UNIT III
GROUP BEHAVIOR
A group is defined as a number of individuals who come together to achieve a particular task or goal. In the broad sense, a group is any collection of individuals who have mutually dependent relationships. A formal definition of group is that it refers to a collection of two or more interacting individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group.
According to David H. Smith, “A group is a set of two or more individuals who are jointly characterized by a network of relevant communications, a shared sense of collective identity and one or more shared dispositions with associated normative strength.”
Thus, a group is the aggregation of small number of persons who work for common goals, develop a shared attitude and are ware that they are a part of a group and perceive themselves as such.
Key Takeaway
Factors of group formation are the interaction that a group offers to its members. Attraction is due to the following reasons:
People join groups for a number of reasons. They might be looking for affiliation, a fulfilment of social needs. Groups also add to an individual’s sense of security, status or self-esteem. Or perhaps a goal is easier to accomplish if a group of people concentrate on achieving it, pooling their talents and knowledge. Or, the sheer size of the group might provide the power and influence needed to accomplish the goal.
Groups are inevitable in the workplace. Understanding how and why they come together is the first step in understanding how they function and how they can function well. However, there are plenty of arguments out there for individual work, and understanding the individual’s need to succeed in the workplace independent of others. They carry out specific tasks to attain organisational goals. They have clearly defined authority-responsibility relationships, communication channels, rules and regulations to govern the behaviour of members.
(A) From Members Point of View:
1. Companionship:
Relationships give an individual recognition. The need for relationship with other people is one of the strongest human drives.
2. Identity:
Workers get more identified in small groups and so small groups tend to enjoy high morale as compared to large groups.
3. Information:
The informal group to which a member belongs is a source of communication or information to him. A piece of information available to one member will nearly reach all the members in a short span of time. An individual comes to know about what is happening in an organization even if he has been on leave or is otherwise away.
4. Security:
By joining a group, a person feels stronger, has lesser self doubts and is more resistant to threats. A person always derives reassurance from interacting with others and being part of a group.
5. Esteem:
The members will feel good about themselves by virtue of the group’s power, prestige and social standing. They will get opportunities for recognition and praise that are not available outside the group.
(B) From Organization’s Point of View:
Informal group satisfies some of the social and psychological needs of its members. It is useful from the organization’s point of view. In fact, the findings of many social researchers suggest that informal groups are essential for the organizational stability.
1. Lightening of Responsibility:
A cooperate group can always be entrusted with some responsibility which will lighten the manager’s mental burden to some extent.
2. Filling the Gaps:
An enlightened group can also fill in gaps in management’s abilities. Sometimes, a subordinate can help the superior to grasp over the problem.
3. Restraining the Authority:
It helps to keep checks and balances on the manager’s excessive use of authority. A manager is not allowed to cross his limits.
4. Proper and Careful Planning:
A manager will be very careful in planning and other jobs for the fear of the presence of the group.
5. Information:
The informal group to which a member belongs is a source of communication or information to him. A piece of information available to one member will nearly reach all the members in a short span of time. An individual comes to know about what is happening in an organization even if he has been on leave or is otherwise away.
Key Takeaway-
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective. Groups are either formal or informal. A formal group is a designated work group, one that is defined by an organization based on its hierarchical structure, with designated tasks related to its function. In the workplace, that might be the finance group or the human resources group.
Formal Groups:
Formal groups are relatively permanent and usually work under a single supervisor, although the structure of the formal group may vary. For example, the finance group works under the chief financial officer at an organization. There may be groups within the finance group, like the accounts payable group and the treasury group, each with their own supervisor as well.
The formal groups may further be sub classified into the following groups:
i. Command group: these groups are determined by the organization’s hierarchal chart and composed of the individuals that report to a particular manager. For instance, the manager of training has a command group of his employees, the training group. Command groups are relatively permanent and are specified by the organization chart.
ii. Task forces and committees: These are also formal groups, because they have been created with formal authority within an organization. The term task force is used to describe those groups that have been brought together to complete a task. Task forces are usually temporary and set up for a particular purpose, while committees can be more permanent in nature, like a planning committee or a finance committee, and can be an integral part of an organization’s operation.
