Unit IV

Leadership

Question bank

Q1) What is leadership? What are the main components of it?   5

A1) Leadership is the ability to inspire a team to achieve a particular goal. Leadership is also the way you choose to live your life as an individual, although it is usually discussed in the context of business. The definition of true leadership is to influence, inspire, help, build skills, and achieve goals in the process of others becoming their best self. You don't have to be a CEO, a manager, or even a team leader to be a leader. Leadership is a set of skills that everyone can acquire, and a particular psychology.

Leadership is not a zero-sum equation. When one person uses his or her own strength to exercise leadership, it strengthens, rather than diminishes, the leadership opportunities of others. That's because the ultimate definition of leadership empowers others to be effective leaders. That's why many iconic leaders have great mentors quoted for success. When one begins to embrace the role of leader, they inevitably connect with others who have already mastered the art of leadership.

Leadership has four main components (US Army, 1983).

1. Leader

You need to possess an honest understanding of who you’re, what you recognize, and what you'll do. Also, keep in mind that it is the followers who determine the success of the leader, not the leader or anyone else. If they don't trust their leaders or lack confidence, they won't be inspired. To be successful, you need to convince your followers, not yourself or your boss, that it's worth following.

b.    Follower

Different people need different styles of leadership. For example, new employees require more supervision than experienced employees. Unmotivated people need a different approach than highly motivated people. You need to know your people!  You must know the existence of your employees, know their attributes, and become acquainted with them.

c.     Communication

You guide through two-way communication. Many are non-verbal. For example, "set an example" tells people not to ask them to do what they don't want to do. What you tell and how you build or hurt your relationship with your followers.

d.    Status

All situations are different. What you are doing in one situation doesn't always add another. You must use your own judgment to determine the best course of action and leadership style required for each situation. For example, you may need to confront an employee about improper behaviour, but if the confrontation is too late or too early, too harsh or too weak, the results may prove ineffective.

Also, keep in mind that situations usually have a greater impact on leader behaviour than on leader characteristics. This is because the trait may have impressive stability over a period of time, but there is little consistency between situations (Michel, 1968). This is why many leadership scholars consider the process theory of leadership to be more accurate than the trait theory of leadership.

Q2) What are the principles of leadership?      5

A2) Leadership Principles

Follow these 11 leadership principles to help you become, know, and act (US Army, 1983). The remaining chapters of this Leadership Guide extend these principles and provide tools for implementing them.

1. Know yourself and seek self-improvement-To know yourself; you need to understand the attributes of your existence, knowledge, and behaviour. Seeking self-improvement means continuously strengthening your attributes. This can be achieved through self-study, formal classes, reflections and interaction with others.

2. Technically skilled-As a leader, you need to know your job and be familiar with the work of your employees.

3. Take responsibility and take responsibility for action-find ways to take your organization to new heights. And when things go wrong, don't blame others, as they tend to happen sooner or later. Analyse things, take corrective action and advance to subsequent challenge.

4. Make sound and timely decisions-use good problem-solving, decision-making, and planning tools.

5. Set up an example-a good example for employees. They need to see as well as hear what they are expected to do. Mahatma Gandhi said that if "We have to be the change we want to see." --

6. Get to know your people and be aware of their well-being-know the human nature and the importance of caring for your workers in good faith.

7. Stay informed to employees-Understand how to communicate with employees as well as seniors and other key people.

8. Make sure the task is understood, supervised and accomplished-communication is the key to this responsibility.

9. Train as a Team-Many so-called leaders refer to organizations, departments, sections, etc. as teams. They aren't really a team. They’re just a group of people doing their job.

10. Use the full capabilities of your organization-By developing a team spirit, you can hire and start your organization. Make the most of department, section, etc.

Q3) Explain any five modern theories of leadership.    8

A3) The developing hobby in management psychology over the past one hundred years has brought about the creation of diverse management theories to give an explanation for precisely how and why sure humans are proper leaders.

