DIRECTING (CASE BASED QUESTIONS )

Q. No. Question Marks

1. Every manager, from top executive to supervisor performs the function of 1
directing. The directing takes place wherever superior-subordinates relations
exist.
Which characteristic of directing is highlighted here?
(a) Directing takes place at every level of management.
(b) Directing initiates actions.
(c) Directing is continuous process.
(d) Directing flows from top to bottom.
Ans (A)
2. The manager Mr Ramnik Ojha of Abott Traders Ltd. plans to introduce an 1.
updated system of accounting. Out of 120, only 20 employees are comfortable in
operating the new system, therefore, the others resisted to change. Mr Ojha
decided to explain the benefits, provides training and motivates the accounting
staff with additional rewards. After this, most employees were satisfied and
accept the updated accounting system happily.
Identify the point of 'Importance of Directing' to which the above
Paragraph is related
(a) Directing initiates action.
(b) Directing integrates employees' efforts.
(c) Directing attempts to get maximum out of employees.
(d) Directing facilitates implementing changes
Ans (d)
3. It is the highest level of need in the Maslow's need hierarchy. It refers to the 1.
drive to become what one is capable of becoming. These needs include growth,
self-fulfillment and achievement of goals. Which type of need of Maslow's Need
Hierarchy is explained here?
(a) Safety needs
(b) Affiliation needs
(c) Esteem needs
(d) Self-actualisation needs
Ans (d)
4. In an organisation, employees always feel that they are under enormous 1.
unnecessary stress, as the manager does not provide any information about future
plans but simply instructs them what to do. He also does not listen to any of the
suggestions given by the subordinates. Identify the type of leadership style
followed by the manager in the above situation.
(a) Autocratic
(b) Democratic
(c) Both (a) and (b)
(d) Laissez-faire
Ans (a)
5. Ms Monika Rana, a manager in a well-known MNC, is of the opinion that the 1.
suggestion given by the subordinates should always be highly welcomed.
 Identify the leadership style to which the nature of Ms Rana is concerned:
(a) Autocratic
(b) Laissez-faire
(c) Democratic
(d) None of the above
Ans (c)
6. If there is no match between 'what is said' and 'what is expressed' in body 1.
movements communication may be wrongly perceived.
Name the type of Semantic Barrier highlighted here:
(a) Badly expressed messages
(b) Body language and gesture decoding
(c) Technical Jargon
(d) Faulty Transactions
Ans (b)
7. Mr Mukesh Shah is working in Fastway Logistics Limited Patiala (Punjab) on 1.
pan post Manager. All the letters despatched to him from the other departments
of the company as those from outside are usually in the Punjabi Language. Mr
Shah understands English Hindi Languages very well, but in the Punjabi
Language he is weak. On many occasions ba has to face many problems on
account of interpreting the meaning of Punjabi words adversely. The company,
too, is upset because of this weakness of his and it is in search of some othe
better person. To which of the semantic barriers of communication is the above
paragraph related?
(a) Badly expressed message
(b) Unclarified assumptions
(c) Technical jarjon
(d) Faulty Translations
Ans (d)
8. Mr Surya Kumar joined the Sudhir Traders Private Limited as its Deputy 1.
Manager abe completing his MBA. The company had several levels of its
Organisational Structure. In the Communication policy of the company Oral
communication is said to have been given the priority. As soon as Mr Kumar
joined the company, he observed that whatever message le sent to his
subordinates, by the time it reached them, its meaning changed. Similarly,
the meanings of the suggestions sent to the upper levels also, were
interpreted differently. On account of being disturbed by this problem, he
resigned from the company without any los of time.
the company?
To which of the following Barriers of communication is related Mr Kumar's
decision of leaving
(a) Premature Evaluation
(b) Lack of Attention
(c) Loss of Transmission and Poor Retention
(d) Distrust
Ans (C)
9. Mr Prem is working as the manager in the Production Department of Gugli 1.
Sports Limited". Except the subordinates of the Production Department all those
of the other departments are fully satisfied with the Managers of their respective
departments. The company invited a management specialist to look into the
reasons of the dissatisfaction of the subordinates of the Production Department.