Informal Groups:
An informal group is one that is not organizationally determined or influenced and usually formed by the members themselves in response to the need for social contact. For instance, a workplace might have a group of people who get together during the lunch hour to knit and help each other with yarn projects, or a group that is drawn together by cultural similarities and wants to introduce the rest of the organization to their traditions. Informal groups are important in that they exist outside the formal hierarchy of an organization but are the structure of personal and social interactions that managers are wise to respect and understand. Employees motivate one another, informally (and formally) train one another and support one another in times of stress by providing guidance and sharing burdens. In fact, if one employee in an informal group is subject to an action by the organization that the others see as unfair, strikes can happen until that situation is corrected. These groups are not created by managers but spontaneously grow out of interaction amongst members of the formal groups. They are created by choice for promoting the group goals. The members even subordinate their individual goals to the group goals.
Informal organizations may be of different types as explained below:
i. Interest group: An interest group is usually informal, and is a group of people who band together to attain a specific objective with which each member is concerned. Within an organization, this might be a group of people who come together to demand better working conditions or a better employee evaluation process. Outside of an organization, this term is frequently used in political situations to describe groups that give a point of view a voice. This includes groups like the National Rifle Association, the AFL-CIO and the NAACP.
ii. Friendship group: These are groups of people who have come together because they share common ideals, common interests or other similarities, like age or ethnic background.
iii. Cliques: These groups consist of colleagues or those who commonly associate with each other and observe certain social norms and standards but the number of members tends to be smaller and only rarely exceeds five or six. The objective is to provide recognition to each other and exchange information of mutual interest.
There are few more classifications of groups, such as the following:
Primary and Secondary Groups:
Small and Large Groups:
Key Takeaway-
Following are twelve major factors influencing group cohesiveness, i.e, (1) Similarities of Attitudes and Values, (2) Size of the Group, (3) Time, (4) Location, (5) Status, (6) Difficulty in Entry, (7) Inter Dependency, (8) Management Behaviour, (9) Member Turnover, (10) Threat, (11) Previous Successes and Shared Goals, and (12) Cooperation.
1. Similarities of Attitudes and Values: One of the strongest sources of group cohesiveness is the similarity in attitudes and values among group members. We enjoy the company of people who hold similar opinions, morals, beliefs and code of conduct, because the person who shares the same opinions as we do provide us with a kind of social validation for our beliefs. He provides us with a feeling that we are right. If someone disagrees with us, this might make us scared that we are wrong.
Similarity of interest is very important when the group’s primary goal is that of creating a friendly interpersonal climate. This factor may not be so important when the goal is task oriented. For example, if the army has to win a strategic battle, then the task accomplishment becomes the cohesive factor rather than the similarity of attitudes and values because the unit may consist of soldiers from different parts of the country who may not have much in common.
2. Size of the Group: Small groups are effective. The larger the size of the group, the less cohesive the group is. The main reasons for this are as explained below:
(i) When the group is small, its members have constant face to face contacts. Thus, there will be high degree of interaction and communication with each other. In large groups, the possibility of interaction among members is less.
(ii) As group size increases, it becomes more difficult to get the group to agree on common goals and activities and expression of disagreement and dissatisfaction increases.
(iii) Another problem with large size groups is that there is a likelihood of forming small groups within the large groups. This would result in the dilution of the common group goal thus increasing the extent of power politics play. This tends to decrease the overall cohesiveness.
(iv) Studies have shown that if all the members of the group are of the same sex, then small groups have better cohesion than large ones. But when the groups were made up of both males and females, the large groups have better cohesion.
3. Time: It is quite natural that the more time people spend with one another, the more they will get to know each other and more tendency there will be to get closer to each other, thus, strengthening the degree of cohesiveness. In a workplace, people who work near each other are more likely to spend more time together. In routine life, you will spend more time with only those whom you like personally and want to continue interacting with them.
4. Location: Location of the group plays an important role in determining the cohesiveness. Where members of a group are located close together separated from other groups, they will develop greater cohesiveness because of constant face to face interaction. Where there is no dividing line between one group and another, cohesion is more difficult to achieve because a chain of interactions develops.
5. Status: Status of a group determines the degree of group cohesiveness to a great extent. A high-status group receives greater loyalty from its members which in turn makes the group more strong. That is why people are generally more loyal to high status groups.
