Unit - 4

Staffing and Leadership

Q1) Define Staffing.

A1) In the new company, the staffing function will follow the design and organizational functions. Staffing is an ongoing process when running a business. Therefore, the manager should perform this function. Staffing features include staff recruitment, selection, training, development, transfers, promotions, and rewards.

It is clear that management must make sure the continuous availability of a sufficient number of efficient executives within the corporate for the efficient operation of the corporate. The chosen personnel must be physically, mentally, and temperamentally suitable for work.

Staffing may be a core function of management. Each manager is continuously involved within the execution of HR functions. He's actively involved in recruiting, selecting, training and evaluating his subordinates. These activities are administered by the chief Secretary, Department Manager and Foreman in reference to his subordinates. Therefore, staffing is often an in-depth function of management and is performed by rock bottom level administrators.

Its managers duty to do certain functions like selection, training, performance evaluation, and employee counselling. Many companies have a person's resources department to hold out these activities. However, this doesn't mean that managers at various levels are exempt from responsibility to help them in performing their HR functions. Therefore, each manager must take responsibility for staffing.

Staffing: Meaning and purpose

Staffing involves determining the workforce requirements of the corporate and staffing with appropriate and competent staff in the least levels. Therefore, workforce planning, procurement (i.e., selection and placement), training and development, evaluation and worker compensation are included in staffing.

The staffing function for managers refers to staff recruitment, selection, training, training, evaluation, and compensation. It's the duty of every manager to perform this function.

Responsibility for efficient planning and execution of staffing functions rests with each manager in the least levels. Responsibility increases as you progress up the organizational hierarchy. Many managers believe the parable that the HR function is that the responsibility of the HR department.

Certainly, the HR department is involved within the staffing function. But it cannot be as stupid as a manager putting all responsibility on someone else's lap. Responsibility for staffing lies with the very best level of the corporate. Politicians cannot circumvent this basic responsibility.

An important factor that needs special consideration is an estimate of the number of managers a corporation will need. The amount depends not only on its size, but also on the complexity of the organizational structure, its expansion or diversification plan, and turnover.

The degree of decentralization primarily determines the number of staff required. If your estimates are accurate and your company wants to avoid setbacks, you would like to be seriously involved in employee planning exercises.

Q2) What are the Key staffing goals?

A2) Key staffing goals:

1. Acquire the proper sort of personnel for the proper job.
2. Development and development of human resources.
3. Develop personnel policies regarding transfers and promotions.
4. Effectively form human resources and motivate them to hunt higher performance.
5. Establish desirable labor-management relationships between employers and employees and between groups of employees.
6. Confirm that the worker meets the worker's requirements so as to be loyal and committed to the organization.
7. Increase employee morale by maintaining good relationships

Q3) What all definitions is given by various authors for Staffing?

A3) It includes managing the administrative structure through the right and effective selection, evaluation, and development of staff who perform the roles designed within the organization. According to Koontz and O'Donnell,

“The process of identifying, assessing, identifying, assessing, and directing people within the workplace,” says S. Benjamin.

Staffing is that the ability of managers to create a corporation by hiring, selecting, and developing individuals as talented employees. The staffing function for managers consists of several interrelated activities like resource planning, recruitment, selection, placement, training and development, compensation, performance evaluation, promotion, and transfer. Disadvantages of these activities Evaluate the weather of the staffing process. -Dalton E. McFarland

It is a process by which a manager selects, trains, promotes, and retires his subordinates.” [J. L. Massy]

It is the process of continually ensuring that a company has the right number of employees with the right skills in the right jobs at the right time to achieve the goals of the organization. It's possible. ”—Caruth, Carus, Pane

“Staffing is often defined for the process of acquiring, allocating, and maintaining a workforce of sufficient quantity and quality to have a positive impact on the effectiveness of an organization.” — Heneman, Judge, And Kammeyer-Mueller

“Staffing is the process of analysing an organization's work in terms of talent needs and recruiting and selecting candidates.” “[W. Haynes]”

Therefore, staffing plays an important role in personnel planning. Guarantee the best use of the workforce within your organization. Staffing is the key to all other management functions. Helps maintain a satisfying workforce in the company.

From the staffing definition above, we can see that the staffing function needs to perform several sub-functions, from administrative staff to lower-level employees. It's a process of matching work with talented people and seeks to retain and develop employees through appropriate training and development programs.

Q4) What all steps are there in Staffing?

A4) Staffing begins with estimating manpower requirements and progresses towards finding talented staff to fill the various positions in an organization. Staffing, therefore, must follow a logical step-by-step process.

The following are the important steps involved in the staffing process:

Step # 1. Estimation of manpower needs / workforce planning:

The workforce planning process can be divided into two parts. One is an analysis to determine the quantitative needs of the organization, that is, how many people will be needed in the future. The other part is qualitative analysis to determine what qualities and characteristics are required to perform a job.

The first is called the quantitative aspect of workforce planning in which we try to ensure a fair number of staff in each department and at each level. It should be neither too high nor too low, resulting in overstaffing or understaffing respectively. The second aspect is known as the qualitative aspect of workforce planning in which we try to achieve a proper fit between the job requirements and the requirements on the part of the staff in terms of qualification, experience and personality orientation.

Step # 2. Recruitment and selection:

The second step after workforce planning is recruiting and selection. These are two separate functions, which generally go together. Recruitment is intended to stimulate and attract job applicants for positions in the organization. Selection consists of making a choice between the candidates. Choose those that best suit the requirements of the position, taking into account the information from the analysis of the position.

Recruitment processes must begin by precisely identifying the task to be performed and also drawing a line between successful and unsuccessful performance. Thereafter, the selection process tries to find out to what extent a job applicant meets those characteristics or traits necessary to successfully perform the job.

Step # 3. Positioning and Orientation:

Placement refers to placing the right person in the right job. Once the job offer has been accepted by the selected candidate, you are placed in her new job. Proper placement of an employee reduces absenteeism, employee turnover, and accident rates. Orientation / induction refers to the process of introducing or orienting a new employee to the organization.

The new hire is introduced to his co-workers, given a tour of the department, and informed about details such as work hours, overtime, lunch break, restrooms, etc. They are mostly informed about the company, the job and the work environment. They are inspired to talk to their supervisors with basic problems and its solution.

Step # 4. Training and development:

It is more accurately considered as a process of skill building and behaviour change. It is an ongoing process of the personnel function. Training takes place most effectively when you know the actual content of the jobs for which you are training and developing people.