On looking deeply into the problem it was found that this problem was due to Mr
Prem's habit of maintaining a distance from his subordinates. This is the
very reason that the subordinates are unable to express their feelings without any
hesitation and as a result they continue to be dissatisfied.
Which of the following Organisational Barriers has been discussed in the above
paragraph?
(a) Organisational Policy
(b) Rules and Regulations
(c) Status
(d) Organisational facilities
Ans (c)
10. Gitanjali Makan is a successful business leader. She believes that if jobs are 1.
made interesting by including greater variety of work content and providing
a meaningful work experience, the jobs themselves become a source of
motivation to individuals. The non-financial incentive that has been discussed in
the above case is:
(a) Employee Participation
(b) Job Enrichment
(c) Career Advancement opportunity
(d) Job Security
Ans (b)
11. The workers always try to show their inability when any new work is given 1.
to them. They are always unwilling to take up any kind of work. Due to
sudden rise in demand a firm wants to meet excess orders. The supervisor is
finding it difficult to cope up with the situation. State the element of directing
that can help the supervisor in handling the problem.
(a) Supervision
(b) Communication
(c) Motivation
(d) Leadership
Ans (c)
12. Kritika is posted at Lower Level Management at Libra Cosmetics Pvt. Lil. The 3
daily late of the company is about 50 lac only. The company has given her the
responsibility that the production work of the company should continue
uninterrupted. The Managing Director has asked her to focus her attention
especially on the speed and quality of production. She is doing her job
efficiently. Her reputation is that of a successful leader. She takes every decision
after discussing it with all the concerned persons. Her subordinates are very
happy with her.
(a) Identify the Leadership Style adopted by Kritika.
(b) Explain any two advantages of the leadership style identified in (a).
 Ans (a) Democratic Leadership Style.
(b) Democratic leadership style has the following advantages:
(i) High Morale: Under this style, the enthusiasm of the managers
and the employe sky-high. Both consider each other their well-wishers.
(ii) Creation of More Efficiency and Productivity: Since the
employees are participan the decision making, they give full cooperation in
implementing them. In this way their effeciency increases.
13. One of the Newspapers had an article printed under the title: "Business Success 3.
Mantra: Motivation". Some portions of the article are as under: "If an employee
has a sense of fear or insecurity in his mind, that he can be removed from his job
any time, he will never work wholeheartedly and this worry continues troubling
him. On the other hand, if he has a feeling that his job is secure and permanent
and he cannot be removed from his job easily, he will work without any worry
and with an easy mind. Consequently, his efficiency increases. This is the
reason why people prefer a permanent job with less salary to a temporary
job with more salary."
(a) Which incentive of motivation has been described in the above portion of
the article? Identify.
(b) Explain one more incentive of the same category.
Directing

Ans. (a) In it the Job Security Method has been described which comes
under "Non-monetary
(b) Employees Participation: It refers to involved employees in
decision-making of the issues related to them.
14. In the Annual Function of 'Sharda Club', some employees of 'Sharda Ltd joined. 3.
There were Managers, Supervisors, Foremen and others - all were among them.
During the function, of the people were busy talking about their personal matters
while some others were sharing the company experiences. One of the foremen,
Mr Bhim Rathore, had wanted to give a suggeman to the Manager of his
department. But he couldn't dare doing so because of the official fear the party of
the club, he got an opportunity. There, in the course of conversation, he gave b
suggestion to the manager. The manager appreciated the suggestion very
much. The manager gave an Appreciation Letter to Mr Rathore in the
course of the function in order to encourag him. This gesture had a positive
effect on the other employees also.
(a) Name the motivational method applied here.
(b) Make a list of two more motivational method of the same category.