6. Difficulty in Entry: The more difficult it is to get in a group, the more cohesive that group becomes. The reasons is that in exclusive and elite groups the members are selected on the basis of certain characteristics and these characteristics being common to all add to the degree of liking and attraction towards each other. The more exclusive the group the more is the closeness among members. As the groups are not easy to join, the selected members feel a sense of pride and accomplishment.
7. Inter Dependency: When each member of a group has independent activities, the cohesiveness among the members of such group will be less as compared to the group whose members are doing the operations which are dependent upon each other, thus, mutual dependency leads to greater cohesiveness.
8. Management Behaviour: The behaviour of management has a direct influence on the degree of cohesiveness that exists within a group. The manager can make close relations difficult by creating unhealthy competition among employees. On the other hand, he can build solidarity by rewarding cooperative behaviour. The cohesive group can help attain the group goals more effectively, if the group members are properly inspired by the manager.
9. Member Turnover: To make a group more cohesive, there is need for some degree of stable relationships among members. The higher the degree of member turnover, the less cohesive a group becomes, because the more frequently members leave a particular group the more time a new member takes to get attached to the group and the more time the old member takes to get attached to the new group.
10. Threat: Threat is a very powerful force which unifies the group, particularly when it come from:
(i) Outside the group
(ii) Cooperation can help over-some the threat and
(iii) There is little or no chance for escape.
For example, the management threats frequently bring together an otherwise disarrayed union. Thus, the threatening party will have a less chance of success when faced with a unified force.
11. Previous Successes and Shared Goals: When a group achieves a meaningful goal, the cohesiveness of the group increases because the success is shared by all the members and each one feels responsible for the achievement. , If the group agrees on the purpose and direction of its activities, this serves to bind the group together. For this reason, successful companies find it easy to hire new talented employees.
12. Cooperation: Sometimes the general atmosphere of group enhances cohesiveness. The overall atmosphere depends among other things on leadership.
Conflicts at the organization were perceived or viewed as only a negative object.
But through the development of “organizational behavior” studies; conflict is now viewed differently and organizations now learned how to manage them. But there is conflict over the role of conflict in groups and organizations.
Key Takeaway
In most progressive organisations today, important decisions are made by groups rather the individuals. Examples range from executive committees to design teams to marketing planning groups. All types of organizations, business and non-business, rely on group decision-making. And, in most cases, decisions are reached through some sort of consensus process rather than through the voting system.
In this context, it will be of interest to discuss the advantages and disadvantages of group decision-making as also techniques for such decision making.
Advantages and Disadvantages of Group Decision-Making:
Advantages
1. Availability of information: Perhaps the most important advantage of group decision-making over individual decision making is that there is much more information available in a group setting. Since two brains are usually if not always better than one when a group is assembled, a variety of education, experience and perspective is represented.
If one manager is very familiar with television and video and another is an export on personal selling, their combined knowledge and experience in deriving an overall advertising campaign is substantially greater than that possessed by either working alone. Largely due to the availability of this increased information, groups can usually identify and evaluate more alternatives than one individual can.
2. Greater commitment: Secondly, as Griffin has argued, “People who are involved in making a decision are more likely to be genuinely committed to the final alternative selected than if someone else had made the decision and imposed it on them. The people involved in a group decision understand the logic and rationale behind it and are better equipped to communicate the decision to their work groups or departments”.
3. Better decisions: Finally, groups are normally found to make better decisions than individuals. This point has been proved by empirical results.
Disadvantages of Group Decision-Making:
There are a few major disadvantages of group decision-making such as the following:
1. Delay: Perhaps the most serious drawback of group decision making, compared with individual decision making, is the additional time and (hence) the greater expenses entailed. Largely, due to interaction and discussion among group members group decision making is both a time-consuming and cost-raising process.
If group decision is somewhat better than individual decision, then the additional expense may be justified, but group decision making is more costly and should be used only when the results are likely to justify the expense in cost-benefit terms.
2. Undesirable compromises: The second disadvantage of group decision making is that group decisions often represent undesirable compromises. For example, hiring a compromise top manager may be a bad decision in the long run because he may not be competent enough to respond adequately to any of the various special subunits in the organisation.
