Headings based test

Q1. Fill in the blanks

1. ______________ is the branch of linguistics dealing with the meaning of words and sentences.

2. ________________barriers are concerned with problems and obstructions in the process of encoding and
decoding of message into words or impressions. Normally, such barriers result on account of use of wrong words,
faulty translations, different interpretations etc. These are discussed below:
3. In Grapevine ________________network, each person communicates to the other in sequence.

4. In Grapevine ________________ network, each person communicates with all on non-selective basis.

5. In Grapevine ________________ network, the individual communicates randomly with other individual.

6. In Grapevine ________________, the individual communicates with only those people whom he trusts.

7. ________________ Communication flows vertically i.e., upwards or downwards through formal channels.

8. ________________(UPWARD/ DOWNWARD) communications refer to flow of communication from

subordinate to superior
9. application for grant of leave, submission of progress report, request for grants etc are The examples of
________________(UPWARD/ DOWNWARD) communication

10. ________________(UPWARD/ DOWNWARD) communication indicates communication from a superior to

subordinate.

11. Sending notice to employees to attend a meeting, ordering subordinates to complete an assigned work, passing on
guidelines framed by top management to the subordinates etc. are the examples of
________________(UPWARD/ DOWNWARD) communications

12. ________________( HORIZONTAL/ VERTICAL) or lateral communication takes place between one division
and another. For example, a production manager may contact marketing manager to discuss about schedule of
product delivery, product design, quality etc.

13. Communication taking place within an organisation may be broadly classified as ____________ and
________________ communication.

14. Effectiveness of a manager depends significantly on his ability to ____________ effectively with his superiors,
subordinates and external agencies such as bankers, suppliers, union and government.

15. ____________ serves as the lubricant fostering for the smooth operations of the management process.

16. Directing abilities of a manager mainly depend upon his ____________ skills. That is why organisation always
emphasises on improving communication skills of managers as well as employees.

17. The word ____________has been derived from the Latin word ‘communis’ which means ‘common’ which
consequently implies common understanding.

18. _________________is understood as a process of exchange of ideas, views, facts, feelings etc. Between or
among people to create common understanding.

19. Communication is the ____________of exchange of information between two or more persons to reach common
understanding.

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 20. Communication has been defined as a process involving elements likes_____________, e____________,
______________, r____________, decoding, noise and feedback.

21. A manager needs to use various ways to lead, motivate and inspire the subordinates and to communicate with
them suitably. These ways are collectively called the _______function of management.

22. A ______________ is an inner state that energises, activates or moves and directs behaviour towards goals.
______________ arise out of the needs of individuals. Realisation of a motive causes restlessness in the
individual which prompts some action to reduce such restlessness.

23. Some such ______________ are – hunger, thirst, security, affiliation, need for comfort, recognition etc., For
example, the need for food causes hunger an account of which a man searches for food.

24. ______________ is the process of stimulating people to action to accomplish desired goals. Motivation depends
upon satisfying needs of people.

25. ________________ is the technique used to motivate people in an organisation. Managers use diverse
____________ like pay, bonus, promotion, recognition, praise, responsibility etc., in the organisation to influence
people to contribute their best.

26. ______________ means all measures which are used to motivate people to improve performance. These may be
broadly classified as financial and non-financial.

27. _________________ is the process of influencing the behaviour of people by making them strive voluntarily
towards achievement of organisational goals. L__________ indicates the ability of an individual to maintain good
interpersonal relations with followers and motivate them to contribute for achieving organisational objectives.

Q2. From the following statements identify the point of main characteristics of directing are
discussed below:
1. A manager has to perform Directing function along with OTHER functions to convert plans to action while
discharging his duties in the organisation.

2. Every manager, from top executive to supervisor performs the function of directing. The directing takes place
wherever superior – subordinate relations exist.

3. Directing is a continuous activity. It takes place throughout the life of the organisation

4. Directing is first initiated at top level and flows to the bottom through organisational hierarchy.

5. It means that every manager can direct his immediate subordinate and take instructions from his immediate boss.

Q3. Identify the guiding principles of directing which help in directing process from the
following statements
1. Techniques must help every individual in the organization to contribute to his maximum potential for
achievement of organisational objectives. It should bring out untappted energies of employees for the efficiency
of organisation.

2. For example, a good motivation plan with suitable monetary and non-monetary rewards can motivate an
employee to contribute his maximum efforts for the organisation

3. Very often, we find that individual objectives of employees and the organizational objectives as understood are
conflicting to each other. Good directing should provide harmony by convincing that organisations and
individuals objectives are complimentary to each other.

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 4. For example, an employee may expect attractive salary and monetary benefits to fulfill his personal needs. The
organisation may expect employees to improve productivity to achieve expected profits. But, good directing
should provide harmony by convincing that employee rewards and work efficiency are complimentary to each
other.

5. This principle insists that a person in the organisation should receive instructions from one superior only. If
instructions are received from more than one, it creates confusion, conflict and disorder in the organisation.
Adherence to this principle ensures effective direction.

6. According to this principle, appropriate motivational and leadership technique should be used while directing the
people based on subordinate needs, capabilities, attitudes and other situational variables.

7. For example, for some people money can act as powerful motivator while for others promotion may act as
effective motivator.

8. Effective managerial communication across all the levels in the organisation makes direction effective. Directing
should convey clear instructions to create total understanding to subordinates. Through proper feedback, the
managers should ensure that subordinate understands his instructions clearly.

9. A manager should realise that informal groups or organisations exist within every formal organisation. He should
spot and make use of such organisations for effective directing.

10. While directing the subordinates, managers should exercise good leadership as it can influence the subordinates
positively without causing dissatisfaction among them.

11. Mere giving of an order is not sufficient. Managers should follow it up by reviewing continuously whether orders
are being implemented accordingly or any problems are being encountered and make suitable modifications

Q4. Identify the Elements of Direction from the following statements

1. A supervisor explains a worker about operations to be carried by him on a lathe machine,
2. A mining engineer explains about safety precautions to be followed while working in a coal mine,
3. A Managing Director declares share in the profits to the managers for their contribution to inhance profits of
the company, and
4. A manager inspires his/her employees by playing a lead role in performing a work.

Q5. Directing may broadly be grouped into four categories which are the elements of directing.
These are:
1. _________________
2. _________________
3. _________________
4. _________________

Q6. Identify the element (Supervision, Motivation, Leadership, and Communication)

1. A function performed by supervisors in the organisational hierarchy. The functions and performance of the
supervisor are vital to any organisation because he is directly related with workers whereas other managers
have no direct touch with bottom level workers.

2. The process of guiding the efforts of employees and other resources to accomplish the desired objectives.

3. It means overseeing what is being done by subordinates and giving instructions to ensure optimum utilisation
of resources and achievement of work targets.

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 4. The function to be performed by supervisor, a managerial position in the organization hierarchy at the
operative level i.e., immediately above the worker.