Ans. ( a) Employee Recognition Programmes
(b) (i) Job security
(ii) Employee participation
15. Sandhya is a successful manager at Manisons Enterprises. She has a team of 3.
twelve people. Sandhya encourages them to set their own objectivities and
takes decisions .She respects their opinions and supports them, so that they
can perform their duties and accomplish organisational objectives. To manage
and exercise effective control she uses forces within group.
 As an intelligent manager, at times, she also make use of positive aspects of
informal communication. This way, she is able to unify diverse interests and
ensure the targets are met.
(a) There are many theories and styles of influencing people's behavior.
Identify the style used by Sandhya which is based on the use of authority.
(b) State two positive aspects of the communication discussed above, which
Sandhya is using as an intelligent manager.
Ans (a ) Democratic Style
(b)Two positive aspects of communication which Sandhya is using as
an intelligent manager
(c) It carries information rapidly.
(d) It is helpful to know the reaction of his/her subordinates.
16. Rahim was working in an enterprise on daily wages basis. It was difficult for him 3.
to fulfill the basic needs of his family. His daughter fell ill. He had no money for
his daughter's treatments .To meet the expenses of her treatment, he participated
in a cycle race and won the prize .The cycle company offered him a permanent
pensionable job which he happily accepted
(a) By quoting the lines from the above para identify the needs of Rahim
that are satis the offer of cycle company.
(b) Also, explain two other needs of Rahim followed by above that are still to
be satisfied.
Ans. (a) "The cycle company offered him a permanent pensionable jet
According to above line Rahim is able to fulfil his following needs
(i) Physiological Needs
(ii) Safety or Security Needs
(b) The other needs followed by the above stated needs that are still to be
satisfied are:
(i) Affiliation need: It refers to the need for allection, sense of
belongingness, acceptance and friendship.
(ii) Esteem need: It refers to the need for self-respect, autonomy, status,
recognition and
17. Huma is working in a company on a permanent basis.As per the job 3.
agreement she had to work for 8 hours a day and was free to work overtime.
Huma worked overtime, due to which she fell ill and had to take leave from
her work. No one showed concern and enquired about her health. She
realised that she was fulfilling only some of her needs while some other
needs still required to be fulfilled.

(a) By quoting the lines from the above para, identify the needs of Huma
which she is fulfil.
(b) Also explain two other needs of Huma followed by the above needs,
which still remained to be satisfied.
Ans (a) 'Huma is working in a company on a permanent basis.
According to above line Huma is able to fulfil her following needs:
(i) Physiological needs
(ii) Safety or Security needs
 (b) Needs of Huma which still remained to be satisfied are:
(i) Affiliation Need: It refers to the need for affection, sense to
belongingness, acceptance and friendship.
(ii) Esteem Need: It refers to the need for self-respect, autonomy, status,
recognition and attention.
18. Pramod was a superior at Annapurna Atta Factory . The factory was producing 3.
200 quintals of aata every day. His job was to make sure that the work goes on
smoothly and there was no interruption in production. He was a good leader who
would give orders only after consulting his subordinates and work out the
policies with the acceptance of the group.
Ans. The leadership style being adopted by Parmeal is Democratic
Leadership . It refers to that leadership style in which the leader consults
With his subordinates before making any final decision.
19. Ram Murthy, the CEO of 'Goodcare Hospitals', a leading chain of hospitals, 3.
decided to reward the good work of the doctors of this organization. For this
he instituted two running trophies. A "Healthcare Achievers Trophy' to
acknowledge and appreciate the tireless efforts of the docton who rendered
selfless services to the patients and another 'Beti Bachao Trophy to recognize the
outstanding work done by the doctors in saving the girl child.
The CEO also wanted to improve the health services in rural areas all over the
country. He decided that all doctors must work in rural areas for at least six
months. He also decided that the paramedical staff should be employed locally,
(a) Identify the incentive provided by 'Goodcare Hospitals' to its doctors through
running trophies.