What makes you an awesome chief? Do sure persona trends make humans extra appropriate for management roles, or do situational trends cause them to much more likely to be in charge? Looking on the leaders round us, whether or not employers or presidents, we might also additionally surprise why those people excel in one of these positions.

People have lengthy been interested by management for the duration of human history, however a few formal management theories have emerged rather recently. Interest in management grew at the start of the 20th century.

Early management theories targeted at the features that distinguish leaders from followers, at the same time as later theories targeted on different variables inclusive of situational elements and ability levels. Many distinct management theories have emerged, maximum of which may be classified as certainly considered one among 8 important types.

1. "Great guy idea"

Have you ever heard of a person who's stated to be "born to lead"? From this perspective, an awesome chief is handiest born with the inner traits had to be a clearly born chief, inclusive of charisma, self-confidence, intelligence, and social skills.

The super guy idea assumes that management capabilities are essential. In different words, super leaders are born, now no longer born. These theories regularly describe super leaders as heroic, mythical, and destined to grow to be leaders whilst needed. The term "Great Man" changed into used due to the fact on the time management changed into typically taken into consideration in phrases of male features, especially navy management.

Such theories endorse those humans can not truly discover ways to grow to be sturdy leaders. It's both you had been born or now no longer. Explaining management is a totally herbal approach (in preference to nurturing).

b.    Characteristic idea

Like the Great Man Theory in a few respects, trait idea presupposes inheriting sure features and trends that make humans extra appropriate for management. Characteristic theories regularly become aware of particular persona and behavioural trends shared via way of means of leaders. For example, trends inclusive of extroversion, self-confidence, and braveness are all trends that could result in proper leaders.

If sure trends are vital characteristic of management, how do you describe humans who've the ones feature however aren't leaders? This query is one of the problems of the use of trait idea to give an explanation for management.

Many humans have management-associated personalities, however lots of them in no way are trying to find management status. Although missing a number of the important thing trends regularly related to powerful management, a few are nevertheless advanced withinside the important groups.

c.     Contingency idea

Leadership contingency idea makes a speciality of particular environment-associated variables that can decide which unique fashion of management is great applicable to the state of affairs. According to this idea, there's no most appropriate management fashion in all conditions.

Leadership researchers White and Hodgson endorse that virtually powerful management isn't always pretty much chief features, however approximately the proper stability among conduct, desires and context2.

Good leaders can check the desires in their followers, recognize the state of affairs, and regulate their conduct accordingly. Success relies upon on many elements, along with management fashion, follower features, and contextual aspects.

d.    Situation idea

Situation idea shows that leaders select the great route of motion primarily based totally on state of affairs variables. Different kinds of management can be extra suitable for sure forms of selection making.

For example, in conditions in which the chief is the maximum informed and skilled member of the institution, the authoritarian fashion can be maximum suitable. In different instances in which the individuals of the institution are professional professionals, the democratic fashion is extra powerful.

e.     Behaviour idea

Leadership conduct idea is primarily based totally at the notion that super leaders are created, now no longer born. Think of it because the turn aspect of the super guy idea. Rooted in activism, this management idea makes a speciality of chief conduct in preference to intellectual features or inner states. According to this idea, humans can discover ways to grow to be leaders thru schooling and observation.

Q4) Write short note on Hertzberg’s Two-factor Theory.    5

A4) The two-factor theory (also known as Herzberg's Motivation-Hygiene Theory) was developed by psychologist Frederick Herzberg, who discovered that job satisfaction and dissatisfaction act independently of each other. Two-factor theory states that while the workplace has certain factors that cause job satisfaction, another set of factors causes dissatisfaction. He called the dissatisfaction factors as follows:

"Hygiene factor". This theory is closely related to Maslow's theory of hierarchy of desires. Hygiene factors are preventative and environmental in nature, much equivalent to "Maslow's low-level needs." Although the motivation for positive satisfaction (e.g., rewarding work, awareness, responsibility) arises from the unique conditions of the job itself, such as awareness, achievement, or personal growth, and hygiene factors that do not provide positive satisfaction. Dissatisfaction arises from their lack (e.g., status, employment security, salary, benefits, etc.) These are extrinsic to the work itself and include aspects such as company policy, supervisory practices, wages / salaries, etc. I will. Basically, hygiene factors are needed to ensure that employees are not dissatisfied. Motivational factors are needed to improve employee performance. Herzberg further categorized our actions and the ways and reasons for doing so. For example, if you perform a work-related action because you need to perform it, it is classified as a movement, but if you perform it because you need to perform a work-related action, it is classified as motivation.