Training programs should be designed to impart knowledge, develop skills and stimulate the motives needed to do the job. Growth involves the major development of an employee in all aspects. It is a broader concept. Seeks to develop competencies and skills for future performance. Therefore, it has a long-term perspective.

Step # 5. Performance evaluation:

It means evaluating an employee's current and past performance against certain predetermined standards. This process includes defining work, evaluating performance, and providing feedback.

Step # 6. Promotion and career planning:

Managers must encourage employees to grow and develop to their full potential. Promotions are an integral part of people's careers. They generally mean more salary, responsibility, and job satisfaction.

Step # 7. Compensation:

Refers to all forms of payment or rewards paid to employees by the employer / company. It can be in the form of direct financial payments (time-based or performance-based) such as salaries and indirect payments such as paid leave.

Q5) Define Motivation.

A5) Motivation: -Today, virtually everyone, including amateurs and scholars, has its own definition of motivation that includes one or more of the following terms: The technical motivation comes from the Latin word "Movere" which means "move".

Definition: -A motivation is an internal state that directs or guides an action toward a goal, energizes, activates, activates, or moves (and thus motivates) an action.

Basic Motivational Process: Needs ================== Drive ===================== Goals (Derivation) (Deprivation of direction) (Reduction of drive)

Needs: -The word needs mean “deficiency." In the sense of stability, needs are wanted whenever there is a physiological or psychological breakdown. For example, it is necessary when cells in the body are deprived of food and water, or when the human character is deprived of other people who work as friends or associates. (Hunger, thirst, company)

Drive: -With a few exceptions, the drive or motivation (these two terms are used interchangeably) is set to mitigate your needs. Drives can easily be defined as lack of directionality. Drives are action-oriented and provide the impetus to inspire you to reach your goals.  An example of the need for food and water translates into the urge to be hungry and thirsty, and the need for friends becomes the urge to belong.

Goal: -There is a goal at the end of the motivation cycle. The goal of the motivation cycle can be defined as reducing needs and returning them to the drive. Therefore, achieving the goal tends to restore physiological and psychological balance, reducing or blocking drive.

Q6) What are the types of motivation?

A6) The types are:

Key Motivations: -Psychologists do not fully agree on how to clarify different human motives, but admit that some motives are unlearned and based on physiology. Such motives are variously referred to as physiological, biological, unlearned, or major. The last term, primary, is used here because it is more comprehensive than the other terms. The use of the term "primary motive" does not mean that the aforementioned motive group always takes precedence over the "general" and "secondary" motive groups. The priority of primary motivation is implied in some motivational theories, but there are many situations in which general and secondary motivations dominate over primary motives. Common examples include single priests and fasting for religious, social, or political reasons. In both of these cases, the learned secondary motivation is stronger than the unlearned primary motivation. In order for motives to be included in the primary classification, the criteria must be met. That is, the motive must be unlearned and based on physiology. The most commonly recognized main motives thus defined include hunger, thirst, sleep, and pain avoidance, gender and material concerns.

General Motivation: -Individual classification of general motivation is not always given. However, there are some motives in the gray area between the primary and secondary classifications that made such a category necessary. Motivation must be unlearned, but not physiologic, in order to be included in the general category. Although not all psychologists agree, abilities, curiosity, manipulation, activity, and affection motives seem to best meet the criteria for the above classification. Understanding these general motivations is very important, especially for the study of human behaviour in organizations. These are more related to organizational behaviour than key motives.

Ability Motivation: -Robert W White is most closely associated with Ability Motivation. While building the entire theory of ability motives, he was convinced that people were striving to control or have the ability in their environment. People need to know what they are driving to make things happen. White decided that his critic

The period of development is always between the ages of 6 and 9. During this period, the children cut the laces and step into the world on their own. They cross the streets themselves, ride bicycles, play baseball, roller skates, and develop the need to read. These needs are represented by their ability to the environment or their willingness to become proficient. The experience of success and failure that young people encounter during times of crisis has a lasting impact on the strength of their abilities. This motivation has an interesting impact on the design of an organization's work. It suggests that people may be motivated by the challenge of trying to master the job or trying to be competent at the job. However, as soon as highly specialized work is mastered in a modern organization, the motivation for ability disappears.

Secondary Motivations: -These motivations are clearly tied to the concept of learning. You need to learn the motivations involved in the secondary classification. Many important human motives meet this criterion. Some of the more important are power, achievement, and affiliation, which are commonly referred to as Pow, Ach & Aff. In addition, security and status are also important secondary motives, especially in relation to organizational behaviour.

Force Motivation: -The main supporter of force motive was Alfred Adler. In 1911, Adler formally broke his close relationship with Sigmund Freud and proposed the opposite theoretical position. Whereas Sigmund Freud emphasized the influence of the past and the motives of the sexual unconscious, Adler replaced the future and overwhelming motivation with power dominance. Adler said: -"Now I'm starting to see clearly that I'm pursuing superiority in all physical phenomena. All our functions follow their instructions and conquer, guarantee, right or wrong. Whatever all our philosophers and psychologists promise to dream of, self-preservation, the pleasure principle, equalization. These are all vague expressions and a great upward motivation. I try to express the basic facts of our lives.

Achievement Motivation: -Howard's renowned psychologist David C. Mc Clellal and is most closely associated with the study of achievement motivation. In early 1947, McClellan and thoroughly investigated and wrote about all aspects of achievement motivation. This extensive study reveals a clear profile of the characteristics of high performers. In the simplest way, achievement motivation can be expressed as a desire to perform in terms of excellence or to succeed in a highly competitive situation.

Affiliation Motivation: -Affiliation motivation is very complex, but it plays a very important role in human behaviour. At times, affiliation is equated with social motivation and / or group dynamics. Motivation for affiliation is neither as broad as implied by the definition of social motivation, nor as comprehensive or complex as implied by the definition of group dynamics. According to Hawthorne's research, the importance of affiliation motives in the behaviour of participants in an organization is very clear. Employees, especially those in ranking and files, are very likely to belong to a group and be accepted. The motivation for this affiliation is an important part of group dynamics.

Status or Prestige Motivation: -Dr. Saul W. Gellerman is a well-known psychologist and member of the American Psychological Association. He is the Human Resources Research Manager at IBM World Trade Corporation. In one of his books, "MOTIVATION & PRODUCTIVITY," he states: life. Fame is conferred by society and is not chosen by individuals to suit their tastes. High fame is often a problem for low-ranking people who want to put someone on a pedestal or platform. "

Q7) What are the of the concept of motivation?

A7) 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.