(b) Which need of the doctors will be satisfied through the incentive identified in
part (a)?
Ans. (a) Employee Recognition
(b) Esteem Needs
These include factors/needs such as self respect, autonomy status,
recognition and attention.
20. Rajat, a sales manager, achieved his sales targets one month in advance. This 3.
achievement was displayed on the noticeboard and a certificate for the best
performance was awarded to him by the CEO of the company.
(a) Name the incentive provided to Rajat.
(6) Identify the type of incentive.
(c) List two other incentives of the type identified in part (b)
Ans (a ) Non-financial incentive
(b) Employee-recognition programme
(c) (i) Career advancement opportunity
(ii) Employee participation
21. The Chief Executive Officer - CEO of 'Shri Ram Ltd. sent the message to all the 3.
Departmental Managers: "With effect from today, whatever communication they
have to do, they will do so in writing." The communication reached all the
departments. In the company, this order began to be followed. Within a few days
the unfavourable consequences of this order became apparent Mainly the speed
 of work became slow. In this context, whosoever went to the CEO to give a
suggestion, he ignored all others.

Identify and explain the two main category of the Barriers in the Communication
stated in the paragraph given below.
Ans. . (a) Organisational Barrier: It refers to those barriers which are
related to organisational structure, authority relationship rules and
regulations.
(b)Personal Barrier: It refers to those barriers which are related to
the personal characteristics of both sender and receiver.
22. Kamal is working as a gang boss in the assembly unit of 'Sokia Ltd., a laptop 3.
manufacturing company. He supervises the work of ten trained workers who
perform the various activities related to the assembly of the laptops. One day
when he was supervising the work of his workers, he told Ashok, a worker that
his work could be improved. Ashok interpreted the comments of Kamal as
that his work was not good.
Identify the type of barrier to effective communication in this case.
Also write two other communication barrier of the same category.
Ans. (a) Unclarified assumptions
(b)Badly expressed message
(c) Faulty Translations
23. Mark Nar, a Latin American while closing a business deal with a businessman 3.
from Spain, made a word which was considered offensive in Spanish when
translated. This made the Spanish businessman upset and he backed away.
(a)State the semantic barrier to effective communication.
(b)State two more barriers of the same category.
Ans. (a) badly expressed message
(b ) (i) Faulty translation
(ii) Unclarified assumptions.
24. Mr Fernandes is the owner of Unibie Enterprises, carrying on the business of 3.
manufacturing electrical appliances. There is a lot of discontentment in the
organisation and targets are not being met. He asked his son, Michel, who has
recently completed his MBA, to find out the reason. Michel found that all
decision making of the enterprise were in the hands of his father. Moreover,
his father did not have confidence in the competency of the employees. Thus,
the employers were not happy.
(a) Identify any two communication barriers because of which 'Unibie
Enterprise' was not able to achieve its target.
(b) State one more barrier each of the types identified in part (a) above.
Ans. (a) Two Communication Barriers are:
(i) Organisational Policy (Organisational Barrier)
(ii) Lack of confidence of superior on his subordinates (Personal
Barrier)
(b) One more barrier each of the types identified in (a) above:
(i) Organisational Barrier:
Rigid rules and regulation may delay communication.
 (ii) Personal Barrier
Lack of incentive to the subordinates creates a hindrance in.
communication.
25. Neeraj, a sales representative of 'Omida Ltd.' has changed seven jobs in the last 3.
one year. He is a hard working person but is not able to finalise deals with the
customers due to his inadequate vocabulary and omission of needed words.
Sometimes he uses wrong words because of which intended meaning is not
conveyed. All this created a misunderstanding between him and his clients.
(a) Identify the communication barrier discussed above.
(b) State the category of this communication barrier.
(c) Explain any other communication barrier of the same category.
Ans. (a) Badly expressed message.