Motivational factors: -

1. Outcome
2. Recognition
3. Work for yourself
4. Responsibility
5. Promotion
6. Growth

Hygiene factors

1. Wages and allowances
2. Company policy and management
3. Relationship with colleagues
4. Physical environment
5. Directed by
6. Status
7. Employment security
8. Salary

Q5) What is Motivation? What are its types?     8

A5) 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.

Types of motivation are:

1. 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.
2. 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.
3. 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.

d.     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.

e.     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.

f.        Achievement Motivation: -Howard's renowned psychologist David C. McClellaland is most closely associated with the study of achievement motivation. In early 1947, McClellanand 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.

g.     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.

h.     Status or Prestige Motivation: -Dr. Saul W. Gleeman 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. "

Q6) What is motivation? What are its features?    8

A6) 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.

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.

Q7) Explain Maslow hierarchy of needs.      8

A7) Abraham Maslow is documented for proposing the hierarchy of desires theory in 1943. This theory may be a classic depiction of human motivation. This theory is predicated on the idea that every individual features a hierarchy of 5 needs. The urgency of those needs varies. These five needs are:

1. Physiological Needs-These are the essential needs of air, water, food, clothing and shelter. In other words, physiological needs are the essential comfort needs of life.
2. Safety Needs-Safety needs include physical, environmental and emotional safety and protection. For example-work safety, financial safety, animal protection, family safety, health safety, etc.
3. Social Needs-Social needs include the necessity for love, affection, care, belonging, and friendship.
4. Self-esteem Needs-There are two sorts of self-esteem needs: internal self-esteem needs (self-esteem, self-confidence, ability, achievement, freedom) and external self-esteem needs (recognition, power, status, attention, praise). There is.
5. The Need for Self-Actualization-This includes the urge to be what you'll / the urge to be what you’ll. It involves the necessity for growth and complacency. It also includes the will to accumulate more knowledge, community service, creativity and be aesthetic. The necessity for self-actualization isn't completely met. As a private grows psychologically, the opportunities to still grow still increase.

According to Maslow, individuals are motivated by unmet needs. When each of those needs is significantly met, it drives and enforces subsequent need. Maslow categorized five needs into two categories-higher needs and lower needs. Physiological and safety needs constituted lower needs. These lower needs are mainly met externally. Social, respectful and self-fulfilling needs made up the upper needs. These higher needs are generally met internally, that is, within the individual. Therefore, it is often concluded that in the boom period, the subordinate needs of employees are significantly met.

Impact of Maslow's hierarchy of desires on managers

1. As far as physiological needs are concerned, managers got to give employees adequate salaries to get the essential necessities of life. Employees should tend breaks and dining opportunities.
2. As far as safety needs are concerned, managers got to provide and maintain employment security, a secure and hygienic work environment, and retirement benefits for his or her employees.
3. As far as social needs are concerned, management should encourage teamwork and host social events.
4. As far because the needs of self-esteem are concerned, managers can reach their goals, thank and reward employees who exceed them. Management can give the proper employees a better position / position within the organization.
5. As far as self-fulfilling needs are concerned, managers can give employees challenging jobs that take full advantage of their skills additionally, they will tend the chance to grow in order that they will reach their peak.
6. Administrators got to identify the requirements level at which employees reside. That way, those needs are often wont to drive motivation.

The limits of Maslow's theory

It should be noted that not all employees meet an equivalent set of needs. Different individuals are often driven by different needs at an equivalent time. Motivating individuals is usually the strongest unmet need.

The theory isn't empirically supported.