Q8) State the importance of Motivation.

A8) Motivation is an integral part of the orientation process.

Managers need to create and maintain a desire to work for a specified purpose while instructing their subordinates.

1. High efficiency:

A good motivational system frees up a vast undeveloped storehouse of physical and mental abilities. Many studies have shown that motivation plays an important role in determining the level of performance. "Unmotivated people can invalidate the healthiest organizations," Allen said.

By meeting human needs, motivation helps increase productivity. Better use of resources reduces operating costs. Motivation is always goal-oriented. Therefore, the higher the level of motivation, the higher the achievement of the goal.

2. Better image:

Companies that offer opportunities for economic and personal progress have a better image in the job market. People prefer to work for a company because of development opportunities and compassionate prospects. This helps attract qualified staff and simplifies staffing capabilities.

3. Make changes easy.

Effective motivation helps overcome negative attitudes of employees, such as resistance to change and production restrictions. Satisfied workers are more interested in the goals of the new organization and more embracing the changes management wants to make to improve operational efficiency.

4. Relationships:

Effective motivation creates job satisfaction and creates a heartfelt relationship between employers and employees. Labor disputes, absenteeism, and turnover rates are reduced, resulting in profits. Motivation helps solve a central management problem: the effective use of human resources. Without motivation, workers may not make the best effort and seek to satisfy their needs outside the organization.

The success of an organization depends on the optimal use of resources. The use of physical resources depends on the ability to work and the willingness of employees to work. In reality, ability is not an issue, but it lacks the will needed to work. Motivation is the primary tool for building such a will. That's why Rensis Likert said, "Motivation is at the core of management." It's the key to running management.

Motivational and non-monetary incentives

Motivational financial / incentive methods:

Financial methods refer to monetary rewards. Incentives are nothing more than incentives provided to employees to motivate them. There is a direct relationship between effort and reward, and monetary reward must be valuable and equal to others.

Low-paying staff will send you a message that your company does not value their work. Money is not the main motivation, but it should not be seen as a signal to reward employees poorly or unfairly.

The financial incentives are:

1. Wages and allowances:

This includes base salary, grade salary, and dear allowance. Business trip allowance, salary increase, etc. Appropriate salaries and allowances help organizations retain and attract talented people.

But good wages and allowances do not have to motivate everyone, especially those who enjoy the safety of work in government agencies and those whose corruption is their way of life.

Some of the other issues are related to bad attitudes, dissatisfaction, absenteeism, turnover, poor organizational citizenship, and adverse effects on the mental and physical health of employees.

2. Incentive payment:

The incentive compensation plan aims to increase the amount of production that can be measured quantitatively. When it comes to incentive plan goals, employees need to be confident that they can reach them.

3. Profit sharing:

This is a reward system where team members get bonuses for increasing productivity or reducing waste. For the sake of explanation, if the waste is reduced from 5%, the profit may be shared equally with the team.

4. Profit sharing:

This means sharing profits with employees through the distribution of bonuses. Profit sharing plans have their drawbacks. One is that it is functioning regularly in the government sector regardless of performance, and the other is that it may not be related to individual efforts.

5. Stock options:

Many companies use employee stock option plans to indemnify, retain, and attract employees. These plans are contracts between a company and its employees, giving employees the right to purchase a certain number of shares of the company at a fixed price within a certain period of time.

Employees who have been granted stock options want to benefit from exercising their options at a higher price than when they were granted. In India, stock options have primarily been used as a tool for retaining more selective employee groups.

6. Retirement benefits:

This includes accumulated fund, tips, vacation cashing, and pensions. Providing final benefits provides a guarantee to employees

During your service for their future

Q9) What are non-monetary incentives / techniques?

A9) Non-monetary incentives do not include monetary payments. These are also important for motivating employees as they bring psychological and emotional satisfaction to them.

These include a great many techniques. People work for money, but they work more for the meaning of life. In fact, they work to have fun.

Important non-monetary incentives include:

1. Employment security:

Nothing is more motivating than providing employment security to temporarily appointed workers. Lack of employment security will always be a threat, even if temporary workers work harder. If such a worker were given employment security, he would be more committed to the organization.

2. Rewarding work:

Workers who are dynamic in nature do not like their daily work. They are always ready to accept rewarding work and can pose challenges through mentoring, work redesign, or job expansion and job fulfilment. Understand the abilities of every individual in the organization and assign him a job accordingly.

3. Recognition:

It is important that the employer acknowledges diligence. Even a thank-you note from him will motivate employees to maintain or even improve their performance at the same level. The employee ranked personal "thank you" as the most sought-after form of perception, followed by a handwritten thank-you note from his boss.

4. Better job title:

Job title is important. Employees prefer specific designations. For example, a salesman is appointed as a sales executive and a sweeper is appointed as a sanitary inspector.

5. Opportunity for progress:

Employees do not become a stagnation point during the peak of their careers. Employers always need to provide employees with the opportunity to perform well and move up the hierarchy.

6. Empowerment:

Inspiring an employee is his involvement in certain important decisions. For example, if a manager decides to buy a new machine for a factory, he can get a worker's perspective before making the final decision. Management should avoid unilateral decisions on such issues.

7. Competition:

Management can promote healthy competition between employees. This will certainly motivate them to prove their abilities. Management can also rank employees according to performance. Employees who perform very well may be given a certificate of merit.

8. Job rotation:

Job rotation means that employees are exposed to different types of work. This will certainly break the monotony of employees. For example, in a bank, an employee may be placed in the cash section after working in the savings bank section for some time. These changes not only motivate employees, but also prepare them for versatility.

9. Set an example and lead — be passionate and energetic.

Leaders need to show the attitudes, values, behaviours and ideas they want from their staff. Leaders are always considered role models.

10. Encourage the use of humour and creativity.

Incorporating humour into the workplace can reduce stress and create a more positive environment for everyone. Strategies for increasing humour include emailing daily comics and jokes to all staff, encouraging laughter, and finding fun times at events that didn't go as planned or expected.

11. Treat your people as humans – neither inferior nor superior:

Show trust and respect, stimulate creativity, create a “safe environment at risk”, inform about relevant developments within the organization, treat it as a learning tool rather than blame mistakes, and defend employees Act as a person, become their visible champion, provide the resources and support staff need to complete their work, facilitate and provide two-way feedback, address stress and burnout, we will implement work-life balance initiatives.

Q10) Write short note on Hertzberg’s Two-factor Theory.

A10) 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

Q11) What is Maslow theory? Explain its impact.

A11) 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.