5. it is not always possible to get the best of work from employees merely by exercising formal authority. a
manager should try to develop insights into causes of behaviour of people. A manager may come across
highly committed and hardworking staff or lazy, evasive and superficial workers. He or she may wonder
what to do with workers not willing to work to their potential. Psychologists say it is motivation, which
stimulates people to take up work voluntarily.

6. Motivation means incitement or inducement to act or move. In the context of an organisation, it means the
process of making subordinates to act in a desired manner to achieve certain organisational goals.

Q7. Motivation Process .explain the process of satisfaction of human needs.

_______________________________
_______________________________
________________________________
________________________________
________________________________
________________________________

Q8 from the following identify the needs as per Maslow’s Need Hierarchy Theory
1. _______________These needs are most basic in the hierarchy and corresponds to primary needs. Hunger,
thirst, shelter, sleep and sex are some examples of these needs. In the organisational context, basic salary
helps to satisfy these needs.

2. _______________These needs provide security and protection from physical and emotional harm.
Examples: job security, stability of income, Pension plans etc.,

3. _______________These needs refer to affection, sense of belongingness, acceptance and friendship.

4. _______________These include factors such as self-respect, Autonomy status, recognition and attention.

5. _______________It is the highest level of need in the hierarchy. It refers to the drive to become what one is
capable recruitment and training which involve additional investment of money, time and effort. Motivation
helps to save such costs. It also helps to retain talented people in the organisation.

Q7. Maslow’s theory is based on the following assumptions:

1. People’s ____________ is based on their needs. Satisfaction of such needs influences their behaviour.
2. People’s needs are in __________ order, starting from basic needs to other higher level needs.
3. A satisfied need can no longer motivate a person; only next higher level ________ can motivate him.
4. A person moves to the ________ higher level of the hierarchy only when the lower need is satisfied

Q8. From the following statements identify the Financial and Non-Financial Incentives
1. Financial incentives refer to incentives which are in direct monetary form or measurable in monetary term
and serve to motivate people for better performance. These incentives may be provided on individual or
group basis.
2. All the needs of individuals are not satisfied by money alone. Psychological, social and emotional factors
also play important role in providing motivation.

3. These incentives mainly focus on Psychological, social and emotional needs. Sometimes, monetary aspect
may be involved in non-financial incentives as well.

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 4. The emphasis is to provide psychological and emotional satisfaction rather than money driven
satisfaction.

5. If an individual gets promotion in the organisation, it satisfies him psychologically more as he gets a
feeling of elevation, increase in status, increase in authority, challenge in the job etc., Though promotion
involves payment of extra money, non-monetary aspects over-ride monetary aspects.

Q9. Identify the type of financial incentive

1. For every employee, salary is the basic monetary incentive. It includes basic pay, dearness allowance and
other allowances. Salary system consists of regular increments in the pay every year and enhancement of
allowances from time-to-time. In some business organisations, pay hike and increments may be linked to
performance.

2. Several wage incentive plans aims at linking payment of wages to increase in productivity at individual or
group level.

3. Bonus is an incentive offered over and above the wages/salary to the employees.

4. Profit sharing is meant to provide a share to employees in the profits of the organisation. This serves to
motivate the employees to improve their performance and contribute to increase in profits.

5. Under these incentive schemes, employees are offered company shares at a set price which is lower than
market price.

6. Sometimes, management may allot shares in line of various incentives payable in cash. The allotment of
shares creates a feeling of ownership to the employees and makes them to contribute for the growth of the
organisation.

7. In Infosys the scheme of stock option has been implemented as a part of managerial compensation.

8. Several retirement benefits such as provident fund, pension, and gratuity provide financial security to
employees after their retirement. This acts as an incentive when they are in service in the Organisation.

9. In many companies perquisites and fringe benefits are offered such as car allowance, housing, medical aid,
and education to the children etc., over and above the salary. These measures help to provide motivation to
the employees/ managers.

Q10. Identify the type of non-financial incentives

1. In the organizational context, status means ranking of positions in the organisation. The authority, responsibility,
rewards, recognition, perquisites and prestige of job indicate the status given to a person holding a managerial
position. Psychological, social and esteem needs of an individual are satisfied by status given to their job.

2. Organisational climate indicates the characteristics which describe an organisation and distinguish one
organisation from the other. These characteristics influence the behaviour of individuals in the organisation.
Some of these characteristics are–individual autonomy, reward orientation, consideration to employees, risk-
tasking etc., If managers take positive measures regarding these aspects, it helps to develop better organisational
climate.

3. Every individual wants to grow to the higher level in the organisation. Managers should provide opportunity to
employees to improve their skills and be promoted to the higher level jobs. Appropriate skill development
programmes, and sound promotion policy will help employees to achieve promotions. Promotion works as a tonic
and encourages employees to exhibit improved performance.

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 4. It is concerned with designing jobs that include greater variety of work content, require higher level of
knowledge and skill; give workers more autonomy and responsibility; and provide the opportunity for personal
growth and a meaningful work experience. If jobs are enriched and made interesting, the job itself becomes a
source of motivation to the individual.

5. Most people have a need for evaluation of their work and due recognition. They feel that what they do should be
recognised by others concerned. Recognition means acknowledgment with a show of appreciation. When such
appreciation is given to the work performed by employees, they feel motivated to perform/work at higher level.

6. Congratulating the employee for good performance. Displaying on the notice board or in the company news letter
about the achievement of employee.

7. Installing award or certificate for best performance.

8. Distributing mementos, complimentaries like T-shirts in recognition of employee services.
9. Rewarding an employee for giving valuable suggestions.

10. Employees want their job to be secure. They want certain stability about future income and work so that they do
not feel worried on these aspects and work with greater zeal. In India, this aspect is more important considering
the inadequate job opportunities and too many aspirants for these.

11. It means involving employees in decision making of the issues related to them. In many companies, these
programmes are in practice in the form of joint management committees, work committees, canteen committees
etc.,

12. Empowerment means giving more autonomy and powers to subordinates. Empowerment makes people feel that
their jobs are important. This feeling contributes positively to the use of skills and talents in the job performance.

Q11. Identify the Qualities of a Good Leader:

1. Physical features like height, weight, health, appearance determine the physical personality of an individual. It is
believed that good physical features attract people. Health and endurance help a leader to work hard which
inspires others to work with same tempo.

2. A good leader should have required knowledge and competence. Only such person can instruct subordinates
correctly and influence them.

3. A leader should possess high level of integrity and honesty. He should be a role model to others regarding the
ethics and values.

4. A leader should have courage and initiative. He should not wait for opportunities come to his way, rather he
should grab the opportunity and use it to the advantage of organisation.

5. A leader should be a good communicator. He should have the capacity to clearly explain his ideas and make the
people to understand his ideas. He should be not only good speaker but a good listener, teacher, counsellor and
persuader.

6. A leader should be an effective motivator. He should understand the needs of people and motivate them through
satisfying their needs.