In the case of a hungry artist, this theory isn't applicable because he strives for recognition and achievement, albeit the artist's basic needs aren't met.

Q8) Define control. What is the importance of it?     8

A8) Therefore, management can be defined as a management function to ensure that activities within an organization are performed according to plan. Control also ensures the efficient and effective use of organizational resources to achieve goals. Therefore, it is a goal-oriented function.

Control and management control are often considered the same. They both are different from each other. Control is one of the management functions, but management control can be defined as the process that an administrator follows to perform a control function.

Management control refers to setting established standards, comparing actual performance with these standards, and taking corrective actions to ensure that the organization's goals are achieved, if necessary.

Definition of control:

Business management means measuring achievement against standards and correcting deviations to ensure that goals are achieved according to the plan. Koontz and Koontz

Control functions are performed at all levels, top, middle, and supervision levels, at all types of organizations, whether commercial or non-commercial. Therefore, it is a popular feature. Management should not be considered the last function of management.

The control function compares the actual performance with a given standard, finds deviations, and attempts to take corrective action. Ultimately, this process also helps in developing future plans. Therefore, control functions help bring the management cycle back to plan.

Importance of control:

The importance of administrative functions in an organization is as follows:

1. Achievement of organizational goals:

Control helps you compare actual performance to certain criteria, find deviations, and take corrective action to ensure that your activities perform as planned. Therefore, it helps to achieve the goals of the organization.

2. Judgment of standard accuracy:

An efficient control system helps determine standard accuracy. In addition, it helps us review and revise our standards as our organization and environment change.

3. Use resources efficiently:

Management checks the work of employees at all stages of operation. Therefore, you can effectively and efficiently use all resources in your organization while minimizing waste and corruption.

4. Improving employee motivation:

Employees know the criteria by which their performance is judged. A systematic assessment of performance and the resulting rewards in the form of increments, bonuses, promotions, etc. motivate employees to do their best.

5. Ensuring order and discipline:

By managing it, you can closely check the activities of employees. Therefore, it helps reduce fraudulent behaviour of employees and creates order and discipline in the organization.

6. Promote ongoing coordination:

Management helps provide a common direction for all activities and individual efforts of different departments to achieve organizational goals.

Q9) Explain the process of control.       5

A9) Its main purpose is to ensure that the activities of the organization are proceeding as planned. The control process that every manager needs to implement consists of several steps. Each of these is equally important and plays a major role in effective management.

The management control process ensures that all activities in the business are driving that goal. This process basically helps managers assess the performance of their organization. By making good use of it, you can decide whether to change the plan or continue.

Process:

The control process consists of the following basic elements and procedures:

1. Establish goals and standards

The task of modifying goals and criteria is done during planning, but it also plays a major role in control. This is because the main purpose of management is to direct business behaviour towards that goal. If members of an organization have a clear understanding of their goals, they will do their utmost to achieve them.

It is very important for managers to communicate their organization's goals, standards and objectives as clearly as possible. There should be no ambiguity among employees in this regard. When everyone works towards a common goal, it helps the organization to thrive.

The goals that administrators need to set and work on are tangible / concrete or intangible / abstract. A tangible goal is a goal that can be easily quantified numerically. For example, achieving sales equivalent to rupees. Within a year, 100 chores is a concrete goal.

Intangible goals, on the other hand, are goals that cannot be quantified numerically. For example, company may be aiming to win a prestigious award for corporate social responsibility activities.

2. Measure actual performance against goals and criteria

Once the manager knows what his goals are, he then needs to measure and compare the actual performance. This step basically helps you know if your plan is working as intended.

After implementing the plans, the administrator should constantly monitor and evaluate them. If things aren't working properly, they should always be ready to take corrective action. To do this, you need to keep comparing actual performance to your ultimate goal.

This step of process control not only helps managers perform corrective actions, but also helps managers anticipate future problems. In this way, they can take immediate action and save their business from loss.

To compare the actual performance, the manager should measure it first. You can do this by measuring the results financially, seeking customer feedback, or appointing a financial expert. This is often difficult when managers want to measure intangible criteria such as labour relations and market reputation.

