged between or between people involved in the business. Therefore, communication about trade, law, finance, management, management, etc. of a for-profit company is sometimes called "business communication".
The success of a for-profit company depends heavily on good communication. Effective communication removes obstacles to achieving the goals of a for-profit company. Ineffective communication and communication failures can result in loss of cash, time, energy, opportunities and even business credibility.
In this era of globalization, all for-profit companies, large and small, need proper communication for their existence. Business success depends heavily on communication success.
In an era of speed, complexity and competition, it is very important to send product data to the end consumer. It is impossible for them to contact and purchase a product unless they understand the company's product. Communication plays an important role in this area.
Main Nature:
Three characteristics of business communication:
Communication that becomes business communication must meet the following conditions.
- Practical
- In fact
- Clear and concise
- Target oriented
- Convincing.
1. Practical:
Effective business communication deals with the wise side of data that explains why, how, when, and thus similar queries. It avoids unrealistic, imaginary, unnecessary things. Important or repetitive information to avoid wasting time. Provides important information to the recipient.
2. Fact:
In general, business messages contain facts and numbers rather than overall ideas. Important dates, places, times, etc. should be clearly mentioned during business communication.
3. Clear and concise:
The language used in business communication must be simple, clear, concise, and clear. Charts, photos, diagrams, etc. may be used to summarize or clarify information.
4. Target oriented:
Business communication requires a chosen purpose and needs to be properly planned so that goals are often achieved.
5. Persuasiveness:
Business communication often plays a compelling role. It convinces employees to carry out their obligations and to customers to purchase products or services. The above important features are related to communication messages or information.
Communication Models and Processes
Preface
For decades, humans have known the importance of communication. Today, you can communicate in a variety of ways, making it much easier to reach out to others than it was decades ago.
All organizations recognize and value the importance of good communication, regardless of their expertise, location or size of operation.
This communication for the organization takes place not only within the organization, but also with other external stakeholders outside the organization.
Therefore, it is important that any business organization understands the communication models that exist and can use them to enhance effective communication within the organization.
Understand communication:
There are three main types of communication today
- Written communication in the form of emails, letters, reports, notes and various other documents.
- Oral communication. This can be done face-to-face or by phone / video conferencing.
- A third type of communication that is also commonly used but often underestimated is nonverbal communication. This is to use gestures or simply body movements. These are also important communication methods as they can send various signals to the other party.
In this flow, the sender sends a message to the recipient and shares feedback about the communication process.
Communication methods should also be carefully considered before deciding which method to use for the purpose. Not all communication methods work for all transactions.
The basic flow of communication can be seen in the figure below
Once you understand how to communicate, the next step is to consider different communication models. Due to the importance of communication, various types of models have been introduced by professionals over the years.
The model is a business of how communication works, how a message is sent, how a message is received by the other party, and how the message is ultimately interpreted and understood. Helps organizations and other institutions understand.
Various communication models
Let's take a look at some of the famous and frequently used communication models in use today.
- Shannon's model
One of the earliest communication models introduced was the Claude Shannon model. It was introduced in 1948.
This laid the foundation for the various current communication models and significantly strengthened the communication process in various areas. This model can be considered the grandfather of many later communication models.
Below is a simple diagram of this model.
The figure above clearly shows how communication takes place and can also help you determine what goes wrong.
In Shannon's model, the source usually refers to the person who uses the transmitter to send the message. This transmitter can be anything today, from phones to computers and other devices. The signals sent and received depend on the communication method.
The box called NOISE at the bottom shows the signals that can interfere with the messages being sent. This also depends on the method of communication.
The recipient is the receiving device or the person on the other side. This model is the simplest model for understanding how the communication process works.
2. Berlo model
Another well-known communication model is the Berlo model. In this model, he emphasizes the relationship between the person sending the message and the recipient.
According to this model, the communication skills of both the source and the recipient must be the best for the message to be properly encoded and decoded. Communication is best only if the two points are proficient.
Berlo's model has four main components, each with its own subcomponent that describes its auxiliary elements.