Q12) Define Motivation.

A12) "Motivation" is the process of inspiring people to perform their duties effectively and to increase their desire and motivation to work together to achieve a company's common goals.

In other words, it means inducing, inciting, inciting, or encouraging someone to take a particular course of action to achieve the expected outcome of someone.

Motivation is the power that stimulates men to do their best to accomplish their tasks.

E.F.L.'s words:

“Motivation ensures that team members effectively reduce, give loyalty to the group, perform the tasks they accept properly, and play an efficient role within the work that the group generally does. It's a general inspiration process. "

In fact, motivation may be seen as an integral part of the directional process. In coaching subordinates, managers must motivate their subordinates to enthusiastically pursue the goals of the organization. If you try to do so, you can say that the manager is interested in motivation. The term "motivation" comes from the word "motivation".

Motivation is the "internal state of energizing, activating, or moving, directing or inducing human behavior toward a goal." Motivation is an expression of a person's needs and desires. To motivate individuals to work towards the achievement of their organization's goals and objectives, managers need to determine their motivations, in other words, the needs of their employees for their satisfaction.

Therefore, motivation may be described as a process in which an individual is given the opportunity to meet his needs by pursuing a particular purpose.

Motivation is a powerful tool in the hands of managers to guide their subordinates to act in the desired way by meeting their needs and desires. It has to do with how actions begin, are energized, started, maintained and directed.

Successful managers know that directional issues do not mean to follow, even if they are well thought out. He uses his motivation properly to encourage employees to work effectively to achieve established goals.

The concept of motivation.

Motivation is a human factor in management. Managers feel some kind of challenge to motivate people in their work. Because this motivation is related to the internal power to instruct people to act in a particular way to gain something or meet their needs. From a previous survey, we found that managers work through others. Getting the job done is not easy. The manager needs to get people to work according to the instructions given to him. But the question is why people work. Why do they behave like them? What motivates people to act in a particular job?

The term motivation comes from English word Motive, and therefore the Latin word "Movere:" Movere "means to maneuver. Motivation means an urge, need, desire, desire, or urge within an individual.

Motivation Process

1. Necessary:

The motivation process begins with needs and expectations. You can't motivate your employees without their needs and expectations. Employees run to meet and solve their needs and expectations. The need for expectations is a very important process of motivation. Business organization managers need to give due consideration to the needs and expectations of their employees. Food is a related example.

2.     Drive / Action:

The drive is action oriented. After expecting, people look for a job. Actions are needed to address needs and expectations. Without action, employees cannot solve food problems. Therefore, when the need arises, people work for its implementation.

3.     Incentive:

Incentives are the final process of motivation. After work, employees should be offered competitive wages. We support you in solving and addressing your needs and expectations. Employees come to the organization to market their knowledge, skills, and workforce. Employees will get incentives when they sell their workforce.

Q13) State the importance of motivation.

A13) Motivation is important for both organizations and individuals. Motivation has become a very effective tool for achieving organizational goals, and managers can use this tool to motivate or motivate staff in their work so that they can work effectively and efficiently. Need to stimulate.

From an organizational and personal perspective, motivation is important, plays an important role, and is also considered an important determinant of performance.

1. Improvement of cooperation:

With effective motivation, employees are ready to help inherit the organization. By expanding active cooperation, employees can help organizations achieve their goals while solving problems and gaining satisfaction. In this way, if you truly motivate yourself within your organization, you will be able to fully capture the prosperity of both parties.

2.     Higher morale of personnel:

Motivation boosts the morale of workers' work. Highly motivated workers are claimed as an asset of the organization. Motivated employees can contribute to the organization by reducing turnover and absenteeism. High turnover and absenteeism can cause many problems for your organization and negatively impact your reputation. Motivation helps lower these rates.

3.     Utilization of factors of production:

Human resources are one of the important resources, and if this resource is used properly, only other factors can be used properly. Motivation ensures that human resources (employees) work in good faith and perform / complete tasks efficiently. If employees work efficiently, they may be able to take advantage of other factors of production and make the most of them. Therefore, motivation helps to utilize factors of production in a controlled manner.

4.     Higher productivity:

With the help of motivation, organizations can achieve higher levels of productivity. Because by motivating subordinates, managers can entice them to work efficiently, helping the organization improve total productivity and productivity. When workers are guided by various motivational techniques, they can develop their own qualities and therefore can also be used for the prosperity of organizations and subordinates.

5.     Best remedy for resistance to change:

Signs of development turn into work and work skills. Changes in an organization and how it works are a common phenomenon due to organizational changes in production technology and marketing processes, and even changes in the environment can cause many changes within an organization. If any changes occur in the organization, workers may be dissatisfied, uncomfortable, anxious, disagreeable and protest against such changes. But if they are properly, timely and skilfully motivated and the managers provide knowledge and inspiration, they will embrace the change even more enthusiastically.

6.     Sound labor relations:

Motivation creates healthy labor relations within the organization. The relationship between management and the union is very friendly. With the help of motivation, there is no conflict between management and trade unions. Therefore, motivation also provides a healthy relationship in the industrial sector.

7.     Achieving organizational goals:

Motivated employees feel that they are fully involved in the work of the organization and are working diligently to achieve the goals of the organization. Employees need to be more motivated and more focused on their organizational goals. Therefore, motivation helps to achieve the organizational goals of employees.

Q14) What are Theories of Work Motivation?

A14) Introduction and Meaning:

Works are variously defined by means of authors and researchers from numerous streams. Budd & Bhave (2010) offers an extensive variety of definitions, including conceptualization of labor that spans the social and behavioural sciences. He defined work as a planned human interest with monetary fee, bodily or intellectual attempt, not just for pleasure. The first part of this definition ("intentional human hobby") distinguishes paintings from the broader realm of all human attempt. The second part ("now not just for a laugh") is that it separates work and enjoyment, making paintings fun, and thereby there may be vague boundaries between paintings and amusement. Apprehend. Within the final element (“economically precious”), unpaid care of others, self-employment, subsistence agriculture, casual paintings inside the informal area, and paid paintings and career aspirations.

Jobs and their related motivational variables also are described from the worker's perspective. Roe (1956) described paintings as the principle attention of private activity and wondering. Lofquist and Dawis (1969) defined work as the focus for developing one's manner of lifestyles and the method for best coordination at some stage in life. These two definitions emphasize the effect of work on a person's existence.

Paintings as a person's pastime serves numerous critical functions for a private.