3. Take corrective action

If there is a discrepancy between actual performance and goals, managers should take immediate corrective action. Timely corrective actions can not only reduce losses, but also prevent them from happening again in the future.

In some cases, the corporate organization develops default corrective actions in the form of policies. However, for complex issues, this can be difficult to do.

In such cases, the administrator must first quantify the defect and prepare a series of actions to fix it. At times, special measures may need to be taken for unpredictable problems.

4. Follow-up of corrective actions

Taking corrective action is not enough. Administrators also need to draw them to logical conclusions. Even this step requires a thorough evaluation and comparison.

Administrators should stick to the issue until it is resolved. If they refer to it to their subordinates, they must stay around and see him complete the task. They may guide him personally so that he can later solve such problems himself.

Q10) What is communication?       5

A10) 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 behavior 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 proper communication.

It is the manager's responsibility to determine 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 scientific and continuous to convey, hear and understand. 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 are 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 effective only when the message is known, when it stimulates behaviour 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 refers to communication about commercial activities that propose to provide goods and services to consumers for profit.

This is the process by which information, facts, ideas, orders, advice, decisions, etc. are communicated, transmitted, or exchanged between people involved in the business, or between people. 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.

Q11) Explain the process of communication.     8

A11) Process of Communication

Communication is a continuous process that involves three main components. Sender, message, and recipient. The elements related to the communication process are explained in detail below.

1. Sender

The sender or communicator generates the message and propagates it to the recipient. He is the source of information and the person who initiates communication

2. Message

Ideas, information, views, facts, emotions, etc. were generated and intended to be communicated by the sender.

3. Encoding

Messages generated by the sender are symbolically encoded in the form of words, images, gestures, etc. before being transmitted.

4. Media

This is how the encoded message is sent. The message is often sent verbally or in writing. Communication media include telephone, internet, mail, fax, and email. The sender decides the medium of choice.

5. Decode

This is the method of converting the symbol encoded by the sender. After decoding, the message is received by the recipient.

6. Receiver

He is the last person in the chain and the person to whom the message was sent by the sender. When the recipient receives the message, understands it from the right perspective, and acts according to the message, the purpose of the communication is successful.

7. Feedback

The process of communication is complete when the recipient confirms that the message has been received and understood by the sender.

8. Noise

This refers to obstacles caused by senders, messages, or recipients during the process of communication. For example, poor phone connections, incorrect encoding, incorrect decoding, careless recipients, poor understanding of messages due to prejudice or improper gestures.

Q12) What are the barriers to communication and how to knock them down?8

A12) Barriers to communication

1. Physical barrier

If you're shooting closed doors, tall cubic walls, or blocked areas, you're heading in the right direction. Physical barriers are often specific obstacles or boundaries that separate team members.

It's not exactly specific, but keep in mind that distance can also be counted as a barrier in this category.

Communication is further complicated when team members are geographically dispersed and unable to work side-by-side physically (so Buffer's 2020 Remote Work Report shows communication and collaboration when working remotely. Turned out to be the biggest problem, only in loneliness).

How to knock them down:

1. No one says it needs to be converted to an open office floor plan right away (with its own criticism), but to guide the team to avoid the following physical barriers:
2. By providing ample space for collaboration, employees can choose to stay bowed to their work in their workspace or head to a place where more discussion is encouraged.
3. Set basic rules for various communication media for your team (for example, instant messaging is for urgent requests and email is for status updates and summaries).
4. Keep your office door open to stay friendly, or set normal business hours when team members can drop in for questions and feedback.

Language barriers: Barriers created by differences in language, word meaning, and pronunciation can cause confusion among people. Language means related to that language. Semantic means the meaning of a word. The following is

2.     Language / Semantic barrier

Lack of different or common languages   can create communication problems. People who do not understand their mother tongue or even a foreign language cannot communicate well. This is a very difficult situation.

Word diversity: Words have different meanings. The power of words is a gift to humans, but at the same time multiple meanings and spellings of words can cause communication problems.