Below is a diagram of this model.
3. Schramm model
Meanwhile, Schramm emphasized in 1954 that when it comes to communications, both senders and receivers alternately act as encoders and decoders.
The following figure shows the model proposed by Schramm.
These models are followed by a variety of models, including the "helical" model, Aristotle's model, and a few other models.
You should always keep in mind that each of these models has both strengths and weaknesses. Some communication models try to break down the entire process for clarity, but it's not always as simple as it looks.
There are some complications involved in the communication model. This is one of the things that needs to be carefully understood in the process of understanding how these models work.
Conclusion
It should be remembered that these complications associated with communication models may only understand the tenacity of communication.
It is best for both the source (sender) and the recipient to be clear about what they want to discuss. This is also known as the message context.
This makes it much easier to decipher what the other person is saying without much problem. The process of communication should usually not have too many problems if kept simple and accurate, and the message is easily understood by both parties.
Business Communication Process
There are other specific characteristics of the business communication process. They are:
1. Integrate part of the management process.
Communication involves communicating the manager's thoughts, opinions and decisions to subordinates of various ranks. It also involves exchanging facts, feelings, suggestions and reactions between your boss and your subordinates.
In this way, communication puts people into action, guides and directs their activities, and regulates and coordinates them for the right work. In this way, managers perform management functions through communication, and managers become communication centers that receive information from various sources and send it to relevant points.
Therefore, communication can be part of the management function and is therefore an integral part of the management process. As such, Chester I. Bernard states, "The first executive function is to develop and maintain a communication system."
2. Two-way traffic:
Communication means not only the descent from the boss to the subordinates, but also both the transmission and the reception. Therefore, when communicating information, the manager needs to know the reaction and the reaction. Otherwise, the instruction and instruction management tasks will be ineffective.
Therefore, one needs to be ready to listen, answer, and interpret, as well as speak, inform, and command. Therefore, communication includes two-way traffic from administrator to worker and from worker to administrator. It will not complete unless the message is correctly understood by the recipient and the response is recognized by the sender.
3. Mutual understanding:
The basic purpose of business communication is to provoke understanding between individuals within an organization. It is an important factor in establishing relationships. By establishing a complete understanding of your subordinates, colleagues, and bosses within your organization, you can be led by a pacemaker and effectively directed by a manager.
The higher you’re understanding in communication, the more likely you are to take action in the direction of achieving your goals.
4. Dissemination:
The subject of business communication covers a wide range, covering all functions such as purchasing, production, sales, finance, recruitment, wages, dividends, market position, innovation and productivity. It also moves all levels of management upwards. Down and sideways. Therefore, business communication is said to be a popular function.
5. Continuity:
Communication is an activity that always exists, without which an organization cannot exist. Communication for tissues is as necessary as blood circulation in the body. Therefore, administrators need to make sure that proper and smooth communication is perfectly directional.
Disruption of communication leads to misunderstandings, the creation of unfavourable attitudes, hostility and conflict. Therefore, communication is a continuous process and requires movement up, down, left and right for all involved to actively participate.
6. Specific:
Business communication is usually specific in nature. This means that a particular communication needs to deal with one subject at a time. This is often necessary for the effectiveness of communication. The variety of subjects in communication can cause dangerous confusion for sound management. You need to be specific with reference to the information that you intend to convey or receive.
7. Result, not cause:
Sound communication is the result of competent management, not its explanation. Business communication is a means to an end and acts as a tool in the hands of managers. The ability of the administrator to handle this tool well depends on its ability. It is not an independent activity, but rather an important element of management function.
So good communication does not produce good managers. But good managers are almost always honest communicators. Misunderstandings in management processes often lead to lack of communication.
8. Internal and external:
Business communication is mainly done in-house. Therefore, it is a neighborhood of administrative functions and is intended for use by members of the organization. Orders, instructions, proposals, and even public notices to announce the company's annual meeting are many examples of internal communication.
But today, much communication moves beyond the horizons of an organization, touching the population on the surface beyond that of an organization (such as advertising). Therefore, business communication can be internal and external.