7. A leader should have high level of self-confidence. He should not loose his confidence even in most difficult
times. In fact, if the leader lacks self-confidence, he cannot provide confidence to his followers.

8. Leader should be decisive in managing the work.

9. A leader should be sociable and friendly with his colleagues and followers. He should understand people and
maintain good human relations with them.

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Q12. Identify the type of Leadership Style { (i) Autocratic (ii) Democratic, and (iii) Laissez-faire}
1. An autocratic leader gives orders and expects his subordinates to obey those orders.

2. If a manager is following this style, then communication is only one-way with the subordinate only acting
according to the command given by the manager.

3. This leader is dogmatic i.e., does not change or wish to be contradicted. His following is based on the assumption
that reward or punishment both can be given depending upon the result.

4. This leadership style is effective in getting productivity in many situations like in a factory where the supervisor
is responsible for production on time and ha so ensure labour productivity. Quick decision-making is also
facilitated.

5. But there are variations also, they may listen to everyone’s opinion, consider subordinates ideas and concerns but
the decision will be their own.

6. A democratic leader will develop action plans and makes decisions in consultation with his subordinates. He will
encourage them to participate in decision-making.

7. This kind of leadership style is more common now-a-days, since leaders also recognise that people perform best
if they have set their own objectives.

8. They also need to respect the other’s opinion and support subordinates to perform their duties and accomplish
organisational objectives. They exercise more control by using forces within the group.

9. Such a leader does not believe in the use of power unless it is absolutely essential. The followers are given a high
degree of independence to formulate their own objectives and ways to achieve them.

10. The group members work on their own tasks resolving issues themselves. The manager is there only to support
them and supply them the required information to complete the task assigned.

11. At the same time, the subordinate assumes responsibility for the work to be performed.

Q13. Identify the Elements of Communication Process

1. Person who conveys his thoughts or ideas to the receiver. He represents source of communication.
2. It is the content of ideas, feelings, suggestions, order etc., intended to be communicated.
3. It is the process of converting the message into communication symbols such as words, pictures, gestures etc.,
4. It is the path through which encoded message is transmitted to receiver. The channel may be in written form,
face to face, phone call, internet etc.,
5. Prejudices obstructing the poor understanding of message.
6. The person who receives communication of the sender.
7. It includes all those actions of receiver indicating that he has received and understood message of sender.
8. Means some obstruction or hindrance to communication. This hindrance may be caused to sender, message or
receiver. (a) Ambiguous symbols that lead to faulty encoding.
9. A poor telephone connection.
10. An inattentive receiver.
11. Faulty decoding (attaching wrong meanings to message).
12. It is the process of converting encoded symbols of the sender.
13. Gestures and postures that may distort the message.

Q14. Identify the point of Importance of Communication

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 1. Communication acts as basis of coordination. It provides coordination among departments, activities and persons
in the organisation. Such coordination is provided by explaining about organisational goals, the mode of their
achievement and inter relationships between different individuals etc.

2. Communication makes possible for the smooth ll organizational interactions depend on communications. The job
of a manager is to coordinate the human and physical elements of an organisation into an efficient and active
working unit that achieves common objectives. It is only communication which makes smooth working of an
enterprise possible. Communication is basic to an organisation’s existence right from its birth through its
continuing life. When communication stops, organized activity ceases to exist.

3. Communication provides needed information for decision making. In its absence, it may not be possible for the
managers to take any meaningful decision. Only on the basis of communication of relevant information one can
take right decision.

4. Communication is essential for quick and effective performance of managerial functions. The management
conveys the goals and targets, issues instructions, allocates jobs and responsibilities and looks after the
performance of subordinates. Communication is involved in all these aspects. Thus, communication lubricates the
entire organisation and keeps the organisation at work with efficiency.

5. Efficient operation is the aim of all prudent management. It may be possible only when there is industrial peace in
the factory and mutual cooperation between

6. Management and workers. The two way communication promotes cooperation and mutual understanding
between the management and workers.

7. Communication is the basis of leadership. Effective communication helps to influence subordinates. While
influencing people, leader should possess good communication skills.

8. An efficient system of communication enables management to motivate, influence and satisfy the subordinates.
Good communication assists the workers in their adjustment with the physical and social aspect of work. It
improves good human relations in industry.

9. Communication is the basis of participative and democratic pattern of management. Communication helps to
boost morale of employees and managers.

Q15. From the following statements .Identify the Formal and Informal Communication.

1. Communication flows through official channels designed in the organisation chart. This communication may take
place between a superior and subordinate, a subordinate and superior or among Same cadre employees or
managers.

2. The communications may be oral or written but generally recorded and filed in the office.

3. Communication may be further classified as – Vertical and Horizontal.

4. The pattern through which communication flows within the organisation is generally indicated through
organizational structures

5. Communication that takes place without following the formal lines of communication

6. Generally referred to as the ‘grapevine’ because it spreads throughout the organisation with its branches going out
in all directions in utter disregard to the levels of authority.

7. Communication arises out of needs of employees to exchange their views, which cannot be done through formal
channels.

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 8. Workers chit chatting in a canteen about the behaviour of the superior, discussing about rumours that some
employees are likely to be transferred are some examples of informal communications.

Q 16. Identify some of the popular formal and informal communication networks
1. The communication spreads rapidly and sometimes gets distorted. It is very difficult to detect the source of such
communication. It also leads to generate rumours which are not authentic and may hamper work environment.

2. Channels may be helpful as they carry information rapidly and, therefore, may be useful to the manager at times
Informal channels are used by the managers to transmit information so as to know the reactions of his/her
subordinate.

3. This network exists between a supervisor and his subordinates. Since many levels exist in an organisation
structure, communication flows from every superior to his subordinate through single chain.

4. In this network, all subordinates under one superior communicate through him only as he acts as a hub of the
wheel. The subordinates are not allowed to talk among themselves.

5. In this network, the communication moves in a circle. Each person can communicate with his adjoining two
persons. In this network, communication flow is slow.

6. In this network, each person can communicate with others freely. The flow of communication is fast in this
network.

7. In this network, a subordinate is allowed to communicate with his immediate superior as well as his superiors
superior. However, in later case, only prescribed communication takes place.

Q17. Identify the different Barriers to Communication

1. Sometimes intended meaning may not be conveyed by a manager to his subordinates. These badly expressed
messages may be an account of inadequate vocabulary, usage of wrong words, omission of needed words etc.

2. A word may have several meanings. Receiver has to perceive one such meaning for the word used by
communicator Wrong perception leads to communication problems.

3. Sometimes the communications originally drafted in one language (e.g., English) need to be translated to the
language understandable to workers (e.g., Hindi). If the translator is not proficient with both the languages,
mistakes may creep in causing different meanings to the communication.

4. Some communications may have certain assumptions which are subject to different interpretations. For example,
a boss may instruct his subordinate, “Take care of our guest”. Boss may mean that subordinate should take care of
transport, food, accommodation of the guest until he leaves the place. The subordinate may interpret that guest
should be taken to hotel with care. Actually, the guest suffers due to these unclarified assumptions.