(b) It comes under "Semantic barriers'.
(c) Symbol or Words with different meaning:
A symbol or a word can have different meanings. If the receiver
misunderstands the communication, it becomes meaning less.
26. Jaideep recently joined as the Managing Director of "Tivori Ltd.", an apparel 3.
designing comp He observed that the company had a number of experienced
fashion designers on its pan They regularly offered useful suggestions which
were neither appreciated nor rewarded by company. Instead the company
outsourced its services to some renowned fashion designers paid them a good
compensation for their services. Because of this the employees felt disheartened
and stopped giving useful suggestions.
(a) Identify the communication barrier discussed above.
(b) State the category of this communication barrier.
(c) Explain any other communication barrier of the same category.
Ans. (a) Organisational Policy.
(b) It comes under 'organisational barriers' which arises from
ogranisational structure, authority relationship, rules and regulations, etc.
(c) Rules and Regulations: Orgnisational rules become barriers in
communication by determining the subject-matter, medium, etc., of
communication. Troubled by the definite
27. Keshav Bannerjee is the Chief Executive Officer (CEO) of 'Das Networking Ltd., 3.
a leading company in Bengaluru. He believes that if needs of employees are
taken care of, the employen take good care of the customers. In this company
various benefits are provided to the employe to help them meet their medical
and housing needs etc., while in job. It is also providing benefi like gratuity at
the time of their retirement. The employees are provided various opportunities
to attend skill development programmes to improve their skills and be promoted
to the higher level jobs.
Identify and state the three incentives offered by the company in the above
para to improve the performance of its employees.
Ans. Incentives offered by the company
(a) Perquisites
 Perquisites such as car allowance, housing and medical aid etc., are
offered to employes over and above the salary to provide motivation to
them.
(b) Retirement benefits
Retirement benefits such as provident fund, pension and gratuity,
which provide financial security to employees after their retirement, act as
an incentive when they are in service in the organisation.
(c) Career Advancement Opportunity
Career Advancement Opportunity includes opportunities provided
to employees to improve their skills and be promoted to the higher-level
jobs.
28. Mrs Rajlaxmi is working as the Human Resource Consultant in a firm 4.
manufacturing cosmetic, which is facing a problem of high employee turnover.
The CEO of the company has invited suggestions from her for retaining the
talented employees and reducing the employee turnover. Mrs. Rajlaxmi
recommends that the good employees be rewarded in a way that it creates a
feeling of ownership among the employees and at the same time makes them
contribute towards the growth of the organization.
(a) Identify the incentive and explain its type, which has been suggested by
Mrs. Rajlaxmi to the CEO of the company.
(b)Also explain any two other incentives of the same type.
Ans. (a) Incentive: Financial
(b) Other Financial Incentives:
(i) Pay and Allowances:
Under this plan, the basic monetary incentives are offered to
employees, such as, pay and allowances.
(ii) Productivity-linked Wage Incentives:
Under this plan, wages are linked with workers' productivity.
29. Kunal joined as a shop level manager in the Production department of a textile 4.
company in the year 2005. Because of his good work, he became the Deputy
Production Manager of the company in the year 2010. He had status and prestige
and was well respected by all in the company. On 1st March, 2019, he was
promoted as the General Manager of the company. Kunal was very happy on his
promotion as now he had become what he was capable of becoming. As a good
manager, Kunal decided to motivate his subordinates, after understanding the
Need Hierarchy. theory which is based on various assumptions. He realised that
people's behaviour is based on their needs and the manager can influence the
behaviour of his employees by satisfying their needs.

(a) One of the assumptions of Need Hierarchy theory is stated in the above
paragraph. State the other three assumptions of this theory.

(b) State the needs of Kunal which are being satisfied through promotion.
Ans. The following are the assumptions of Maslow's Need Hierarchy
Theory other than the one discussed above.
(i)There are many needs of people and their order or priority can be made.