9. Various types:
There are many types of business communication, including formal, informal, upward, downward, sideways, written, and verbal.
10. Feedback:
Communication cannot be completed without feedback or response. The recipient is formed. Feedback can also be written verbally or gestures. Sometimes mere silence constitutes feedback.
Importance of Communication
The importance of communication
1. Basics of adjustment
Managers explain to employees the organizational goals, modes of achievement, and interpersonal relationships between employees. This allows for coordination between different employees and departments. Therefore, communication serves as the basis for coordination within the organization.
2. Fluent work
Managers coordinate the human and physical elements of an organization to keep it running smoothly and efficiently. This adjustment is not possible without proper communication.
3. Decision-making foundation
Proper communication provides managers with information to help them make decisions. Without the information, we couldn't make a decision. Therefore, communication is the basis for making the right decisions.
4. Improve management efficiency
Managers communicate goals, give instructions, and assign jobs to subordinates. All these aspects include communication. Therefore, communication is essential for the rapid and effective performance of managers and the entire organization.
5. Increase cooperation and organizational peace
A two-way communication process facilitates cooperation and mutual affection between workers and between workers and management. This reduces friction and leads to peaceful and efficient operation of the factory industry.
6. Increase employee morale
Good communication helps workers adapt to the physical and social aspects of their work. It also improves good relationships in the industry. This boosts the morale of your subordinates and keeps them motivated.
Oral communication Meaning, Advantages/Disadvantages
Oral communication is that the process of expressing information and concepts by word of mouth. Study the kinds and benefits of speech and find ways to enhance your speech skills.
Definition and sort
Good communication skills are the ticket to success within the academic and business world. But have you ever been overwhelmed by fear and anxiety before getting to employment interview or speaking ahead of an audience? Knowing when to settle on speech and developing your speaking skills can assist you at every stage of your career.
Oral communication is that the process of verbally communicating information or ideas from one individual or group to a different. Speech is either formal or informal. Here are some samples of informal verbal communication:
- Face-to-face conversation
- Telephone conversation
- Discussions at business meetings
- More formal sorts of speech include:
- Presentation at a business meeting
- Lecture within the classroom
- Graduation speech at graduation ceremony
As technology advances, new sorts of speech still be developed. Videophone and video conferencing combine audio and video to permit remote workers to ascertain and ask one another. Other modern oral communications include podcasts (audio clips accessible over the Internet) and voice Internet Protocol (VoIP), which allows callers to speak over the web and avoid telephone charges. Skype is an example of VoIP.
It may take the subsequent forms:
(i) Reports,
(ii) Circulars;
(iii) Magazines;
(iv) Manuals;
(v) Memoranda;
(vi) Newspapers;
(vii) Pictures, diagrams, graphs, etc.;
(viii) Agreements;
(ix) Rule and Procedure books;
(x) Orders;
(xi) Instructions;
(xii) Notice Boards, etc.
Merits or Advantages of Oral Communication
(i) it's less costly or economical as compared to written communication.
(ii) it's quicker and saves in time.
(iii) it's simpler than written communication.
(iv) It establishes a personal touch and results in greater understanding.
(v) Misunderstanding or doubts are often removed then and there.
(vi) Immediate reaction, motivation or response of the receiver are often taken.
(vii) it's more flexible and therefore the messages are often changed to suit the requirements and response of the receiver.
(viii) It provides because the only means of conveying messages in times of emergencies.
Demerits and drawbacks of Oral Communication:
Oral communication has the subsequent limitations or draw backs:
(i) it's less reliable.
(ii) it's influenced by self-interest and attitude of the people.
(iii) speech has the tendency of being distorted.
(iv) It provides no record for future reference.
(v) it's not suitable for lengthy message.
(vi) It doesn't provide sufficient time for thinking before conveying the message.
(vii) it's language problems, one may mean to convey something, but thanks to his way of speaking, it's going to convey something else.
(viii) It can't be used to communicate with people scattered over distant places.