5. It is usually found that specialists use technical jargon while explaining to persons who are not specialists in the
concerned field. Therefore, they may not understand the actual meaning of many such words.

6. Every movement of body communicates some meaning. The body movement and gestures of communicator
matters so much in conveying the message. If there is no match between what is said and what is expressed in
body movements, communications may be wrongly perceived.

7. Sometimes people evaluate the meaning of message before the sender completes his message. Such premature
evaluation may be due to pre-conceived notions or prejudices against the communication.

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 8. The pre-occupied mind of receiver and the resultant non-listening of message acts as a major psychological
barrier. For instance, an employee explains about his problems to the boss who is pre-occupied with an important
file before him. The boss does not grasp the message and the employee is disappointed.

9. When communication passes through various levels, successive transmissions of the message results in loss of, or
transmission of inaccurate information. This is more so in case of oral communication. Poor retention is another
problem. Usually people cannot retain the information for a long time if they are inattentive or not interested.

10. Distrust between communicator and communicate acts as a barrier. If the parties do not believe each other, they
cannot understand each other’s message in its original sense.

11. If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper
effectiveness of communications. For example, in an organisation with highly centralised pattern, people may not
be encouraged to have free communication.

12. Rigid rules and cumbersome procedures may be a hurdle to communication. Similarly, communications through
prescribed channel may result in delays.

13. Status of superior may create psychological distance between him and his subordinates. A status conscious
manager also may not allow his subordinates to express their feelings freely.

14. In an organisation where there are number of managerial levels, communication gets delayed and distorted as
number of filtering points are more.

15. If facilities for smooth, clear and timely communications are not provided communications may be hampered.
Facilities like frequent meetings, suggestion box, complaint box, social and cultural gathering, transparency in
operations etc., will encourage free flow of communication. Lack of these facilities may create communication
problems.

16. If a superior perceives that a particular communication may adversely affect his authority, he or she may withhold
or suppress such communication.

17. If superiors do not have confidence on the competency of their subordinates, they may not seek their advice or
opinions.

18. Sometimes, subordinates may not be prepared to communicate with their superiors, if they perceive that it may
adversely affect their interests.

19. If there is no motivation or incentive for communication, subordinates may not take initiative to communicate. if
there is no reward or appreciation for a good suggestion, the subordinates may not be willing to offer useful
suggestions.
Q18. Improving Communication Effectiveness
1. The problem to be communicated to subordinates should be clear in all its perspective to the executive himself.
The entire problem should be stated in such a manner that is clearly conveyed to subordinates.

2. The level of understanding of receiver should be crystal clear to the communicator. Manager should adjust his
communication according to the education and understanding levels of subordinates.

3. Participation and involvement of subordinates may help to gain ready acceptance and willing cooperation of
subordinates.

4. The contents of the message, tone, language used, should be understandable to the receiver and should not offend
the sentiments of listeners. The message should be stimulating to evoke response from the listeners.

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 5. While conveying message to others, it is better to know the interests and needs of the people with whom you are
communicating. If the message relates directly or indirectly to such interests and needs it certainly evokes
response from communicatee.

6. The communicator may ensure the success of communication by asking questions regarding the message
conveyed. The communication process may be improved by the feedback received to make it more responsive.

7. Generally, communication is needed to meet the existing commitments to maintain consistency, the
communication should aim at future goals of the enterprise also.

8. There should be regular follow up and review on the instructions given to subordinates. It helps in removing
hurdles if any in implementing the instructions.

9. Manager should be a good listener. Patient and attentive listening solves half of the problems. Managers hould
also give indications of their interest in listening to their subordinates.

Q19. Importance of Directing

1. Directing helps to _________ by people in the organisation towards attainment of desired objectives.
2. Directing _________ employees efforts in the organisation
3. Directing guides employees to fully realise their _________ and capabilities
4. Directing facilitates introduction of needed _________ in the organisation.
5. Effective directing helps to bring _________ and balance in the organisation

Q20. Importance of Supervision/multiple roles performed by a supervisor.

1. Supervisor maintains day-to-day _________ and maintains friendly relations with workers.
2. Supervisor acts as a _________ between workers and management.
3. Supervisor plays a key role in maintaining group _________ among workers
4. Supervisor ensures _________ of work according to the targets set.
5. Supervisor provides good on-the-job _________to the workers and employees.
6. Supervisory leadership plays a _________ role in influencing the workers in the organization & build up
high morale among workers.
7. A good supervisor analyses the work performed and gives fe_________ to the workers.

Q21. Importance of leadership

1. Leadership influences the _________ of people and makes them to positively contribute their energies for
the benefit of the organization
2. A leader maintains _________ and helps followers in fulfilling their needs.
3. Leader plays a key role in introducing required _________ in the organisation overcomes resistance and
introduces it with minimum discontentment.
4. A leader handles _________ effectively and does not allow adverse effects resulting from the conflicts
5. Leader provides t_________ to their subordinates. A good leader always builds up his successor and helps in
smooth succession process.

Q22. Importance of Motivation:

1. Motivation helps to improve _________ levels of employees as well as the organisation.
2. Motivation helps to change negative or indifferent _________ of employee to positive attitudes
3. Motivation helps to reduce employee _________ and thereby saves the cost of new recruitment and training.

Q23. Features of leadership

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 1. Leadership indicates ability of an individual to _________others.
2. Leadership tries to bring _________ in the behaviour of others.
3. Leadership indicates _________ relations between leaders and followers.
4. Leadership is exercised to _________ common goals of the organisation.
5. Leadership is a _________ process.

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 ANSWER KEY
ALL ASWERS ARE WRITTEN IN RED INK

Q1. Fill in the blanks

1. Semantics is the branch of linguistics dealing with the meaning of words and sentences.

2. Semantics barriers are concerned with problems and obstructions in the process of encoding and decoding of
message into words or impressions. Normally, such barriers result on account of use of wrong words, faulty
translations, different interpretations etc. These are discussed below:
3. In Grapevine single strand network network, each person communicates to the other in sequence.

4. In Grapevine gossip network, each person communicates with all on non-selective basis.

5. In Grapevine probability network, the individual communicates randomly with other individual.

6. In Grapevine cluster, the individual communicates with only those people whom he trusts.

7. Vertical Communication flows vertically i.e., upwards or downwards through formal channels.

8. Upward (UPWARD/ DOWNWARD) communications refer to flow of communication from subordinate to

superior
9. application for grant of leave, submission of progress report, request for grants etc are The examples of Upward
(UPWARD/ DOWNWARD) communication

10. Downward (UPWARD/ DOWNWARD) communication indicates communication from a superior to

subordinate.