Words with similar pronunciation but different meanings [homophones] can also cause communication problems. For example. Exceptions-accept, fair fares, council-lawyers, principles [etc.].

Terminology used by professionals such as engineers / doctors or other professionals [Terminology]. Terminology is often used unintentionally. However, the general public and those who do not understand the meaning of these words are facing problems.

Bypassed instructions: Means that the shortcut is used many times while passing a message. For example. The manager ordered the newly appointed secretary to burn a CD. She literally burned it. He intended to copy the CD

How to knock them down:

Of course, if there is a big difference in language at work, you need to look into translation services to make up for the difference. However, please note the following:

Pay attention to the jargon and encourage team members to explain it as simply as possible. You can also turn it into a fun "jargon alert" type of game to raise awareness when you get into the habit of using complex acronyms and terms.

Also remember your body language. Do not neglect nonverbal communication, as different gestures and postures are viewed differently by different people.

Use visuals, demonstrations, and examples where possible. These help to be much clearer than written or verbal communication.

3.     Socio-cultural barriers:

Culture is a way of life, values, or principles. Cultural differences between people can create barriers. Various religious practices are followed around the world. There are many time differences in culture, which can be misleading in communication.

Globalization and liberalized policies in business allow people around the world to travel and work in multinational corporations and businesses. This has led to a mixture or mixture between people, but due to differences in language, religious practices and dressing styles, people are often confused and unable to understand each other correctly.

This led to a communication failure. Below are examples of socio-cultural barriers.

1. The concept of time: Time is not recognized equally among cultures. Time is important in Western culture. In Asian culture, we take time leisurely. The concept of punctuality varies from culture to culture.
2. Assumptions about social stratification or caste system. The caste system has been observed in India. However, in all cultures, there are some types and differences in society in the form of religions, community differences, denominations, and class divisions. We should not always assume someone excellent or inferior due to caste or class system.
3. Etiquette and Mannerism: Different types of Mannerism are observed in all societies and cultures. This includes how to follow rules of conduct and specific codes of conduct. Different forms of address and salute, or different dressing methods [formal or informal wear] are observed. This can be confusing from time to time.
4. The serving and cooking methods are not the same. There are certain expected norms for eating at meetings. These are called meal etiquette.
5. The methods of body language [nonverbal behaviour] around the world are not the same. This can be misleading.
6. Proximity [concept of space] varies from culture to culture. Some cultures do not allow short distances between people. Short distances are acceptable in some cultures.
7. Values   are not the same between cultures. Values, good behaviour, or ethical principles guide our lives. However, the methods of these value systems are not the same all over the world.

How to knock them down:

If there are cultural barriers, you may want to think that it is better to build a homogeneous team. That is not true. We need to find ways to overcome these cultural barriers so that we can communicate well and enjoy the benefits of diverse teams. Here are some ideas:

Invite employees to create guides or "user manuals" that share important information about communication preferences, such as how to work effectively and how to receive praise and feedback.

Celebrate the differences between teams at various events and educational opportunities (they are fun and understandable!).

Use personnel analysis tools such as F4S to measure the work styles and preferred communication styles of each team member, and use culture tools to switch between different cultures to find potential friction points. For example, a slightly lower motivation for Culture A's "reflection and patience" can result in a very low motivation for Culture B and a higher "reflection and patience" score for the average worker. This shows that Culture A team members can feel impatient in a hurry when working with Culture B team members. By recognizing this, you can relieve tension before the start.

4.     Psychological barriers:

Psyche means spirit. Psychological barriers arise in the mind. The human mind is very complicated to understand. We face many conflicts because of the situation and the events around us. Therefore, these barriers always occur. But the real problem is that people don't accept that these barriers exist in their minds. Psychological barriers are created many times due to status, old age, and ego issues. These are difficult to overcome.

Accept that they are facing barriers or lacking the proper understanding to face the world. The following are situations or examples of psychological barriers.