1)     Financial Features – Jobs provide items and services immediately through self-manufacturing or not directly through profits. Mainstream monetary idea emphasizes this function by way of conceptualizing work as an abstract quantity of efficient attempt with tradable financial cost. Its miles taken into consideration to be completed by way of an individual to earn profits and maximize the application of the character or family.

2)     Social Dating Functions – Work consists of human interactions which are skilled and shaped in social networks, norms, and electricity relationships. Therefore, it fulfils social functions via permitting people to are trying to find approval, popularity, sociality, and electricity. When those wishes are met within the context of structural features of employment relationships along with formal regulations, regulations and routines (Thompson & Newsome, 2004) or informal factors that characteristic in the paintings environment which includes organizational way of life (Knights & Willmott, 1989).

3)     Private Fulfilment Functions – The nature of labor, inclusive of paintings obligations, rewards, relationships with colleagues, and supervision, can have an effect on cognitive and emotional states. Preferably, work is a source of personal achievement and mental nicely-being because it could meet human desires for achievement, talent.

4)     Identification Characteristic – Paintings is a totally crucial a part of many people's lives and can be conceptualized because the source of identity: information and meaning (Leidner, 2006).

Q15) Define work motives with features.

A15) Several definitions are provided to help you understand the concept of motivation and emphasize its complexity. Atkinson (1964) defines motivation as "the modern (immediate) impact on behavioural direction, vitality, and sustainability," and Vroom (1964) defines it as "out of alternative forms of voluntary activity." It is defined as "the process that governs the choices that people make." Campbell and Pritchard (1976) states that "motivation is a set of independent / dependent variable relationships that explain the direction, amplitude, and persistence of an individual's behavior while keeping the effects of aptitude, skill, and task comprehension constant. It suggests that it has something to do with, and the constraints that work in the environment.

All definitions appear to have four common denominators that can be said to characterize the phenomenon of motivation. So, when we talk about motivation, we are mainly interested in:

1)     Behavioural activation – it is related to the motivation and energy behind our behavior and is indicated by the arousal of goal-oriented behavior.

2)     Behavioural Direction – It is related to the pathways people choose to achieve their goals and is seen by the regulation of behavior towards specific goals.

3)     Behavioural Sustainability – It is often associated with continuous efforts to achieve goals in the face of disability and is indicated by sustained activity over a period of time.

4)     Strength of action – It is related to the degree of effort spent to achieve the goal and is seen in the concentration and vitality to pursue the goal.

Features of Work Motivation

A review of motivational definitions can identify some characteristics of work motivation.

1. Motivation is an individual psychological phenomenon that makes it possible to show an individual's uniqueness in the workplace.
2. It is considered to be under the control of the person. Behaviours that are influenced by motives, such as the effort spent, are considered objective rather than random.
3. The direction of an individual's actions towards an organization's goals is determined by work motivation.
4. It describes the coordinated efforts often faced with obstacles until the goal is achieved.
5. It guides individuals to invest greater cognitive efforts to improve both the quality and quantity of work performance.
6. It is different from performance. Other factors than motivation (for example, ability or task difficulty) affect performance.
7. It is multifaceted. People may have several different motivations to work at once. From time to time, these motives may contradict each other.

Q16) What is Maslow’s Hierarchy of Needs?

A16) According to Smith & Cronje (1992), the way Maslow's theory is explained depends on the fact that people want to increase what they want to achieve in their lives, and their needs are prioritized according to their importance. The content theory of work satisfaction, derived from Maslow's theory of desire hierarchy, revolves around employee desires and factors that provide reasonable satisfaction to employees. Maslow devised a five-step theory that categorizes individual needs into different categories and prioritizes their achievement, based on the basic physical, biological, social and psychological needs of human beings. These are:

1)     Physiological needs (food, shelter, clothing).

2)     Safety and security needs (physical protection).

3)     Social needs (relationships with others).

4)     Respect your needs (receive approval from others). When

5)     Needs for self-fulfilment (the desire to achieve or leave a legacy).

Maslow's hierarchy of desires forms the basis of a theory that seeks to explain job satisfaction. Teachers, like everyone, have needs that must be met. In addition to basic food, housing and clothing needs, safety from physical, harm and social interactions, the awareness and appreciation of students, colleagues and parents is also required.

Maslow's Hierarchy

1. Physiological needs:

These needs are fundamental to human life and therefore include food, clothing, shelter, air, water, and daily necessities. Its impacts are more on human. These needs need to be met, at least in part, first, before higher levels of needs emerge. When physiological needs are met, they no longer motivate men.

2. Safety needs:

After meeting the physiological needs, the next felt needs are called safety and security needs. These needs are manifested in the desire for economic security and protection from physical hazards. More money is needed to meet these needs, and therefore individuals are encouraged to do more work. As with physiological needs, these become inactive when met.

3. Social needs:

People are social beings. Therefore, he is interested in social interaction, dating, attribution, etc. It is this socialization and attribution that individuals prefer to work in groups, especially older people go to work.

4. Need for self-esteem:

These needs refer to self-esteem and self-esteem. They include such needs that demonstrate self-confidence, achievement, ability, knowledge, and independence. Meeting the needs of respect leads to confidence, strength and ability to help the organization. However, failure to meet these needs can lead to inferiority complex, weakness, and helplessness.

5. Self-actualization needs:

This level represents the final of all the categorized level needs of human beings. In other words, the final step under the desire hierarchy model is the need for self-actualization. This refers to fulfilment.

The term self-actualization was coined by Kurt Goldstein and means that it is achieved by what you are potentially good at. In effect, self-actualization is the motivation for those who turn their perceptions into reality.

According to Maslow, human desires follow a clear order of domination. The second need does not occur until the first need is reasonably met. The third need does not occur until the first two needs are reasonably met and continue. The other side of the desire hierarchy theory is that human desires are unlimited. However, Maslow's theory of desire hierarchy is not without critics.

The main criticisms of the theory are:

1. Needs may or may not follow a clear hierarchical order. In other words, the desire hierarchy theory may be duplicated. For example, social needs can arise even if safety needs are not met.
2. The needs-first model is not always applicable everywhere.
3. Studies show that human behavior is often guided by a variety of behaviors at all times. Therefore, Maslow's preposition that one need is met at a time is also questionable.
4. For some people, the level of motivation may be permanently low. For example, a person suffering from chronic unemployment can remain satisfied for the rest of his life if he has enough food.

Nevertheless, Maslow's hierarchy of desires is widely recognized, especially among practical managers. This may be due to the intuitive logic and comprehension of the theory. One researcher has come to the conclusion that an intuitively powerful theory is difficult.