11. Sending notice to employees to attend a meeting, ordering subordinates to complete an assigned work, passing on
guidelines framed by top management to the subordinates etc. are the examples of downward (UPWARD/
DOWNWARD) communications

12. Horizontal ( HORIZONTAL/ VERTICAL) or lateral communication takes place between one division and
another. For example, a production manager may contact marketing manager to discuss about schedule of product
delivery, product design, quality etc.

13. Communication taking place within an organisation may be broadly classified as formal and informal
communication.

14. Effectiveness of a manager depends significantly on his ability to communicate effectively with his superiors,
subordinates and external agencies such as bankers, suppliers, union and government.

15. Communication serves as the lubricant fostering for the smooth operations of the management process.

16. Directing abilities of a manager mainly depend upon his Communication skills. That is why organisation always
emphasises on improving communication skills of managers as well as employees.

17. The word Communication has been derived from the Latin word ‘communis’ which means ‘common’ which
consequently implies common understanding.

18. Communication is understood as a process of exchange of ideas, views, facts, feelings etc. Between or among
people to create common understanding.

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 19. Communication is the process of exchange of information between two or more persons to reach common
understanding.

20. Communication has been defined as a process involving elements likes source, encoding, media/channel,
receiver, decoding, noise and feedback.

21. A manager needs to use various ways to lead, motivate and inspire the subordinates and to communicate with
them suitably. These ways are collectively called the directing function of management.

22. A motive is an inner state that energises, activates or moves and directs behaviour towards goals. Motive arise out
of the needs of individuals. Realisation of a motive causes restlessness in the individual which prompts some
action to reduce such restlessness.

23. Some such motives are – hunger, thirst, security, affiliation, need for comfort, recognition etc., For example, the
need for food causes hunger an account of which a man searches for food.

24. Motivation_ is the process of stimulating people to action to accomplish desired goals. Motivation depends upon
satisfying needs of people.

25. Motivator is the technique used to motivate people in an organisation. Managers use diverse Motivators like pay,
bonus, promotion, recognition, praise, responsibility etc., in the organisation to influence people to contribute
their best.

26. Incentive means all measures which are used to motivate people to improve performance. These may be broadly
classified as financial and non-financial.

27. Leadership is the process of influencing the behaviour of people by making them strive voluntarily towards
achievement of organisational goals. Leadership indicates the ability of an individual to maintain good
interpersonal relations with followers and motivate them to contribute for achieving organisational objectives.

Q2. From the following statements identify the point of main characteristics of directing are
discussed below:
1. A manager has to perform Directing function along with OTHER functions to convert plans to action while
discharging his duties in the organisation. Directing initiates action

2. Every manager, from top executive to supervisor performs the function of directing. The directing takes place
wherever superior – subordinate relations exist. Directing takes place at every level of management

3. Directing is a continuous activity. It takes place throughout the life of the organisation Directing is a continuous
process:

4. Directing is first initiated at top level and flows to the bottom through organisational hierarchy. Directing flows
from top to bottom

5. It means that every manager can direct his immediate subordinate and take instructions from his immediate
boss.Directing flows from top to bottom

Q3. Identify the guiding principles of directing which help in directing process from the
following statements

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 1. Techniques must help every individual in the organization to contribute to his maximum potential for
achievement of organisational objectives. It should bring out untapped energies of employees for the efficiency of
organisation. Maximum individual contribution
2. For example, a good motivation plan with suitable monetary and non-monetary rewards can motivate an
employee to contribute his maximum efforts for the organisation Maximum individual contribution

3. Very often, we find that individual objectives of employees and the organizational objectives as understood are
conflicting to each other. Good directing should provide harmony by convincing that organisations and
individuals objectives are complimentary to each other. Harmony of objectives

4. For example, an employee may expect attractive salary and monetary benefits to fulfil his personal needs. The
organisation may expect employees to improve productivity to achieve expected profits. But, good directing
should provide harmony by convincing that employee rewards and work efficiency are complimentary to each
other. Harmony of objectives

5. This principle insists that a person in the organisation should receive instructions from one superior only. If
instructions are received from more than one, it creates confusion, conflict and disorder in the organisation.
Adherence to this principle ensures effective direction.Unity of Command

6. According to this principle, appropriate motivational and leadership technique should be used while directing the
people based on subordinate needs, capabilities, attitudes and other situational variables.Appropriateness of
direction technique

7. For example, for some people money can act as powerful motivator while for others promotion may act as
effective motivator. Appropriateness of direction technique

8. Effective managerial communication across all the levels in the organisation makes direction effective. Directing
should convey clear instructions to create total understanding to subordinates. Through proper feedback, the
managers should ensure that subordinate understands his instructions clearly. Managerial communication

9. A manager should realise that informal groups or organisations exist within every formal organisation. He should
spot and make use of such organisations for effective directing. Use of informal organization

10. While directing the subordinates, managers should exercise good leadership as it can influence the subordinates
positively without causing dissatisfaction among them. Leadership

11. Mere giving of an order is not sufficient. Managers should follow it up by reviewing continuously whether orders
are being implemented accordingly or any problems are being encountered and make suitable modifications
Follow through

Q4. Identify the Elements of Direction from the following statements

1. A supervisor explains a worker about operations to be carried by him on a lathe machine, Supervision
2. A mining engineer explains about safety precautions to be followed while working in a coal mine,
Communication
3. A Managing Director declares share in the profits to the managers for their contribution to inhance profits of
the company, Motivation
4. A manager inspires his/her employees by playing a lead role in performing a work. Leadership

Q5. Directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation

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 (iii) Leadership
(iv) Communication

Q6. Identify the element (Supervision, Motivation, Leadership, and Communication)

1. A function performed by supervisors in the organisational hierarchy. The functions and performance of the
supervisor are vital to any organisation because he is directly related with workers whereas other managers
have no direct touch with bottom level workers. Supervision
2. The process of guiding the efforts of employees and other resources to accomplish the desired objectives.
Supervision
3. It means overseeing what is being done by subordinates and giving instructions to ensure optimum utilisation
of resources and achievement of work targets. Supervision

4. The function to be performed by supervisor, a managerial position in the organization hierarchy at the
operative level i.e., immediately above the worker. Supervision

5. It is not always possible to get the best of work from employees merely by exercising formal authority. a
manager should try to develop insights into causes of behaviour of people. A manager may come across
highly committed and hardworking staff or lazy, evasive and superficial workers. He or she may wonder
what to do with workers not willing to work to their potential. Psychologists say it is motivation, which
stimulates people to take up work voluntarily. Motivation

6. It means incitement or inducement to act or move. In the context of an organisation, it means the process of
making subordinates to act in a desired manner to achieve certain organisational goals. Motivation

Q7. Motivation Process .explain the process of satisfaction of human needs.

UNSATISFIED NEEDS
TENSION
DRIVES
SEARCH BEHAVIOUR
SATISFIED NEED
REDUCTION OF TENSION

Q8 from the following identify the needs as per Maslow’s Need Hierarchy Theory
1. Basic Physiological Needs These needs are most basic in the hierarchy and corresponds to primary needs.
Hunger, thirst, shelter, sleep and sex are some examples of these needs. In the organisational context, basic
salary helps to satisfy these needs.