 (ii) Motivation ends with the satisfaction of needs. After that the next higher
need serves an a motivator:
(iii) People move to next higher need only when the lower level needs are
satisfied,
(b) Needs of Kunal which are being satisfied through promotion are:
(i) Esteem Needs: It refers to the need for respect, autonomy, status,
recognition and attention
(ii) Self-actualisation Needs: Self-actualisation needs refer to the desire
to maximise whatever potential an individual possesses. These needs include
growth, self-fulfillment and achievement of goals.
30. Kavita recently joined as the human resource director of Arjun Vidyamandir 4.
School, a senior secondary educational institute. She observed that the school had
an experienced medical team on its payroll. They regularly offered useful
suggestions which were neither appreciated nor rewarded by the school
authorities. Instead the school outsourced the task of maintenance of health
records of the students and paid them a good compensation for their services.
Because of this, the existing medical team felt disheartened and stopped giving
useful suggestions.

(a) Identify the communication barrier discussed above.

(b) State the category of this communication barrier.
(c) Explain any other two communication barriers of the same category.
Ans. (a) It is 'Lack of Proper Incentive'
(b) It is a type of Personal Barrier'.
(c) Other communication barriers of the same category are:
(i) Fear of Challenge of Authority:
This communication barrier takes place, when a superior perceives
that a particular communication may adversely affect his/her authority.
(ii) Lack of Confidence of Superior on his Subordinates:
This communication barrier takes place, when superiors perceive
that their subordinates are less competent and they are not able to advise
them.
31. Alka is working in the Accounts Department of Modern Locks Lad'. Her mother 4.
is not well and to attend to her she wanted to take leave for one week.
For this, she went to the senior Accountant, Manoj and discussed her problem. At
that time Manoj was simultaneously checking the Balance sheet of the company.
Since his mind was preoccupied in some work, he did not listen to Alka
attentively and could not understand her problem.
Alka was quite disappointed with the behaviour of Manoj.
(a) Identify the type of communication barrier discussed above.
(b) Also explain any three barriers of the same type.
Ans. (a) The type of communication barrier is Psychological Barrier/Lack of
attention
(b) Other Psychological Barriers
(i) Premature Evaluation:
 This communication barrier takes place, when the receiver
evaluates the meaning of message before the sender completes his message.
(ii) Loss by transmission and Poor retention:
It takes place, when communication is oral and passes through
many levels.
(iii) Distrust:
The communication barrier takes place, when both the parties of
the communication
32. Nitya is a student of class XII of a well-known school. She has a preconceived 4.
notion that her teacher always finds fault in her work. One day while
checking the project work of class XII, her teacher wanted to appreciate
Nitya for her hard work and good performance, but before she could
complete her sentence, Nitya left the room without listening to her teacher.
(a) Identify the 'barrier to communication' and also the type/category of
barrier to which it is related.
(b) Explain two other communication barriers of the type/category
identified in (a) above.
Ans. (a) Premature Evaluation and Psychological Barriers

(b) Two other Communication Barriers are:

(i) Lack of Attention:
This communication barrier takes place, when the receiver is
preoccupied and as a result he is not listening to the message attentively.
(ii) Distrust:
The communication barrier takes place, when both the parties of
the communication do not TRUST each other.
33. Balvinder is the Production Manager of 'Pramod Tea Company' in Guwahati. He 4.
gives orders to his subordinates and expects that they obey those orders. He does
not consult them nor encourage them to participate in decision making.
(a) Identify and state the leadership style adopted by Balvinder.
(b) When can this style be effectively used by a manager? State.
Ans. (a) Autocratic or Authoritarian style:
An autocratic leader gives orders and expects his subordinates to
obey those orders.
(b) Autocratic style can be effectively used by a manager in the
following situations:
(i) Where the supervisor is responsible for production on time and
has to ensure labour productivity.
(ii) Where quick decision-making is needed.