Q17) Explain Herzberg’s Two factor theory.

A17) Herzberg's two-factor theory, also known as motivator-hygiene, originated from a survey conducted between accounts and engineers to help individuals determine whether their work was good or bad. Regarding "satisfied," Herzberg said that satisfying work has five characteristics: achievement, awareness, work itself, responsibility, and progress.

On the other side of the spectrum, Herzberg identified institutional politics, management approaches, oversight, wages, workplace relationships, and working conditions as potential factors that could demoralize employees. Golshan, Kaswuri, Agashahi and Ismail (2011: 12) argue that organizations are increasingly applying Hertzberg's theory to create opportunities for "individual growth, affluence and awareness" among employees. Doing. Employees must be promoted and recognized for special achievements after completing certain stages of their career. For example, if you get exceptional results in your area of   interest. At a more basic level, they should also be held responsible for deciding how to handle tasks related to their work.

Herzberg’s Two factor theory

However, two-factor theory draws a share of criticism. Golshan et al. (2011) He points out that he cannot distinguish between physical and psychological aspects and cannot explain exactly what motivation is and how they differ from hygiene factors. Nor can you express satisfaction and dissatisfaction as a measure instead of using numbers. Another levelled criticism, on the other hand, is that it makes the assumption that all individuals react in the same way in similar situations.

However, Herzberg's model also has the following criticisms:

1. People generally tend to trust themselves when things go well. They blame the failure of the external environment.
2. Theory basically explains job satisfaction, not motivation.
3. Even job satisfaction is not measured overall. It's not unlikely that people will hate part of their job, but they still think the job is acceptable.
4. This theory ignores situation variables to motivate individuals.

Due to its ubiquity, salary generally manifests not only as motivation but also as hygiene. Regardless of criticism, Herzberg's "Two-Factor Motivation Theory" is widely read, and some managers do not seem to be familiar with his recommendations. The main use of his recommendations is in planning and managing the work of employees.

Q18) Define Leadership with its features.

A18) Leaders and their leadership skills play a crucial role within the growth of any organization. Leadership refers to the process of influencing people's behavior in a positive and diligent way to achieve the Group's goals.

Leaders need to have the ability to maintain good relationships with their followers and subordinates and motivate them to reach their organizational goals.

Leadership is the art of influencing a group of individuals to achieve a common goal. To extend that further, leadership is the process of interpersonal relationships in which one seeks to influence the behavior of others in order to achieve a predetermined purpose. Among the different people who have defined leadership, the influence and achievement of goals is a common denominator.

Leadership Characteristics:

Based on an analysis of the various definitions, the following characteristics of leadership become apparent:

1. Leadership is a process of influence:

Influence is an individual's ability to directly or indirectly change the behavior, attitudes, and beliefs of another individual. Someone has correctly defined leadership as "a process of social impact in which one can seek the help and support of another to accomplish a common job."

2. Leadership is not one-dimensional.

The essence of leadership is followership. Leadership is a multifaceted system of thinking. From a system thinking perspective, organizational performers (followers) need to participate in the leadership process. Without followers, leadership is impossible.

3. Leadership is multifaceted:

Leadership is personality and specific skills (motivation, honesty, self-confidence, attractive personality, determination, etc.), style (freewheeling from the authority), and contextual factors (internal and external environment of the organization, purpose), Tasks, resources), And the cultural value of leaders and followers).

4. Leadership is goal-oriented:

Leadership is "forming a group of people to achieve a common goal." Therefore, the impact is only relevant to the goal. Other than goals, concerns have nothing to do with leadership.

5. Leadership is not primarily a specific personality trait.

A characteristic closely associated with leadership is charisma, but many of us with charisma (for example, movie actors and sports heroes) aren't leaders.

6. Leadership is primarily not a formal position.

There are many great leaders who didn't hold high positions, like Gandhi, Luther King Jr., and Anna Hazare. On the other hand, some people are in high positions but not leaders.

7. Leadership is not primarily a set of important objectives.

It involves getting things done.

8. Leadership is not primarily a series of actions.

Many leadership manuals suggest that leadership involves delegation, inspiration, and vision provision. But non-leaders can do these things, and some talented leaders don't do them at all.

Q19) What are functions and importance of Leadership?

A19) Functions

1. Goal setting:

Leaders are expected to perform creative functions that present goals and policies to influence their subordinates to understand with enthusiasm and confidence.

2. Organize:

The second function of the leader is to create and form an organization with a scientific line by assigning appropriate roles to individual abilities so that various components function sensitively toward the achievement of the company's goals. That is.

3. Start of action:

The leader's next function is to fully demand the initiative Group concerns. He should not rely on others for his decisions and judgments. He should come up with new ideas and his decisions should reflect original ideas.

4. Adjustment:

Leaders need to coordinate the interests of individual members of a group of organizations. He needs to ensure voluntary cooperation from the group in achieving a common goal.

5. Direction and motivation:

The main function of a leader is to guide and direct the group and motivate people to do their best to achieve their desired goals. He needs to build confidence and enthusiasm for the workgroup.

6. Link between management and workers:

The leader acts as a necessary link between management and workers. He interprets management policies and programs to his subordinates and represents the interests of his subordinates in front of management. He can only prove effective if he can act as a real guardian of the interests of his subordinates.

By analyzing the function of leadership, the importance of leadership in management can be stated under the following five heads.

1. Motivation for Group efforts:

Management is about exercising organizational leadership to let others do the work. Leadership is essential to the performance of work, as group effort and teamwork are essential to achieving the goals of the organization.

Through the exercise of leadership, managers can influence any group of human work achievements. Leadership takes the group to a higher level of performance through its commitment to relationships.

2. Assistance to authority:

Managers exercise the power to manage the people in an organization, making their job easier wherever they are supported by leadership. There are significant restrictions on permissions and the use of permissions for high performance. Authority alone cannot generate the initiatives and wit needed for many jobs.

However, leadership relies heavily on influence, so you can get concrete and improved results of human efforts. Leadership contains all the important elements of direction to inspire people and motivate them to succeed in their work.

3. Emphasizing human performance:

Effective leadership is required at various levels of management, from top management to leadership action. Achieving goals by mobilizing and leveraging people is the social skill of leadership.

The best planning can be done and the ideal organizational structure can be shelved by deliberately limiting human efforts at the operational level. The high performance of working people is the focus of administrative work. And this high performance can be ensured by supervisory leadership.