2. Safety/Security Needs These needs provide security and protection from physical and emotional harm.
Examples: job security, stability of income, Pension plans etc.,

3. Affiliation/Belonging Needs These needs refer to affection, sense of belongingness, acceptance and
friendship.

4. Esteem Needs These include factors such as self-respect, Autonomy status, recognition and attention.

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 5. Self-Actualization Needs It is the highest level of need in the hierarchy. It refers to the drive to become what
one is capable recruitment and training which involve additional investment of money, time and effort.
Motivation helps to save such costs. It also helps to retain talented people in the organisation.

Q7. Maslow’s theory is based on the following assumptions:

1. People’s behavior is based on their needs. Satisfaction of such needs influences their behaviour.
2. People’s needs are in hierarchical order, starting from basic needs to other higher level needs.
3. A satisfied need can no longer motivate a person; only next higher level need can motivate him.
4. A person moves to the next higher level of the hierarchy only when the lower need is satisfied

Q8. From the following statements identify the Financial and Non-Financial Incentives
1. Incentives which are in direct monetary form or measurable in monetary term and serve to motivate
people for better performance. These incentives may be provided on individual or group basis. Financial

2. All the needs of individuals are not satisfied by money alone. Psychological, social and emotional factors
also play important role in providing motivation. Non Financial

3. These incentives mainly focus on Psychological, social and emotional needs. Sometimes, monetary aspect
may be involved as well. Non Financial

4. The emphasis is to provide psychological and emotional satisfaction rather than money driven
satisfaction. Non Financial

5. If an individual gets promotion in the organisation, it satisfies him psychologically more as he gets a
feeling of elevation, increase in status, increase in authority, challenge in the job etc., Though promotion
involves payment of extra money, non-monetary aspects over-ride monetary aspects. Non Financial

Q9. Identify the type of financial incentive

1. For every employee, salary is the basic monetary incentive. It includes basic pay, dearness allowance and
other allowances. Salary system consists of regular increments in the pay every year and enhancement of
allowances from time-to-time. In some business organisations, pay hike and increments may be linked to
performance. Pay and allowances

2. Several wage incentive plans aims at linking payment of wages to increase in productivity at individual or
group level. Productivity linked wage incentives

3. Bonus is an incentive offered over and above the wages/salary to the employees. Bonus

4. It is meant to provide a share to employees in the profits of the organisation. This serves to motivate the
employees to improve their performance and contribute to increase in profits. Profit Sharing

5. Under these incentive schemes, employees are offered company shares at a set price which is lower than
market price. Co-partnership/ Stock option
6. Sometimes, management may allot shares in line of various incentives payable in cash. The allotment of
shares creates a feeling of ownership to the employees and makes them to contribute for the growth of the
organisation. Co-partnership/ Stock option

7. In Infosys the scheme of stock option has been implemented as a part of managerial compensation. Co-
partnership/ Stock option

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 8. Several retirement benefits such as provident fund, pension, and gratuity provide financial security to
employees after their retirement. This acts as an incentive when they are in service in the Organisation.
Retirement Benefits

9. In many companies Perquisites and fringe benefits are offered such as car allowance, housing, medical aid,
and education to the children etc., over and above the salary. These measures help to provide motivation to
the employees/ managers.Perquisites

Q10. Identify the type of non-financial incentives

1. In the organizational context, it means ranking of positions in the organisation. The authority, responsibility,
rewards, recognition, perquisites and prestige of job indicate the status given to a person holding a managerial
position. Psychological, social and esteem needs of an individual are satisfied by status given to their job.

2. It indicates the characteristics which describe an organisation and distinguish one organisation from the other.
These characteristics influence the behaviour of individuals in the organisation. Some of these characteristics are–
individual autonomy, reward orientation, consideration to employees, risk-tasking etc., If managers take positive
measures regarding these aspects, it helps to develop better organisational climate.

3. Every individual wants to grow to the higher level in the organisation. Managers should provide opportunity to
employees to improve their skills and be promoted to the higher level jobs. Appropriate skill development
programmes, and sound promotion policy will help employees to achieve promotions. Promotion works as a tonic
and encourages employees to exhibit improved performance.Career Advancement Opportunity

4. It is concerned with designing jobs that include greater variety of work content, require higher level of
knowledge and skill; give workers more autonomy and responsibility; and provide the opportunity for personal
growth and a meaningful work experience. If jobs are enriched and made interesting, the job itself becomes a
source of motivation to the individual. Job Enrichment

5. Most people have a need for evaluation of their work and due recognition. They feel that what they do should be
recognised by others concerned. Recognition means acknowledgment with a show of appreciation. When such
appreciation is given to the work performed by employees, they feel motivated to perform/work at higher
level.Employee Recognition programmes

6. Congratulating the employee for good performance. Displaying on the notice board or in the company newsletter
about the achievement of employee. Employee Recognition programmes

7. Installing award or certificate for best performance.Employee Recognition programmes

8. Distributing mementos, complimentaries like T-shirts in recognition of employee services. Employee Recognition
programmes
9. Rewarding an employee for giving valuable suggestions.Employee Recognition programmes

10. Employees want their job to be secure. They want certain stability about future income and work so that they do
not feel worried on these aspects and work with greater zeal. In India, this aspect is more important considering
the inadequate job opportunities and too many aspirants for these. Job security

11. It means involving employees in decision making of the issues related to them. In many companies, these
programmes are in practice in the form of joint management committees, work committees, canteen committees
etc., Employee participation

12. It means giving more autonomy and powers to subordinates. It makes people feel that their jobs are important.
This feeling contributes positively to the use of skills and talents in the job performance.Employee Empowerment

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Q11. Identify the Qualities of a Good Leader:
1. Features like height, weight, health, appearance determine the physical personality of an individual. It is believed
that good features attract people. Health and endurance help a leader to work hard which inspires others to work
with same tempo. Physical features

2. A good leader should have required knowledge and competence. Only such person can instruct subordinates
correctly and influence them.Knowledge

3. A leader should possess high level of integrity and honesty. He should be a role model to others regarding the
ethics and values.Integrity

4. A leader should not wait for opportunities come to his way, rather he should grab the opportunity and use it to the
advantage of organisation. Initiative

5. A leader should be a good communicator. He should have the capacity to clearly explain his ideas and make the
people to understand his ideas. He should be not only good speaker but a good listener, teacher, counsellor and
persuader.Communication skills
6. A leader should be an effective motivator. He should understand the needs of people and motivate them through
satisfying their needs. Motivation skills

7. A leader should not loose his confidence even in most difficult times. In fact, if the leader lacks it he cannot
provide confidence to his followers.Self Confidence

8. Leader should be decisive in managing the work.Decisiveness

9. A leader should be sociable and friendly with his colleagues and followers. He should understand people and
maintain good human relations with them. Social skills

Q12. Identify the type of Leadership Style { (i) Autocratic (ii) Democratic, and (iii) Laissez-faire}
1. An autocratic leader gives orders and expects his subordinates to obey those orders.

