Unit - 4

LeadershipCommunication

ControllingAnd

Change Manangement

Leadership# Leadership is said to be – “The process of influencing group

activities towards accomplishment of goals”

# Koonz and O’Donnell – It is the activity of influencing people to strive willingly for group objectives.

Key features -• Existence of followers• Interpersonal influence• Uneven power sharing • Common goals• Situational

Functions of leader:• Leader develops teamwork• Leader is representative of sub ordinates• Leader is a appropriate counselor• Leader uses power properly• Leader uses time well• Leader strives for effectiveness

Qualities of a good leader: Greatman Theory

# Major historical events and powerful organizations are work of a few outstanding figures.

# History of world is but biography of great men Exa: Winston Churchill, Mahatma Gandhi, Julius Caesar,

Jesus Christ, Alexander etc. # This theory beliefs that leadership is genetic. Exa: Kennedy family, Nehru Family This theory holds that leaders are born ! ! !

Qualities that are common to good leaders• Intelligence• Communication skills• Emotional balance• Technical skills• Inner drive• Energy• Human relations skills• Teaching skills

Leans heavily towards thinking that leaders are born and therefore cannot be developed. This theory has limited to hindsight and lost its appeal after World War - II

Leadership styles:

• Directive , Autocratic and Authoritarian style Some features are – - Centralized power and decision making - Close supervision and control - Discipline through reward and punishment - One way communication - Total dependence of subordinates on superior

• Participative and democratic styles some features are - Involves people in decision making and goal setting - Attitudes, feelings, suggestions of members are considered while making decisions - Freedom of thinking and action available to a reasonable extent - Two way, open communication between members - Opportunity to use one’s potential in the service of organization exists.

• Laissez - faire or Free - rein Leadership style - Group members set their goals and decide things on their own - Leader is a passive observer of things - Leader does not decide, does not control and exercise influence over the group - Leader abdicates responsibility - Members operate in an unrestricted environment - Communication is open and can take any derection

Transactional vs Transformational Leaders James burns: There are two types of leaders -

transformational and transactional leaders.1. Transformational are those who recognize, exploit and satisfy

the needs of followers while elevating them into high levels of motivation and morality.

Features –• Independent• Inspirational• Initiators• Active and achieving• Change oriented• Forward thinking• Charismatic

2. Transactional are those influences subordinates with out any emotional inputs. Focuses on achieving results. Emphasizes the importance of impersonal aspects of performance such as plans schedules and budgets.

Features-• Task Centered• Short-term planner• Practical• Passive • Maintain stability• Concrete • Tangible

Likert’s system 4 Management Likert developed these models based on human resource

philosophy of management.

System 1: Exploitative - Autocratic

System 2: Benevolent Autocratic ( Intention to do good, act of kindness)

System 3: Consultative System 4: Democratic

Leadership Development

One of the important challenges faced by organizations today is: “to make managers leaders’.

Leadership development involves “Attitude, Knowledge and Skills” (AKS)

ATTITUDE KNOWLEDGE SKILLS• Positive Thinking•Achievement Orientation• Raising Self Confidence• Realistic Optimism• People orientation

• Vision and Foresight • Job Knowledge

• Communication Skills• Facilitating, Coaching and Mentoring• Delegation, Empowerment• Time Management• Analytical Skills• Building Effective Teams• Walk the Talk

Communication# Process of passing information and understanding from one

person to another. Involves exchange of facts, ideas, opinions or emotions by two or more individuals.

# L.A.Allen “ Communication is the sum of all the things one person does when he wants to create understanding in the mind of another”

Features:• Two people • Sequential process • Continuous activity • Pervasive function• Transference of meaning and understanding

Importance of communication Communication is important to all managers and needed

by all employees. In fact lot of time of managers is spent in some form of communication – writing, reading, speaking or listening.

1. Basis of action2. Facilitates planning3. Helps in decision making4. Means of coordination5. Improves relationships6. Improves motivation and morale

CHANNEL

CHANNEL

A model of the communication process

SENDER

MESSAGE ENCODED

FEEDBACK DECODED

NOISERECEIVER

MESSAGE DECODED

FEEDBACK ENCODED

MESSAGE

FEEDBACK

Communication channels: Channel is the route through which messages flow from

sender to receiver. There are basically two; formal and informal

• Formal Communication – Channel established by management and generally specified in the chart.

It is deliberately created.

Downward, upward and horizontal

• Informal communication – - It is a product of social interaction, an inevitable part of organizational life - It exists outside the official network - There is no prescribed direction of flow of messages - An active grapevine indicates employees keenness to interact with each other closely and share information.

Communication Media or Methods:

1) Oral Communication 2) Written Communication3) Non-verbal Communication or Body Language Facial expressions, Eye contact, Dress, Posture, Distance, Gesture, Handshakes, Tone of voice, Use of space or Proxemics, Use of time or chronometry

Barriers to Communication.

• Semantic Barriers• Interpersonal Barriers Cannot express effectively, Filtering, Credibility, Inattention, Perceptual differences, Jealousy, Information overload, Emotions, Time pressure.• Structural Barriers Hierarchy, Status, Specialization.