4. Integration of formal and informal organizations:

Informal leadership takes precedence over management in managing and regulating employee behavior when management is unable to demonstrate competent leadership. In the face of this situation, management cannot influence workers, improve performance, or stop employee anxiety.

Leadership is the natural accompaniment of all human groups. When management fails to exercise effective leadership, workers are primarily reliant on informal leadership for personal and social satisfaction.

5. Grounds for cooperation:

Leadership provides the foundation for cooperation in several ways. Good two-way communication, personal relationships between people, the use of participation, and the creation of opportunities to meet needs are aimed at gaining a better understanding of the mutual perspectives of leaders and their subordinates. This increased understanding gained through the interaction of individual personalities promotes favourable emotions and attitudes between them.

Q20) Define communication.

A20) Business Communication — Definitions and Meanings:

The word "communication" comes from the Latin word "communis", which suggests something common. Therefore, communication means sharing common ideas. The meaning of a communication dictionary is to convey and exchange information and share ideas.

It is the process by which two or more people communicate or exchange ideas and concepts between themselves. Consistent with W.H. Newman and C.F. Summer, "Communication is the exchange of facts, ideas, opinions, or feelings between two or more people."

Communication is the process of sending information and understanding from one person to another, or from one unit to another, with the goal of getting a given response from the recipient. Through this process, two or more people exchange ideas and understandings and have a specific effect on the behaviour of others.

This is a two-way channel for sending ideas, feelings, plans, commands, instructions, reports, and suggestions that affect an organization's attitude toward purpose. The communicator's goal is to convey undistorted meaning and ideas. The success of a leader, and therefore a company, depends on the appropriateness of communication.

It is the manager's responsibility to communicate and maintain channels where he can communicate his thoughts and policies to his subordinates and receive explanations of his reactions and problems.

Louis A. Allen defines communication in the following ways:

"Communication is the sum of all the items that one person does when he wants to form an understanding in another's mind. It is a bridge of meaning. It is the scientific and continuation of communicating, listening and understanding. Process is included. "

This definition includes two aspects of communication.

First, there are facts, feelings, ideas, etc. that are communicated. This means that you need a recipient to communicate.

Second, the definition emphasizes the comprehension element within the communication process. Understanding can only be shared by someone who understands the destination of the message in the same way that the sender of the message wants him to know.

Therefore, communication involves sending a message, or sending and physically receiving a message. Correct interpretation and understanding of the message 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 only effective if the message is known, and it is effective when it stimulates behavior or encourages the recipient to think in new ways. "

Communication between people to convey personal information, messages, or thoughts is personal communication. However, the exchange of business data, facts, and concepts is sometimes referred to as "business communication." Business communication is communication about commercial activities that propose to provide goods and services to consumers for the purpose of profit.

This is the process by which information, facts, ideas, orders, advice, decisions, etc. are communicated, transmitted, or exchanged between or between people involved in the business. Therefore, communication about trade, law, finance, management, management, etc. of a for-profit company is sometimes called "business communication".

The success of a for-profit company depends heavily on good communication. Effective communication removes obstacles to achieving the goals of a for-profit company. Ineffective communication and communication failures can result in loss of cash, time, energy, opportunities and even business credibility.

In this era of globalization, all for-profit companies, large and small, need proper communication for their existence. Business success depends heavily on communication success.

In an era of speed, complexity and competition, it is very important to send product data to the end consumer. It is impossible for them to contact and purchase a product unless they understand the company's product. Communication plays an important role in this area.

Q21) What are the features of Business Communication?

A21) Three characteristics of business communication:

Business communication has certain features or characteristics that make it different from other communications.

Communication that becomes business communication must meet the following conditions.

1. Practical

2. In fact,

3. Clear and concise

4. Target oriented,

5. It is persuasive.

1. Practical:

Effective business communication deals with the wise side of information that explains why, how, when, and therefore similar queries. It avoids unrealistic, imaginary, unnecessary things. Important or repetitive information to avoid wasting time. Give the recipient important information.

2. Fact:

In general, business messages contain facts and numbers instead of the overall idea. Important dates, places, times, etc. should be clearly mentioned during business communication.

3. Clear and concise:

The language used in business communication must be simple, clear, concise, and clear. Charts, photos, diagrams, etc. may be used to summarize or clarify information.

4. Target oriented:

Business communication requires a chosen purpose and needs to be properly planned so that goals are often achieved.

5. Persuasiveness:

Business communication often plays a compelling role. It persuades employees to perform their duties and customers to purchase products or services. The above essential features are related to communication messages or information.

Q22) Explain the classification of Business Communication.

A22) Some of the types of communication are:

1. According to the business area

2. According to the relationship

3. Depends on the direction

4. According to the means

1. Operation area:

(i) Internal communication:

“Internal communication” can be the process of communication within an organization between superiors and subordinates, colleagues, or between two or more groups. It is formal or informal, oral or written. It flows upwards, downwards, or horizontally, depending on your requirements.

Oral means of communication include face-to-face discussions, verbal instructions, messages, telephone calls, intercoms, conferences, conferences or seminars, and speeches. Written methods include notifications, circulations, notes, reports, charts or graphs, and bulletin boards, Email, fax, etc.

Methods of Internal Communication

(ii) External communication:

Business organizations need to communicate with external agencies such as customers, suppliers, investors, other establishments, banks, insurance companies and government agencies. Such communications are sometimes referred to as "external communications" because their business domain is with people. Outside the organization.

International business organizations have come to communicate with foreign individuals, government agencies / organizations, and more. Oral external communications are formed through face-to-face discussions, meetings, conferences, seminars, telephone calls, speeches, and more. Written processes include notifications, letters, telegrams, reports, emails, advertisements, faxes, handouts and more.

2. According to the relationship:

(I) Formal communication:

"Formal communication" is the transfer of knowledge or direction in a formal organizational structure. Formal communication maintains the relationship between superiors and subordinates. When a manager tells a deputy manager to perform some tasks, it is an instance of formal communication. Formal communication directs workers to have a clear understanding of what the manager is trying to do, and is usually codified and expressed in writing in manuals, handbooks, newsletters, annual reports, and so on.

Methods of External Communication

(ii) Informal communication:

"Informal communication" is communication between members of a gaggle or a group, not premised on formal relationships within an organizational structure, but informal relationships between people of equal or different levels. It is premised on understanding. It is referred to as the "grape vine", which represents an informal means of disseminating information and gossip. It does not follow structural routes or processes. It moves in any direction. It's direct, voluntary, flexible, unplanned, and fast-moving.