2. If a manager is following this style, then communication is only one-way with the subordinate only acting
according to the command given by the manager. Autocratic

3. This leader is dogmatic i.e., does not change or wish to be contradicted. His following is based on the assumption
that reward or punishment both can be given depending upon the result.autocratic

4. This leadership style is effective in getting productivity in many situations like in a factory where the supervisor
is responsible for production on time and ha so ensure labour productivity. Quick decision-making is also
facilitated. Autocratic

5. But there are variations also, they may listen to everyone’s opinion, consider subordinates ideas and concerns but
the decision will be their own. Autocratic

6. A democratic leader will develop action plans and makes decisions in consultation with his subordinates. He will
encourage them to participate in decision-making.

7. This kind of leadership style is more common now-a-days, since leaders also recognise that people perform best
if they have set their own objectives. democratic

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 8. They also need to respect the other’s opinion and support subordinates to perform their duties and accomplish
organisational objectives. They exercise more control by using forces within the group. Democratic

9. Such a leader does not believe in the use of power unless it is absolutely essential. The followers are given a high
degree of independence to formulate their own objectives and ways to achieve them.Laissez faire or Free-rein
leader

10. The group members work on their own tasks resolving issues themselves. The manager is there only to support
them and supply them the required information to complete the task assigned. Laissez faire or Free-rein leader

11. At the same time, the subordinate assumes responsibility for the work to be performed. Laissez faire or Free-
rein leader

Q13. Identify the Elements of Communication Process

1. Person who conveys his thoughts or ideas to the receiver. He represents source of communication.Sender
2. It is the content of ideas, feelings, suggestions, order etc., intended to be communicated.Message
3. It is the process of converting the message into communication symbols such as words, pictures, gestures
etc.,Encoding
4. It is the path through which encoded message is transmitted to receiver. The channel may be in written form,
face to face, phone call, internet etc.,Media:
5. Prejudices obstructing the poor understanding of message.Noise
6. The person who receives communication of the sender. Receiver
7. It includes all those actions of receiver indicating that he has received and understood message of sender.
Feedback
8. Means some obstruction or hindrance to communication. This hindrance may be caused to sender, message or
receiver. (a) Ambiguous symbols that lead to faulty encoding.Noise
9. A poor telephone connection. Noise
10. An inattentive receiver. Noise
11. Faulty decoding (attaching wrong meanings to message). Noise
12. It is the process of converting encoded symbols of the sender. Decoding
13. Gestures and postures that may distort the message. Noise

Q14. Identify the point of Importance of Communication

1. It provides coordination among departments, activities and persons in the organisation. Such coordination is
provided by explaining about organisational goals, the mode of their achievement and inter relationships between
different individuals etc. acts as basis of coordination

2. All organizational interactions depend on communications. The job of a manager is to coordinate the human and
physical elements of an organisation into an efficient and active working unit that achieves common objectives. It
is only communication which makes smooth working of an enterprise possible. Communication is basic to an
organisation’s existence right from its birth through its continuing life. When communication stops, organized
activity ceases to exist. Helps in smooth working of an enterprise

3. Communication provides needed information for decision making. In its absence, it may not be possible for the
managers to take any meaningful decision. Only on the basis of communication of relevant information one can
take right decision. Acts as basis of decision making

4. Communication is essential for quick and effective performance of managerial functions. The management
conveys the goals and targets, issues instructions, allocates jobs and responsibilities and looks after the
performance of subordinates. Communication is involved in all these aspects. Thus, communication lubricates the
entire organisation and keeps the organisation at work with efficiency. Increases managerial efficiency

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 5. Efficient operation is the aim of all prudent management. It may be possible only when there is industrial peace in
the factory and mutual cooperation between Management and workers. The two way communication promotes
cooperation and mutual understanding between the management and workers. Promotes cooperation and
industrial peace

6. Communication is the basis of leadership. Effective communication helps to influence subordinates. While
influencing people, leader should possess good communication skills.Establishes effective leadership

7. An efficient system of communication enables management to motivate, influence and satisfy the subordinates.
Good communication assists the workers in their adjustment with the physical and social aspect of work. It
improves good human relations in industry.Boosts morale and provides motivation

8. Communication is the basis of participative and democratic pattern of management. Communication helps to
boost morale of employees and managers.Boosts morale and provides motivation

Q15. From the following statements .Identify the Formal and Informal Communication.

1. Communication flows through official channels designed in the organisation chart. This communication may take
place between a superior and subordinate, a subordinate and superior or among Same cadre employees or
managers.Formal

2. The communications may be oral or written but generally recorded and filed in the office.Formal

3. Communication may be further classified as – Vertical and Horizontal.Formal

4. The pattern through which communication flows within the organisation is generally indicated through
organizational structuresFormal

5. Communication that takes place without following the formal lines of communication Formal

6. Generally referred to as the ‘grapevine’ because it spreads throughout the organisation with its branches going out
in all directions in utter disregard to the levels of authority.Informal

7. Communication arises out of needs of employees to exchange their views, which cannot be done through formal
channels. Informal

8. Workers chit chatting in a canteen about the behaviour of the superior, discussing about rumours that some
employees are likely to be transferred are some examples of informal communications. Informal

Q 16. Identify some of the popular formal and informal communication networks
1. The communication spreads rapidly and sometimes gets distorted. It is very difficult to detect the source of such
communication. It also leads to generate rumours which are not authentic and may hamper work environment.
grapevine/ informal communication

2. Channels may be helpful as they carry information rapidly and, therefore, may be useful to the manager at times
Informal channels are used by the managers to transmit information so as to know the reactions of his/her
subordinate. grapevine/ informal communication

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 3. This network exists between a supervisor and his subordinates. Since many levels exist in an organisation
structure, communication flows from every superior to his subordinate through single chain.Single chain

4. In this network, all subordinates under one superior communicate through him only as he acts as a hub of the
wheel. The subordinates are not allowed to talk among themselves. Wheel

5. In this network, the communication moves in a circle. Each person can communicate with his adjoining two
persons. In this network, communication flow is slow. Circular

6. In this network, each person can communicate with others freely. The flow of communication is fast in this
network. Free flow

7. In this network, a subordinate is allowed to communicate with his immediate superior as well as his superior’s
superior. However, in later case, only prescribed communication takes place.Inverted V

Q17. Identify the different Barriers to Communication

1. Sometimes intended meaning may not be conveyed by a manager to his subordinates. These badly expressed
messages may be an account of inadequate vocabulary, usage of wrong words, omission of needed words etc.
Badly expressed message Semantic barriers
2. A word may have several meanings. Receiver has to perceive one such meaning for the word used by
communicator Wrong perception leads to communication problems. Symbols with different meanings Semantic
barriers