CONTROLIING

# Making some thing happen the way it was planned to happen

# Control is the process of comparing actual performance with established standards, for the purpose of taking action to correct deviations.

# K.A. Merchant: It Involves keeping the organizational activities and functions on right track and aligned with plans and goals.

# Henry Fayol: In an organization, control consists of verifying whether everything occurs in confirmity with the plan adopted, the instructions issued and the principles est ablished.

FEATURES: # Control is a positive force # Control is a continuous process # Control is forward looking # Control process is universal # Control process is dynamic # Control is goal oriented # Delegation is Key # Control is based on planning

Steps involved in the process of control Step – I Step – II Step – III Step – IV

FEEDBACK

CONTROL PROCESS ( Bedien and Glueck )

Establishment of

standards

Measurement of actual

performance

Comparison with the

standards st

Correctiveaction

TYPES OF CONTROL:Controls are of three types –

1. Pre-control – Such controls are established before any activity takes place. The control system anticipates problems and permits action to be taken before the problem occurs.

This also is called “predictive or feedforward controls”

Exa: Standard cost control technique

2. Concurrent Controls –

It is also called “real time control”. Immediately considers any problem and analyses it to take necessary corrective steps before any major damage occurs.

Exa: Control Charts.

3.Post control:

It is also called “Feed Back control”. It is the process of gathering information about a completed activity, evaluating that information and taking steps to improve similar activities in future.

THE QUALITY CONCEPT# Quality : Excellent product or service that fulfills or

exceeds our expectations. Expectations are based on intended use and the

price. Quality can be quantified as follows – Q =P/E Q = Quality P = Performance E = Expectation If Q is greater than one, customer has a good feeling.

ISO 9000 : 2000 version definition:

Degree to which a set of inherent characteristics fulfill requirements.

Degree : poor, good or excellent.

Dimensions of quality :• Performance• Features• Conformance• Reliability• Durability• Service• Response• Aesthetics• Reputation

Factors affecting quality:

• MAN – Attitude, knowledge and skills • MATERIAL – Input materials, utilities have to be of high quality• METHODS - Manufacturing processes and operating procedures standardized • MACHINES – Conditions of the machines, tools, gadgets, instruments have to be kept maintained in good healthy

Developing Q.C. System

• Quality control (QC) includes the activities from the suppliers, through production, and to the customers.

• Incoming materials are examined to make sure they meet the appropriate specifications.

• The quality of partially completed products are analyzed to determine if production processes are functioning properly.

• Finished goods and services are studied to determine if they meet customer expectations.

QC Throughout Production Systems

Raw Materials,Parts, andSupplies

ProductionProcesses

Products andServices

Inputs Conversion Outputs

Control Chartsand

Acceptance Tests

Control Chartsand

Acceptance TestsControl Charts

Quality ofInputs

Quality ofOutputs

Quality ofPartially Completed

Products

CHANGE AND DEVELOPMENT

Every thing around us is changing ! ! ! The only constant is change Even the rate of change is changing ! ! !

CHANGE: Any alteration of the status quo.

ORGANIZATIONAL CHANGE: Adoption of a new idea or behavior by an organization.

PLANNED CHANGE: Change that is designed and implemented in an orderly and timely fashion in anticipation of future events.

TYPES OF CHANGES:

# Evolutionary change# Revolutionary change# Planned change

FORCES FOR CHANGE:# Internal forces –• Increased size• Performance gaps• Employee needs and values• Change in the Chief Executive# External forces-• Technology• Market situation• Social and political change• The domino effect

MANAGING CHANGE:

Identify need for change

Diagnose the problem

Plan the change

Implement the change

Follow-up and feedback

CHANGE TECHNIQUES: Kurt Lewin – Force field analysis The process of finding which forces drive and which

resist a proposed change.

Every behavior is the result of an equilibrium between driving and restraining forces. The driving forces push one way and the restraining forces the other.

To initiate planned changes, managers have to remove or weaken the restraining forces and strengthen the driving forces that exist in organizations.

FORCE-FIELD ANALYSIS:

Restraining forces

Facilitating forces

Organization

Lewin observed that individuals experience two obstacles to change.

1.They are unable or unwilling to alter long established attitudes and behaviors.

2. They may try to do things differently but return to traditional ways after a short time.

For this he proposed three step sequential process. 1. Unfreezing 2. Moving/Changing 3. Refreezing

NEW TRENDS IN ORGANIZATIONAL CHANGE: O.D. ( Organization Development) OD refers to planned change efforts based on

democratic values that aim at improving employee well-being and organizational effectiveness.

According to Beckhard, OD can be defined as an organization – wide effort that is

1. Planned 2. Managed from top 3. Aimed at improving organizational effectiveness 4. Initiated through a change agent 5. Through various OD interventions

OD Values:

OD change efforts lay emphasis on human values1. Respect for people2. Trust and support3. Power equalisation4. Confrontation5. Participation

OD PROCESS: Process involves following steps-• Problem identification• Collection of data• Diagnosis• Planning and implementation• Evaluation and feedback.

Change Management Process

1

Preparation Phase

Acceptance Phase

Commitment Phase

1. Contact

2. Awareness of change

3. Understand the change

4. Positive Perception

5. Installation6. Adoption

7. Institutionalization

8. Internalization

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