1. Ego: The attitude of "I" means that I feel great and can create a barrier in my mind. Ego barriers cause conflicts in relationships.
2. Prejudice: Prejudice against people based on community, caste, religion, or individual [wrong opinion] is very negative for communication. Prejudice can interfere with communication.
3. Emotions and Emotions: The emotional confusion of the sender or recipient can distort [modify] communication.
4. Halo effect: People's likes and dislikes can produce a halo effect or a horn effect. This can affect communication.
5. Self-image: A positive or negative image of self is a way of seeing the world. Negative self-image can disrupt or interfere with communication. Such people always think negatively and do not look at things or events properly.
6. Message filtering: Messages are intentionally filtered. We always try to protect ourselves or protect ourselves during some problems. Therefore, the message is often modified by the inferior.
7. Closed mind: In most cases, our mind is closed or unable to learn new things. This problem is observed with old age and changes in attitude. This is also a very barrier to communication.
8. Status: Status creates a barrier for employees. High or low status interferes with thinking and mixing with people. Due to status barriers, people keep distance while communicating.
9. Awareness: The way we see the world and attitudes determines our communication strategy. False or negative perceptions can make communication difficult. People who have or think negatively see everything and events
10. Negatively.
11. Inadequate retention: The ability to retain and remember messages is important. But when it is poor, communication becomes difficult.
12. Interests and attitudes: People's interests and attitudes determine communication strategies. Lack of interest or wrong attitude can lead to inadequate communication.
13. . Day-Dreaming: Many students have a habit of dreaming or thinking about something else when they are giving a lecture or talking. This interferes with communication and prevents the message from being reached correctly.

How to knock them down?

Psychological Barriers: It is true that it is difficult to overcome or resolve psychological barriers. You have to accept mistakes and restrictions. This leads to an understanding of human life. People do not accept their shortcomings or restrictions. This leads to

Lots of problems. We need to be respectful and humble of others. In many cases, the sender and receiver are not properly prepared. Therefore, this causes communication problems. Misunderstandings, lack of interest, mental and physical disabilities

This can cause problems. Your boss and all reporters need to work hard to overcome the problem.

Q13) What is resistance to change? What are its types?   5

A13) One of the maximum crucial obligations for an administrator is to facilitate adjustments. Change is inevitable; however, resistance to trade is likewise inevitable. Keeping strategies and conduct consistent is the primary humanity of human beings. This is wherein trade control is available in handy. If an organisation desires to succeed, it ought to usually try to evolve to trade.

Introducing resistance to trade

Changes are essentially versions of present strategies, customs, and practices. Every organisation works in a dynamic environment, so that you usually should trade yourself to be successful.

Change control consists of numerous techniques which can assist facilitate the clean adoption of such adjustments.

One of the maximum crucial elements of trade control is resistance to trade. Countering trade and retaining the reputation quo is surely human nature.

However, adjustments are unavoidable, and agencies ought to try and enforce them with minimum effort, as opposed to resisting them.

Resistance to trade may be specific or implicit. For example, a worker might also additionally react to a coverage trade with a whole refusal or protest.

They might also additionally even chorus from explicitly disapproving; however, they will implicitly achieve this via way of means of now no longer accepting the adjustments. Administrators want to apprehend those troubles and assist personnel easily undertake those adjustments.

Reasons for resistance to trade

To facilitate migration and trade, the supervisor ought to first be capable of become aware of the precise motive for the resistance. Resistance to those adjustments is not unusual place to all agencies. Here are a few not unusual place motives for this:

People typically locate it handy to maintain doing something as usual. It's tough to get them to research something new.

Change usually brings approximately adjustments in one's obligations, powers and influences. Therefore, people who are adversely stricken by such adjustments will usually face up to.

People who stick with retaining conduct as opposed to taking dangers and doing new matters usually face up to trade. This may be resulting from both their tension and loss of creativity and will.