34. Mahamana Enterprises is not only giving salary to its employees but it also 4.
offers bonus to them over and above the salary. To further encourage the
employees, it announced that it will provide a share in the profits of the
company to them. These incentives are helpful in increasing the purchasing
power of the employees.
State four other incentives of the type of incentive discussed in the above para.
Ans. Four other incentives of the type of incentive discussed in the above
 para are as follows:
(a) Productivity-linked Wage Incentives:
Under this plan, wages are linked with workers' productivity.
(b) Co-partnership or Stock Option:
It refers to provide a share to employees in the equity capital of the
organisation in addition to their regular remuneration. [Under it, employees
are offered company's shares at a set price which is lower than the market
price.)
(c) Retirement Benefits:
Under this plan, financial security is offered to the employees for
their post-retirement life.
(d) Perquisites:
Under this plan, some companies offer perquisites or fringe
benefits (such as, car allowance, housing, medical aid, education to children,
etc.) to their employees
35. The Chief Executive Officer-CEO of 'Bharat Textile Limited', Mr Om Sahukar 6.
had gone to attend the marriage of one of his friend's daughter. There, he
happened to meet an old friend of his, Mr Ram Tripathi, who was posted as
Marketing Manager in another Textile Company, Both of them began chatting.
While doing so, they came to a stage when they started sharing the secret
information of their respective companies. Mr Tripathi told Mr Sahukar that
some of the big customers of the latter's company were getting associated with
the former's company. All
of them were unhappy with the treatment given to them by the latter's company.
Mr Sahukar made a note of this fact. No sooner did he reach his office than he
called his PA. and asked him to arrange an urgent meeting of all the big
customers of the company. Mr Sahukar explained to his PA. the detailed message
to be sent to the customers. The PA. prepared a brief form of the message and e-
mailed it to all the big customers. Very soon, the acknowledgements of the
message from the customers and the information of their attendance of the
meeting started reaching the company's office.
(a) Between which people the Formal and Informal Communication is
taking place in the above paragraph?
(b) Identify the different stages of communication process along with some
clues.
Ans. (a) Formal Communication: Between the CEO and Customers.
Informal Communication: Between Mr Sahukar and Mr Ram
Tripathi
(b) The different stages of Communication Process:
(i) Sender: CEO
(ii) Message: Information about the meeting
(iii) Encoding: Preparing a brief form of the Message by the PA
(iv) Medium: E-mail
(v) Decoding: Reading the message by the customers
(vi) Receiver: Customers
(vii) Feedback: The acknowledgement of the message sent by
 customers
36. Smita had been working as an assistant manager with Johnson Enterprises' for 6.
the last ten years. She was very popular amongst her colleagues because of her
commitment and dedication towards the work. When the manager senior to her
retired, all her colleagues thought that now Smita would be promoted. But to
everyone's surprise the vacant post was filled by an outsider, Mrs Rita. Smita felt
demoralised and her performance started declining. She would abstain herself
often and could not meet her targets.
Mrs Rita was a good leader, who would not only instruct her subordinates but
would abo guide and inspire them. She noticed Smita's behaviour and felt that
her performance could be improved. She started involving Smita in decision
making-issues related to the organisation and made her a part of high level joint-
management committee. Smita was now punctual in office and her performance
started improving.
(a) Identify the function of management being performed by Rita.
(b) Name the element of the above function of management which helped
Rita to improve Smita's behaviour.
(c) State any four features of the element identified in (b) above.
Ans. (a) Directing
(b) Motivation
(c) Features of Motivation:
(i) It is an internal feeling.
(ii) It produces good directed behaviour.
(iii) It can be either positive or negative.
(iv) It is a complex process.
37. Handsen is the CEO of Newcastle Enterprises, one of the world's most successful 6.
companies. Hia success stories have been well documented. He chooses highly
motivated and capable managen who can perform their tasks creatively and
adequately without his help. He allows the group members to work on their
own tasks and resolve issues themselves.