Written communication Meaning, Advantages/Disadvantages
Written communication refers to the process of communicating a message through written symbols. In other words, the message exchanged between two or more people who use written language is called written communication.
Written communication is that the commonest and effective mode of business communication. In any organization, emails, notes, reports, documents, letters, diaries, job descriptions, employee manuals, etc. are a number of the foremost commonly used sorts of written language.
Such communication is used when the information sent is long and contains complex terms that cannot be explained verbally. The organization also keeps the document in writing so that it can be used as a reference and evidence for transactions at any time in the future. Therefore, it is imperative that all business organizations develop effective writing skills and in still them in all employees.
The validity of the written content depends on the correct selection of words, their organization into the correct sentence order, and the sentence cohesion. Written information is considered more legal and valid than spoken language. Also, people rely more on what is written than what is said orally. However, unlike verbal communication, feedback in written communication is not immediate, as it is not voluntary and takes time to become understandable.
Merits or Advantages of Written Communication:
(i) It ensures transmission of knowledge in uniform manner, i.e., everyone concerned has similar information.
(ii) It provides a permanent record of communication for future reference.
(iii) it's a perfect way of transmitting lengthy messages.
(iv) It ensures little risk of unauthorized alteration within the message.
(V) it's the sole means of exchanging information at distant places even beyond telephonic range.
(vi) It tends to be complete, clear, precise and proper.
(vii) It is often quoted as a legal evidence just in case of any disputes.
(viii) it's suited to convey message to an outsized number of persons at one and therefore the same time.
Demerits or Disadvantages of Written Communication:
(i) it's expensive.
(ii) it's time consuming.
(iii) It becomes difficult to keep up secrecy about a written communication.
(iv) it's rigid and doesn't provide any scope for creating alterations for inaccuracies which may have crept in.
(v) it's very formal and lacks personal touch.
(vi) It encourages red-tapism and involves numerous formalities.
(vii) it's going to be interpreted during a different manner by different people.
(viii) It often becomes lengthy, when messages are conveyed in writing. Speech implies
Types: Formal channel of communication:
A formal channel of communication is that the means of communication normally controlled by people in positions of authority in an organisation. Hence, it's also been mentioned as an organization’s ‘main line of operational communication’.
All the reports, records and other forms that provide working information to varied parts of an organisation are included within the formal channel of communication. These channels of communication don't function automatically. a good business organisation will ensure that these are carefully planned and designed to its needs.
Advantages:
(i) Effective:
Formal channels are considered the simpler of channels of communication. With organizations constantly growing in size, formal channels help to bridge the gap within the communication process. It's a readily available means to succeed in through to each corner of an organisation, which might rather be difficult.
(ii) Prevent bogging:
In formal channels, the principles are well laid. For instance, a worker communicates with the supervisor, the supervisor with the manager, and so on. Thus, only necessary information gets filtered and sent to the top. It prevents the top-level management from getting caught up with the irrelevant nitty-gritty (the practical details) of data and leaves it free for bigger decisions and overall management.
(iii) Better monitoring:
An organisation can design formal channels to suit its specific needs. This will help monitor organizational activities. It can make sure that problems are solved without too much delay.
(iv) Good atmosphere:
Good formal channels of communication reflect professionalism. They assist consolidate the organisation. They also keep the managerial personnel in control.
Disadvantages:
(i) Deter free flow of information:
Formal channels deter a free flow of data. Formality demands that the knowledge flow take a specific route only. This inhibits the natural flow of information.
(ii) Time-consuming:
Formal channels of communication often cause delays. The knowledge may not directly reach the person for whom it's meant. It'll often need to take a circuitous formal route where the intervening links could also be meaningless. As a result, formal channels of communication can become time-consuming.
(iii) Affects decision-making:
Filtering and monitoring of data at lower levels may be a double- edged sword. While it's its advantages, it's going to also prevent vital information from reaching the top management. This might change the perspective while making decisions.