Types of resistance to trade

There are 3 styles of resistance to trade:

a) Logical resistance: This sort of resistance essentially arises from the time human beings really take to evolve and adapt to trade. For example, as computer systems have become greater commonplace, accountants needed to circulate from paper accounting to virtual accounting. This, of course, takes time to evolve.

b) psychological resistance: In this category, resistance is prompted in basic terms via way of means of mental and mental factors. Individuals regularly face up to trade due to worry of the unknown, decreased tolerance for trade, and aversion to control.

c) Sociological resistance: This resistance is associated with the not unusual place values ​​and conduct of the group, now no longer the individual. Individuals can be inclined to trade, however now no longer due to peer strain from the companies they may be individuals of. For example, while exchange unions protest new control policies, all employees face strain to protest together.

Q14) What is a change management strategy? What are the 5 powerful extrade control techniques to deal with the human issue of organizational extrude?                                                                                                                                                           8

A14) Change Management Strategies

Organizational extrade is critical for groups that need to adapt and continue to be competitive; however organizational extrade may be noticeably devastating without techniques to manual extrade projects. The best extrade control techniques are the ones that target human behavioural elements. Why? Employees are most usually suffering from organizational adjustments, and the choice to come to be a hire, hold, or suspender of adjustments will have a vast effect at the short-time period and long-time period achievement of a commercial enterprise development project.

Here are 5 powerful extrade control techniques to deal with the human issue of organizational extrade.

1. Propose incentives

Assuming personnel observe their interests, the primary extrade control method is to offer incentives to inspire humans to embody new guidelines withinside the organisation and in the long run get involved.

Employee awards applications and rewards tailor-made to unique behaviours and company values ​​offer the "carrots" that a few employees want to shop for extrade. Incentives additionally assist reinforce the behaviours and behaviours senior executives are seeking out on this turbulent era. Finally, this fine version of extrade control indicates that management appreciates personnel at some stage in tough instances of transition.

2. Redefine cultural values

Another manner to sell worker help is to redefine the values ​​of organizational lifestyle. This extrade control method is primarily based totally at the essential assumption that humans, as social beings, "fit" into cultural norms and values ​​and "need to go together with them."

Establishing a lifestyle of non-stop development is one manner to extrade the minds of personnel who're requested to extrade their manner of working. In this example, personnel can be much more likely to embody new methods of working (and new methods of considering work) in the event that they have already embraced thoughts for non-stop development and cataclysms that accompany extrade.

3. Exercise authority

Depending on how extreme they want for extrade is, companies can pick to lessen worker competition and workout the authority to pressure employees to conform to new standards, processes, and cultural norms as quickly as possible.

If the chance is excessive and approaching adjustments are hard to survive, companies won't have time to spend money on incentive applications and cultural extrade projects. A coercive method will be the quickest manner to make a difference: "my street or highway," however a grudge amongst a few personnel that is a hassle withinside the future. And can create competition.

4. Shift the load of extrade

People regularly fast oppose adjustments that they remember especially unwanted or destructive; however, they regularly adapt quicker to new environments. Organizations can take gain of this flexibility with the aid of using developing new systems with new processes, workflows, and values ​​to step by step pass personnel from the antique structure.

This method is good for conditions related to radical and transformative organizational adjustments. Instead of burdening senior control with the aid of using seducing or forcing personnel to just accept positive extrade projects, the load of extrade is the hard work of locating themselves step by step (or at once) withinside the new organization. Once there, personnel face the opportunity of adapting to new conditions or being left in the back of to "die withinside the vines" in antique companies.

5. Recruit extrade champions

Fundamental adjustments are regularly situation to excessive resistance; however, the odds of achievement may be expanded if the voices helping the extrade belong to employees in addition to senior control. Speed ​​up worker approval, lessen resistance, and gather remarks on deliberate extrade projects with the aid of using hiring front-line personnel to proportion the want (and benefits) of extrade with colleagues. Its capabilities as a mechanism to disseminate information.

When you become aware of the want for extrade inside your organization, Business Enterprise Mapping allows become aware of possibilities for development buried in damaged processes. It also can display how commercial enterprise manner mapping can assist lessen resistance to extrade and lay the muse for essential extrade. Contact us on line or name 480-515-9001 to seek advice from a commercial enterprise manner reengineering expert.