3. Dominance: The third disadvantage of group decision making is that at times one individual dominates the group process to the point where others cannot make a full contribution. This dominance is the result of a desire for power or a naturally dominant personality. The basic problem here is that what appears to emerge as a group decision may actually be the decision of one person.
4. Groupthink: Finally, a group may succumb to a problem, called group think, which occurs when the group’s desire for consensus and cohesiveness overwhelms its desire to reach the best possible decisions.
Techniques for Group Decision Making:
Various techniques have been developed to manage or structure the group decision making process. The Delphi technique and the Nominal Group Technique are the most widely used.
Few of the techniques for group decision making are discussed below:
1. The Delphi Technique: It is essentially a method for developing a consensus of expert opinion. The technique developed by the Rand Corporation. In this technique, several rounds of questionnaires are sent out to the group of experts and the anonymous responses are aggregated and shared with the group after each round. Experts are allowed to adjust their answers in subsequent rounds, based on how they interpret the “group response” that has been provided to them. It solicits input front a panel of experts who contribute individually. Their optimums are pooled and, in effect, averaged.
However, this method has much less appeal to practicing managers than it apparently seems. In truth, the time, expense and logistics of the Delphi technique rule out its use for routine, everyday decisions. Yet, it has been successfully used for forecasting technological breakthroughs, market potential for new products, research and development patterns and future economic conditions.
2. Nominal Group Technique: The second method for managing group decision making is the nominal group technique, or NGT. Unlike the Delphi method, wherein the members of a group do not see each other, or interact with one another, group members in an NGT session are in the same room. However, the members represent a group in name only; they do not interact in a fashion typical of most groups.
The basic point to note is that nominal groups are used most often to generate creative and innovative alternatives or ideas. The highest-ranking alternative represents the decision of the group. However, the manager in charge may retain the authority to accept or reject the group decision. The most important advantage to be secured from NGT is that it identifies a large number of alternatives while minimizing individual inhibitions about expressing unusual ideas.
The main disadvantage of this technique is that if the manager ultimately rejects the group decision, enthusiasm for participating in the future is likely to be dampened.
3. Brain Storming: Brain storming is a technique used to enhance creative responses to problem solving and opportunity finding. This technique involves a group of people, usually between five and ten, sitting around a table in a classroom like setting, generating ideas in the form of free association. The primary focus of group storming is on “generation of ideas” rather than on “evaluation of ideas”. The idea behind this is that when a large pool of ideas is generated, the probability of finding a unique and creative idea from among the pool will be very high. The leader of the group explains the nature of the problem to the group and rules to be followed.
4. Fish Bowling Technique: This is similar to brain storming but is more structured and to the point. In this technique, the decision making group of experts is seated around a circle with a single chair in the centre of the circle. One member of the group or the group leader is invited to sit in the centre chair and give his views about the problem and the ideas about the solution of the problem. The other group members can ask him questions but there is no irrelevant discussion or cross talk. Once the member in the center chair has finished talking and his viewpoint is fully understood, he leaves the center and joins the group in the circle. Then the second member is called upon to sit in the center chair and offer his ideas and opinion in the light of the views expressed earlier. The members can ask him questions based upon the new ideas presented by the member in the center chair as well as the ideas discussed by the previous central member. The exchange will continue between the central person and the group members till the chair is vacated. This process will continue till all the members have expressed their views. Lastly, the entire group discusses the various alternatives suggested and picks the one with consensus.
Key Takeaways-
Communications is fundamental to the existence and survival of humans as well as to an organization. It is a process of creating and sharing ideas, information, views, facts, feelings, etc. among the people to reach a common understanding. It is the key to the directing function of management.
The word communication has been derived from the Greek word ‘communis’ which means ‘common’. Thus, it means sharing of ideas in common.
According to Louis A. Allen, “Communication is the sum of all the things one person does when he wants to create understanding in the mind of another. It is a bridge of meaning. It involves a systematic and continuous process of telling, listening and understanding.”
The American Management Association defines communication as, “any behavior that results in the exchange of meaning.”
Koontz and O’Donnell are of the opinion that, “Communication is a way that one organization member shares meaning and understanding with another.”