Informal Channel of Communication / Grapevine:
The informal channel of communication is commonly discouraged or looked down upon in an “organization, and isn't officially sanctioned. It's popularly mentioned as grapevine. This is often because it runs altogether directions regardless of the formal structure.
The origin of the term grapevine are often traced to the way the botanical vine grew over telegraph wires, making telegraphic messages go in unintended directions. In business life, grapevine owes its existence to man’s gossipy nature.
Humans tend to talk loosely or lightly with their associates wherever they'll be. Time to time they feel the need to get freed from the necessity to stay to logic or truth.
As people set about their work, they need casual conversation with their friends within the office. These conversations affect both personal and business matters. This leads to the generation of a rumour mill, which may be a grapevine.
Grapevine is assessed into four categories:
- Single strand: all tells another.
- Group or gossip chain: One tells all persons in his/her group.
- Probability chain: Each randomly tells variety of individuals.
- Cluster chain: Some tell selected others.
Grapevine satisfies the social needs of members, results in more relaxed human relations (partly through the release of fantasy), serves to fill the possible gaps within the formal communication and links even those people that do not fall within the official chain of command.
Other characteristics of grapevine are:
(i) it's more people-oriented then issue-oriented.
(ii) might not be totally authentic and dependable.
(iii) Grapevine transmission flows altogether directions in an organisation.
(iv) Grapevine information travels in no time.
(v) Its responsibility can't be fixed.
Factors resulting in grapevine:
A rumour mill becomes active when the subsequent factors exist in an organisation:
(i) an absence of sense of direction, especially in times of crisis. The more the uncertainty, the greater the rumouring.
(ii) The formation of favoured groups of employees by the management. This breeds insecurity among other employees resulting in rumours.
(iii) an absence of self-confidence amongst employees results in the formation of groups. These groups often run rumour mills.
Advantages:
(i) Speed:
Speed is that the most remarkable characteristic of this channel of communication. It's possible to transmit information remarkably fast since there are no formal barriers and no stopping. A rumour, thus, may spread sort of a wildfire.
(ii) Feedback:
The feedback through this channel is far faster than a formal channel of communication. The channel is like the pulse of an organisation. The reaction to the selections, policies, directives and directions often reaches managers faster through this channel than through the formal one.
(iii) Parallel function:
The informal channel doesn't have official sanction, but is an inevitable parallel to the formal channel. It works as a supplementary channel of communication in an organisation. Good managers are known to use the informal channel to their benefit for transmitting information otherwise unfit for formal channels.
(iv) Support system:
A grapevine is an informal web developed by employees within an organisation. It brings them closer and provides them immense satisfaction.
Disadvantages:
(i) Less credible:
A grapevine is less credible than a proper channel of communication. It can't be taken seriously because it involves only the word of mouth. It is, therefore, likely to be contradicted.
(ii) Selective information:
Informal channels usually fail to hold the entire information. As a result, the receiver doesn't get the essence of the entire message. Mischief mongers or vested interests may use the channel for transmitting information.
(iii) Creates trouble:
A grapevine can foster trouble within an organisation as there's no control over the information sent, received, its portrayal and perceptions. Information gets distorted. Grapevines are often synonymous with the spreading of false or wild stories.
(iv) Leakage:
Information may get leaked at the incorrect time. The term ‘open secret’ in an organisation can often is attributed to such leaks.
Barriers to Communication
There are multiple barriers to the communication process. The intended communiqué is often disturbed and distorted, resulting in confusion and communication failure. There are many different types of effective communication barriers: linguistic, psychological, emotional, physical and cultural. All these types are described in detail below.
1. Language barrier
Barriers are one among the foremost restrictive barriers to effective communication. Language is that the most ordinarily used communication tool. The fact that each one major region have their own language is one among the barriers to effective communication. Communication may not be successful even if the dialect is thick.
According to some estimates, the dialects of the two regions change within a few kilometres. Even in the same workplace, different employees have different language skills. As a result, organization-wide communication channels suffer from this.
Therefore, with this barrier in mind, different employees should be given different considerations. Many of them are very fluent in certain languages, and others are accustomed to these languages.