3. Sometimes the communications originally drafted in one language (e.g., English) need to be translated to the
language understandable to workers (e.g., Hindi). If the translator is not proficient with both the languages,
mistakes may creep in causing different meanings to the communication.Faulty translations Semantic barriers

4. Some communications may have certain assumptions which are subject to different interpretations. For example,
a boss may instruct his subordinate, “Take care of our guest”. Boss may mean that subordinate should take care of
transport, food, accommodation of the guest until he leaves the place. The subordinate may interpret that guest
should be taken to hotel with care. Actually, the guest suffers due to these. Unclarified assumptions Semantic
barriers

5. It is usually found that specialists use technical jargon while explaining to persons who are not specialists in the
concerned field. Therefore, they may not understand the actual meaning of many such words. Technical jargon
Semantic barriers

6. Every movement of body communicates some meaning. The body movement and gestures of communicator
matters so much in conveying the message. If there is no match between what is said and what is expressed in
body movements, communications may be wrongly perceived. Body language and gesture decoding Semantic
barriers

7. Sometimes people evaluate the meaning of message before the sender completes his message. Such premature
evaluation may be due to pre-conceived notions or prejudices against the communication. Premature evaluation
Psychological barriers

8. The pre-occupied mind of receiver and the resultant non-listening of message acts as a major psychological
barrier. For instance, an employee explains about his problems to the boss who is pre-occupied with an important
file before him. The boss does not grasp the message and the employee is disappointed. Premature evaluation
Psychological barriers

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 9. When communication passes through various levels, successive transmissions of the message results in loss of, or
transmission of inaccurate information. This is more so in case of oral communication. Poor retention is another
problem. Usually people cannot retain the information for a long time if they are inattentive or not interested.
Loss by transmission and poor retention Psychological barriers

10. Distrust between communicator and communicate acts as a barrier. If the parties do not believe each other, they
cannot understand each other’s message in its original sense. Distrust Psychological barriers

11. If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper
effectiveness of communications. For example, in an organisation with highly centralised pattern, people may not
be encouraged to have free communication. Organisational policy Organisational barriers

12. Rigid rules and cumbersome procedures may be a hurdle to communication. Similarly, communications through
prescribed channel may result in delays. Rules and regulations Organisational barriers

13. Status of superior may create psychological distance between him and his subordinates. A status conscious
manager also may not allow his subordinates to express their feelings freely. Status Organisational barriers

14. In an organisation where there are number of managerial levels, communication gets delayed and distorted as
number of filtering points are more. Complexity in organization structure Organisational barriers

15. If facilities for smooth, clear and timely communications are not provided communications may be hampered.
Facilities like frequent meetings, suggestion box, complaint box, social and cultural gathering, transparency in
operations etc., will encourage free flow of communication. Lack of these facilities may create communication
problems. Organisational facilities Organisational barriers

16. If a superior perceives that a particular communication may adversely affect his authority, he or she may withhold
or suppress such communication. Fear of challenge to authority Personal barriers

17. If superiors do not have confidence on the competency of their subordinates, they may not seek their advice or
opinions. Lack of confidence of superior on his subordinates Personal barriers

18. Sometimes, subordinates may not be prepared to communicate with their superiors, if they perceive that it may
adversely affect their interests. Unwillingness to communicate Personal barriers

19. If there is no motivation or incentive for communication, subordinates may not take initiative to communicate. if
there is no reward or appreciation for a good suggestion, the subordinates may not be willing to offer useful
suggestions. Lack of proper incentives Personal barriers
Q18. Improving Communication Effectiveness
1. The problem to be communicated to subordinates should be clear in all its perspective to the executive himself.
The entire problem should be stated in such a manner that is clearly conveyed to subordinates. Clarify the ideas
before communication

2. The level of understanding of receiver should be crystal clear to the communicator. Manager should adjust his
communication according to the education and understanding levels of subordinates. Communicate according to
the needs of receiver

3. Participation and involvement of subordinates may help to gain ready acceptance and willing cooperation of
subordinates. Consult others before communicating

4. The contents of the message, tone, language used, should be understandable to the receiver and should not offend
the sentiments of listeners. The message should be stimulating to evoke response from the listeners. Be aware of
languages, tone and content of message

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 5. While conveying message to others, it is better to know the interests and needs of the people with whom you are
communicating. If the message relates directly or indirectly to such interests and needs it certainly evokes
response from communicatee. Convey things of help and value to listeners

6. The communicator may ensure the success of communication by asking questions regarding the message
conveyed. The communication process may be improved by the feedback received to make it more responsive.
Ensure proper feedback

7. Generally, communication is needed to meet the existing commitments to maintain consistency; the
communication should aim at future goals of the enterprise also. Communicate for present as well as future

8. There should be regular follow up and review on the instructions given to subordinates. It helps in removing
hurdles if any in implementing the instructions. Follow up communications

9. Manager should be a good listener. Patient and attentive listening solves half of the problems. Managers should
also give indications of their interest in listening to their subordinates. Be a good listener

Q19. Importance of Directing

1. Directing helps to to initiate action by people in the organisation towards attainment of desired objectives.
2. Directing integrates employees efforts in the organisation
3. Directing guides employees to fully realise their potential and capabilities
4. Directing facilitates introduction of needed changes in the organisation.
5. Effective directing helps to bring stability and balance in the organisation

Q20. Importance of Supervision/multiple roles performed by a supervisor.

1. Supervisor maintains day-to-day contact and maintains friendly relations with workers.
2. Supervisor acts as a link between workers and management.
3. Supervisor plays a key role in maintaining group unity_ among workers
4. Supervisor ensures performance of work according to the targets set.
5. Supervisor provides good on-the-job training to the workers and employees.
6. Supervisory leadership plays a key role in influencing the workers in the organization & build up high
morale among workers.
7. A good supervisor analyses the work performed and gives feedback to the workers.

Q21. Importance of leadership

1. Leadership influences the behavior of people and makes them to positively contribute their energies for the
benefit of the organization
2. A leader maintains personal relations and helps followers in fulfilling their needs.
3. Leader plays a key role in introducing required required changes in the organisation overcomes resistance
and introduces it with minimum discontentment.
4. A leader handles conflicts effectively and does not allow adverse effects resulting from the conflicts
5. Leader provides training to their subordinates. A good leader always builds up his successor and helps in
smooth succession process.

Q22. Importance of Motivation:

1. Motivation helps to improve performance_ levels of employees as well as the organisation.

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 2. Motivation helps to change negative or indifferent attitudes_ of employee to positive attitudes
3. Motivation helps to reduce employee turnover and thereby saves the cost of new recruitment and training.

Q23. Features of leadership

1. Leadership indicates ability of an individual to influence others.

2. Leadership tries to bring change in the behaviour of others.
3. Leadership indicates interpersonal relations between leaders and followers.
4. Leadership is exercised to achieve common goals of the organisation.
5. Leadership is a continuous process.

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