Thus, communication refers to the whole process of man’s life in relation to the group and includes exchange of information, a system of communicating and a process by which meanings are exchanged among human beings.
The communication process follows the steps given below:
1. Sender: The sender generates the message and conveys it to the receiver. He is the one who starts the communication.
2. Message: It is the information that is generated by the sender and is then intended to be communicated further.
3. Encoding: The message generated by the sender is encoded symbolically in the form of words, pictures, gestures, etc. before it is being conveyed.
4. Media: It is the manner in which the encoded message is transmitted. The message may be transmitted orally or in writing. The medium of communication includes telephone, internet, post, fax, e-mail, etc. The choice of medium is decided by the sender.
5. Decoding: It is the process of converting the symbols encoded by the sender.
6. Receiver: The person who is last in the chain of communication process is the receiver.
7. Feedback: Once the receiver confirms to the sender that he has received the message and understood it, the process of communication is complete.
Key Takeaways-
The barriers prevent effective communication due to which misunderstandings may be created. Therefore, it is essential for a manager to identify such barriers and take appropriate measures to overcome them. The barriers to communication are as follows:
1. Semantic Barriers: It is the problems and obstructions in the process of encoding and decoding of a message into words. Normally, such barriers result due to use of wrong words, faulty translations, different interpretations etc.
2. Psychological Barriers: The state of mind of both sender and receiver of communication reflects in effective communication. Emotional or psychological factors also act as barriers to communication.
3. Organizational Barriers: The factors related to organizational structure, rules and regulations, authority relationships, etc. may sometimes act as barriers to effective communication. Rigid rules and regulations and cumbersome procedures may also become a hurdle to communication.
4. Personal Barriers: The personal factors of both sender and receiver may act as a barrier to effective communication. Personal factors like difference in judgement, social values, inferiority complex, bias, attitude, inability to communicate etc. widen the psychological distance between the communicator and the communicate.
5. Premature Evaluation: Some people have the tendency to form an opinion before listening to the entire message. This is premature evaluation and it acts as a barrier to effective communication.
6. Inadequate attention: Inadequate attention to the message makes communication less effective and the message is likely to be misunderstood.
7. Resistance to change: It is a general tendency of human beings to stick to old and customary patterns of life. When new ideas are being communicated to introduce a change, it is likely to be overlooked or even opposed. This resistance to change creates an important obstacle to effective communication.
8. Other barriers: There may be many other barriers such as unclarified assumptions, lack of ability to communicate, mirage of too much knowledge or closed minds, communication overload, shortage of time etc. which cause distortion or obstruction in the free flow of communication and thus makes it ineffective.
Key Takeaways-
The following steps may be taken to minimize barriers to communication and making it more effective:
1. Clarity and completeness: The message to be conveyed must be absolutely clear in the mind of the communicator because if one does not understand an idea, one can never express it to someone. The message should be adequate and appropriate to the purpose of communication. The communication, itself, should be clearly defined.
2. Proper Language: To avoid semantic barriers, the message should be expressed in simple, brief and clear language. The words or symbols selected for conveying the message must be appropriate to the reference and understanding of the receiver.
3. Sound organization structure: To make communication effective, the organizational structure must be sound and appropriate to the needs of the organization.
4. Avoid premature evaluation: To communicate effectively, one should be a good listener. Superiors should develop the habit of patient listening and avoid premature evaluation of communication from their subordinates. This will encourage free flow of upward communication.
5. Motivation and mutual confidence: The message to be communicated should be so designed as to motivate the receiver to influence his behavior to take the desired action. A sense of mutual trust and confidence must be generated to promise free flow of information.
6. Informal Communication: Informal channels of communication help to overcome the barriers in formal channels and make communication more effective.
7. Feedback: Communication is not complete unless the response or reaction of the receiver of the message is obtained by the communicator.
8. Orientation of employees: Employees should be oriented to understand the objectives, rules, policies, authority relationships and operations of enterprise. It will help in understanding one another, minimizing conflicts and distortion of messages.
Key Takeaways-
Leaders and their leadership skills play an important role in the growth of any organization. Leadership refers to the process of influencing the behaviour of people in a manner that they strive willingly and enthusiastically towards the achievement of group objectives.