2. Psychological barriers
There are various mental and psychological problems that prevent effective communication. Some people suffer from stage phobias, speech disorders, phobias, depression, and more. All of these conditions are very difficult to manage and can limit the ease of communication.
3. Emotional barriers
An individual's emotional IQ determines the convenience and luxury of communication. Emotionally mature individuals are ready to communicate effectively. On the contrary, those who inherit emotions face some kind of difficulty.
The perfect combination of emotions and facts is important for effective communication. Emotions such as anger, frustration, and humor can obscure an individual's decision-making ability and limit the effectiveness of communication.
4. Physical barriers to communication
They are the foremost obvious barriers to effective communication. These barriers, at least in principle, are almost easy to remove. These include barriers such as noise, door closures, equipment failures used in communications, and cabin closures. In large offices, the mixture of physical separation between different employees and failed equipment can create serious barriers to effective communication.
5. Cultural barriers to communication
As the world becomes more and more global, every large office can have people from some parts of the world. Different cultures have a special impact on some of the basic values of society. Clothing, religion, or lack of them, food, drinks, pets, and therefore general behavior, vary dramatically from culture to culture.
Therefore, these different cultures need to be considered when communicating. This is what we call culturally appropriate. Many multinationals offer special courses at the orientation stage to help people understand other cultures and learn how to be polite and tolerant of other cultures.
6. Structural barriers to the organization
As we've seen, there are some ways to speak at the organizational level. Each of those methods has its own problems and constraints, which are barriers to effective communication. Most of these barriers result from incorrect information and lack of proper transparency available to employees.
7. Attitude barrier
Certain people want to be left alone. They are people who are introverted or simply not sociable. Others are sociable and sometimes want to cling to extra! Both of these cases can be barriers to communication. Some people have attitude problems such as huge ego and unfriendly behavior.
These employees can cause serious tension within the communication channels in which they exist. Certain personality traits such as shyness, anger, and social anxiety can also be eliminated through courses and proper training. However, issues such as egocentric behavior and selfishness may not be fixed.
8. Perceptual barrier
Different people have different perceptions of similar things. This is often a incontrovertible fact that must be taken under consideration within the process of communication. Knowledge of the audience's perceptual level is important for effective communication. All messages or communiqués should be simple and clear. There should be no room for various interpretations.
9. Physiological barriers
Certain disorders, illnesses, or other restrictions also can impede effective communication between different channels of a corporation. High-pitched voice, dyslexia, etc. are some samples of physiological barriers to effective communication. However, these are not important as they can be easily modified and removed.
10. Technical Barriers and Social Religious Barriers
Other barriers include technical barriers. Technology is evolving rapidly, and as a result, it's difficult to stay up with the newest developments. Therefore, technological advances can be a barrier. In addition to this the cost of technology is usually very high.
Overcoming barriers to communication
It is worth considering the next steps to remove communication obstacles.
(1) Clarify ideas before communication:
The person who communicates must be very clear in his mind about what he wants to say. He needs to know the purpose of his message, and therefore he needs to put his thoughts in the proper order.
(2) Communicate according to the needs of the recipient:
The sender of a communication does not need to prepare the structure of the message according to his level or ability, but he does need to be aware of the recipient's level, understanding, or environment.
(3) Talk to others before communicating:
When planning your communication, seek suggestions from everyone involved. Its main advantage is that all the people consulted during the development of the communication plan contribute to the success of the communication system.
(4) Pay attention to the language, tone and content of the message.
The sender should be aware of the fact that the message needs to be framed in a clear and beautiful language. The tone of the message should not hurt the recipient. Keep the content of your message as concise as possible and avoid overuse of jargon.
(5) Tell listeners what is of help and value:
The subject of the message should be useful to the recipient. The needs and interests of the recipient should be especially kept in mind. Communication is more effective in these situations.
(6) Ensuring appropriate feedback:
The purpose of feedback is to make sure that the recipient correctly understands the meaning of the information received. Face-to-face communication allows you to understand the reaction of the recipient's face.