He intervenes, but only when needed to correct an unfavourable situation. He
does not use power unless it is absolutely essential. He even allows mistakes to
happen for his people to leam from them. He supports them and supplies them
the required information to complete the assigned task.
(a) Identify the leadership style adopted by Handsen.
(b) With the help of a diagram, explain the other two leadership styles
based on the use of authority.
Ans. (a)Laissez Faire leadership style
(b) The other two leadership styles based on the use of authority are:
(i) Autocratic leadership style
L is the leader and A, B, C, D and E are the subordinates.
An autocratic leader gives orders and expects his subordinates to
obey those orders There is one-way communication with the subordinates
who act according to the command given by the manager.
(ii) Democratic leadership style
 In the above diagram, L is the leader and A, B, C and D are
subordinates
A democratic leader develops action plans and makes decisions in
consultation with his subordinates.
Such a leader recognises that people perform best if they set their
own objectives.
38. Three friends, Rajat, Raman and Ansh, after completing their MBA from a 6.
reputed business school at Mumbai, were discussing about the type of
organisation they would like to join. Rajat was very clear that he would like to
take up a government job as it gives stability about the future income and work
which will help him to work with greater zeal. It will also provide him pension
when he will retire from his service.
Raman wanted to work in a company, which has appropriate skill development
plans for its employees and helps the employees to grow to higher levels in the
organisation. In addition to this, the company should also provide facilities like
housing, medical aid, etc. Ansh said that he would prefer to work in an
organisation, which has the culture of individual autonomy, is considerate to
employees and provides the employees with opportunity for personal growth and
a meaningful work experience.
(a) Identify the various financial and non-financial incentives discussed by
the three friends in the above conversation.
(b) Explain three other non-financial incentives which were not discussed
by any one of them.
Ans. (a) Motivation
(b) First friend: Safety Needs
Second friend: Physiological Needs
Third friend: Self Actualisation Needs
Fourth friend: Social Needs.
Fifth friend : Esteem Needs
39. Chintamani is the Production Manager of 'Global India Ltd.' manufacturing and 6.
exporting steel. During the year 2017-18, the company could not meet its
production targets. The Chief Executive Officer of the company constituted a
committee of experts to find out the reasons and give its recommendation so that
the production target could be met in the future. The company analysed the
production related records and found out that there were problems due to
communication. Global India Ltd. had rigid rules and would insist on
communication through prescribed channels, which led to delays. The
company also had a number of managerial levels causing further delay and
distorted communication.
Moreover, the Production Manager, Chintamani, was using a tone that quite
often offended the sentiments of the workers. Also, Chintamani and the
workers did not believe in each other and so could not understand each other's
messages in the original sense.
(a) Identify and give the meaning of the types of communication barriers
discussed above.
(b) Quoting lines from the above, state two communication barriers under
each of the types identified in part (a) because of which 'Global India Ltd.'
could not meet its production targets.
(c) State any two recommendations that might have been given by the
committee to improve communication effectiveness.
Ans.(a ) Types of communication barriers discussed above are:
Organisational Barrier:
(i) Rules and Regulations: "Global India Ltd. had rigid rules and
would insist on communication through prescribed channels, which led to
delays."
(ii) Complexity in Organisation Structure: "The company also had a
number of managerial levels causing further delay and distorted
communication."
Psychological Barrier:
(i)Loss by transmission and poor retention: "The company also had
a number of managerial levels causing further delay and distorted
communication."
(ii)Distrust: "Chintamani and the workers did not believe in each
other and so could not understand each other's messages in the original
sense."
(c) Recommendations that might have been given by the committee
to improve communication effectiveness:
(i)Be aware of Language, Tone and Content of Message: The
sender should take care of the language, tone and content of the message so
that it does not offend the sentiments of the receiver.
(ii) Be a Good Listener: The receiver should be a good listener so
as to understand each others message in its original sense.