3. According to the direction:

(I) Vertical communication:

The flow of upward and downward communication constitutes "vertical communication". In such communications, messages and information are sent from higher-level agencies to their subordinates and vice versa.

(A) Downward communication:

Downward communication refers to the flow of data or understanding from high-ranking people to low-level people. I. In an organization, lower-level people have a high degree of fear and respect for such communication, and as a result, that communication is highly acceptable.

Downward communication

(B) Upward communication:

Communication is claimed to be positive when moving from a subordinate to a boss. Reports and suggestions, opinions and attitudes, complaints and complaints fall into this category. "Upward communication" is less common because it is less preferred by top managers due to its cumbersome and complex nature.

Upward communication

(ii) Horizontal communication:

"Horizontal or sideways communication" is between two subordinates or head at the same level and under the same boss. This is especially important in large or decentralized organizations. Staff can help communicate information between positions and units at comparable levels.

Horizontal communication

(iii) Diagonal communication:

Communication between executives or employees in different departments is called "diagonal communication." There is no clear direction. Upward, downward, and horizontal communication takes place. Both verbal and written means of communication are used. It's mostly informal. There is a good relationship between subordinates and bosses. It's very helpful in solving problems and avoiding conflicts, but it's likely to spread rumours.

Diagonal communication

4. By means:

(i) Oral communication:

"Verbal or verbal communication" means the transmission of spoken commands, messages, or suggestions. It is done face-to-face or through a speaking instrument such as a telephone.

Oral communication may occur directly between one person and another or in a group, or indirectly through a meeting or conference. No matter which tool you use, it saves you a lot of time and allows for personal contact. It fosters a friendly and supportive spirit, ensures quick understanding and proper explanation, encourages questions and answers, and stimulates interest.

The speaker is also in a position to understand the reaction of the listener. Again, it's perfect for confidential urgent discussions. However, it is not suitable if the space between the speakers and the listener is too long. It is also inappropriate if the message to be communicated is long and reaches many people at the same time. Also, there is a lack of recorded evidence and future references, and listeners do not have much time to think, act, and react.

Oral communication

(ii) Written communication:

"Written Communication" means sending a message, order, or instruction in writing via a letter, circulation, manual, report, telegram, office memo, bulletin board, etc. This is a good way to communicate and is suitable for long-distance communication and repetition. Standing order. It may create a record of evidence and future references and send it to multiple people at once.

It gives the recipient enough time to think, act, and react. Written communication to be effective must be clear, concise and complete. In addition, it is time consuming, costly, unable to maintain confidentiality, difficult to explain all issues, lacking the opportunity to clarify, inflexible and ineffective in emergencies.

Written communication

(iii) Gesture communication:

Communication is often done through body movements, facial expressions, smiles, voice modulation, signs, handshakes, rubbing hands, eye-to-eye contact, and a type of walking. Communication is called a "gesture" because it is formed by body gestures. Communication. '

The methods of communication are different, but it should be remembered that not everyone is used exclusively. Therefore, various methods can be combined and used according to the purpose of communication.

Gesture communication

Q23) What are the Barriers to Communication?

A23) Barriers to Communication

There are multiple barriers to the communication process. Intended communiqués are often disturbed and distorted, resulting in confusion and communication failure. Effective communication barriers can be of many types, linguistic, psychological, emotional, physical, and cultural. All these types are described in detail below.

1. Language barrier

Barriers are one of the most restrictive barriers to effective communication. Language is the most commonly used communication tool. The fact that all major regions have their own language is one of the barriers to effective communication. Even if the dialect is thick, communication may not be successful.

According to some estimates, the dialects of the two regions change within a few kilometers. Even within the same workplace, different employees have different language skills. As a result, communication channels across the organization suffer from this.

Therefore, with this barrier in mind, different considerations must be given to different employees. Many of them are very fluent in certain languages   and others will be accustomed to these languages.

2.     Psychological barriers

There are a variety of mental and psychological problems that impede effective communication. Some people suffer from stage phobias, speech disorders, phobias, depression, and more. All of these conditions can be very difficult to manage and can limit the ease of communication.

3.     Emotional barriers

An individual's emotional IQ determines the ease and comfort of communication. Individuals who are emotionally mature are ready to communicate effectively. On the contrary, those who inherit emotions face certain difficulties.

The perfect combination of emotions and facts is important for effective communication. Emotions such as anger, frustration, and humor can obscure an individual's decision-making ability and limit the effectiveness of communication.

4.     Physical barriers to communication

They are the most obvious barriers to effective communication. These barriers can be removed almost easily, at least in principle. These include barriers such as noise, door closures, equipment failures used in communications, and cabin closures. In large offices, the combination of physical separation between different employees and failed equipment can create serious barriers to effective communication.

5.     Cultural barriers to communication

As the world becomes more and more globalized, every large office can have people from several parts of the world. Different cultures have special implications for some of the basic values   of society. Clothing, religion or lack of them, food, drinks, pets, and therefore general behavior, change dramatically from one culture to another.

Therefore, these different cultures need to be taken into account when communicating. This is what we call culturally appropriate. Many multinationals offer special courses at the orientation stage to help people understand other cultures and learn how to be polite and tolerant of other cultures.

6.     Organizational structural barriers

As we have seen, there are many ways to communicate at the organizational level. Each of these methods has its own problems and constraints, which are barriers to effective communication. Most of these barriers result from incorrect information and lack of proper transparency available to employees.

7.     Attitude barrier

Certain people want to be left alone. They are introverted or simply less sociable people. Others want to be sociable and sometimes cling to extra! Both of these cases can be barriers to communication. Some people have attitude problems such as huge ego and unfriendly behavior.

These employees can cause serious tension within the communication channels in which they exist. Certain personality traits such as shyness, anger, and social anxiety can also be eliminated through courses and proper training. However, issues such as egocentric behavior and selfishness may not be fixed.

8.     Perceptual barrier

Different people have different perceptions of similar things. This is often a fact that must be taken into account in the process of communication. Knowledge of the audience's perceptual level is essential for effective communication. All messages or communiqués should be simple and clear. There should be no room for a diverse set of interpretations.

9.     Physiological barrier

Certain disorders, illnesses, or other restrictions can also impede effective communication between different channels of an organization. High-pitched voice, dyslexia, etc. are some samples of physiological barriers to effective communication. However, these are not important as they are easily corrected and removed.

10. Technical barriers and social religions barrier

Other barriers include technical barriers. Technology is evolving rapidly, and as a result, it is difficult to keep up with the latest developments. Therefore, technological advances can be a barrier. In addition to this, the cost of technology is usually very high.