However, for written or other types of contact, the sender must adopt appropriate feedback methods.
(7) Message consistency:
The information sent to the recipient must not be self-contradictory. It must be in compliance with your organization's objectives, policies, programs, and technologies. If you need to send a new message instead of an old one, you should always mention the change. Otherwise, questions may arise.
(8) Follow-up communication:
For effective communication, management should regularly strive to be aware of the weaknesses of communication systems. In this context, efforts can be made to find out if it is appropriate to focus more on formal or informal communication.
Similarly, regarding the medium of communication (verbal, written, gesture), you can ask for suggestions to find out which medium is more effective and appropriate.
(9) Become a good listener:
The essence of communication is that both the sender and the receiver are good listeners. Both need to listen to each other's perspectives with caution, patience and a positive attitude. By becoming a good listener, the sender can receive a lot of relevant information.
Key takeaways:
- The word "communication" comes from the Latin word "communis", which suggests something common. Therefore, communication means sharing common ideas.
- Communication is the process of sending information and understanding from one person to another, or from one unit to another, with the goal of getting a given response from the recipient.
- "Communication is the sum of all the items that one person does when he wants to form an understanding in another's mind.
- The success of a for-profit company depends heavily on good communication. Effective communication removes obstacles to achieving the goals of a for-profit company.
- Effective business communication deals with the wise side of information that explains why, how, when, and therefore similar queries.
- Business communication often plays a compelling role. It persuades employees to perform their duties and customers to purchase products or services.
- “Internal communication” can be the process of communication within an organization between superiors and subordinates, colleagues, or between two or more groups.
- Business organizations need to communicate with external agencies such as customers, suppliers, investors, other establishments, banks, insurance companies and government agencies.
- "Formal communication" is the transfer of knowledge or direction in a formal organizational structure.
- "Informal communication" is communication between members of a gaggle or a group, not premised on formal relationships within an organizational structure, but informal relationships between people of equal or different levels.
- Verbal or verbal communication" means the transmission of spoken commands, messages, or suggestions.
- "Written Communication" means sending a message, order, or instruction in writing via a letter, circulation, manual, report, telegram, office memo, bulletin board, etc.
- Effective communication barriers can be of many types, linguistic, psychological, emotional, physical, and cultural.
- Oral communication is that the process of expressing information and concepts by word of mouth.
- Good communication skills are the ticket to success within the academic and business world.
- Written communication refers to the process of communicating a message through written symbols.
- In other words, the message exchanged between two or more people who use written language is called written communication.
- The validity of the written content depends on the correct selection of words, their organization into the correct sentence order, and the sentence cohesion.
- A formal channel of communication is that the means of communication normally controlled by people in positions of authority in an organisation.
- Hence, it's also been mentioned as an organization’s ‘main line of operational communication’.
- Humans tend to talk loosely or lightly with their associates wherever they'll be. Time to time they feel the need to get freed from the necessity to stay to logic or truth.
- Grapevine satisfies the social needs of members, results in more relaxed human relations (partly through the release of fantasy), serves to fill the possible gaps within the formal communication and links even those people that do not fall within the official chain of command.
- Informal channels usually fail to hold the entire information. As a result, the receiver doesn't get the essence of the entire message.
References:
- Harold koontz and Heinz Weihrich, Essentials of Management, Pearson Education.
- Stephen Robbins and M. Coulter, Management, Pearson Education
- Stephen P Robbins, David A Decenzo, Sangh Mitra Bhattacharya and Madhu Shree Manda Agarwal,
- Fundamentals of Management, Essentials, Concepts and Applications, Pearson Education
- Drucker Peter F, Practice of Management, Mercury Book, Landon
- George Terry Principle of Management, Richard D Irwin
- Newman summer and Gilbert, Management, PHI
- James H Donnelly, Fundamental of Management, Pearson Education
- Chhabra, T.N. Essential of Management. Sun India
- Griffin Management Principles and Application, Cengage Learning
- Robert Kreitner, Management Theory and Application, Cengage Learning