A leader should have the ability to maintain good interpersonal relations with the followers or subordinates and motivate them to help in achieving the organizational objectives.
Leadership is an art whereby an individual influences a group of individuals for achieving a common set of goals. To expand it further, leadership is a process of inter-personal relationships through which a person attempts to influence the behaviour of others for attainment of pre-determined objectives. Of the various people, who have defined leadership, influence and attainment of objectives are the common denominators.
Characteristics of leadership:
On the basis of an analysis of different definitions, following characteristics of leadership emerge:
1. Leadership is a process of Influence: Influence is the ability of an individual to change the behaviour, attitude, and belief of another individual directly or indirectly. Someone has rightly defined leadership as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”.
2. Leadership is not one-dimensional: The Essence of leadership is Followership. Leadership is a systems thinking in multiple dimensions. In terms of systems thinking, the organizational performers (followers) are must in the leadership process. Without followers there can be no leadership.
3. Leadership is Multi-faceted: Leadership is a combination of personality and tangible skills (drive, integrity, self-confidence, attractive personality, decisiveness, etc), styles (Authoritarian to laissez-faire), and situational factors (organisation’s internal and external environment, objectives, tasks, resources, and cultural values of leaders and the followers).
4. Leadership is Goal oriented: Leadership is “organizing a group of people to achieve a common goal.” Thus, the influence concerns the goals only. Outside the goals, the concerns are not related to leadership.
5. Leadership is not primarily a Particular Personality Trait: A trait closely linked to leadership is charisma, but many people who have charisma (for example, movie actors and sports heroes) are not leaders.
6. Leadership is not primarily a Formal Position: There have been many great leaders who did not hold high positions—for example, Mahatma Gandhi, Martin Luther King, Jr. and—and Anna Hazare . On the other hand there are people who hold high positions but are not leaders.
7. Leadership is not primarily a Set of Important Objectives: It involves getting things done.
8. Leadership is not primarily a Set of Behaviours: Many leadership manuals suggest that leadership involves doing things such as delegating and providing inspiration and vision; but people who are not leaders can do these things, and some effective leaders don’t do them at all.
Importance of Leadership
Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern.
1. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts.
2. Motivation- A leader plays an incentive role in the concern’s working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates.
3. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently.
4. Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems.
5. Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.
6. Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms.
7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.
Qualities of a Good Leader:
A successful leader secures desired behaviour from his followers. It depends upon the quality of leadership he is ready to provide. A leader to be effective must possess certain basic qualities. Variety of authors have mentioned different qualities which an individual should possess to be a good leader.
Some of the qualities of a good leader are as follows:
1. Good personality.
2. Emotional stability.
3. Sound education and professional competence.
4. Initiatives and creative thinking.
5. Sense of purpose and responsibility.
6. Ability to guide and teach.
7. Good understanding and judgement .
8. Communicating skill.
9. Sociable.
10. Objective and versatile approach.
11. Honesty and integrity of character.
12. self-confidence, diligence and industry.
13. Courage to simply accept responsibility
Functions of a Leader-
1. Setting Goals: A leader is anticipated to perform creative function of laying out goals and policies to influence the subordinates to figure with zeal and confidence.
2. Organizing: The second function of a leader is to make and shape the organization on scientific lines by assigning roles appropriate to individual abilities with the view to make its various components to operate sensitively towards the achievement of enterprise goals.
3. Initiating Action: The next function of a leader is to require the initiative altogether matters of interest to the group. He shouldn't depend on others for decision and judgment. He should float new ideas and his decisions should reflect original thinking.
4. Co-Ordination: A leader has got to reconcile the interests of the individual members of the group thereupon of the organization. He has got to ensure voluntary co-operation from the group in realizing the common objectives.
5. Direction and Motivation: It is the primary function of a leader to guide and direct his group and motivate people to do their best within the achievement of desired goals, he should build up confidence and zeal in the work group.
6. Link between Management and Workers: A leader works as a necessary link between the management and the workers. He interprets the policies and programmes of the management to his subordinates and represents the subordinates’ interests before the management. He can prove effective only he can act as the true guardian of the interests of his subordinates.
Key Takeaway-
References-
