Team BMW 1

Kathmandu UniversitySchool of Management

Nepal College Of Management

A Thematic Group Presentation OnApply Managerial Process For Effective Performance

(Team : BMW)Sabrina Joshi

Shaloni ShresthaAlisha Pokharel

Preeti BajracharyaGaurab Thakur

Shreyasha DhakalRoshan Niraula

BBA,2nd Semester Spring 2015

3/19/2015

-Concept, Functions And Importance

Chapter 1Managerial Communication

3/19/2015 2Team BMW

Team BMW 3

Process of transferring information from one individual to other individuals .

Done with a view to influence each other's thoughts, behaviors, attitudes, and understandings.

Significance to the management to plan, lead, organize and control.

Also regarded as the skill most responsible for manager’s success.

1.1 Concept of Managerial Communications

3/19/2015

Team BMW 4

Necessary for the managers to communicate amongst themselves and also with their team as well as with employees.

Managers conveys organizational needs, agendas, values, goals, authority, relationships and any other organizational vital factor for business activities in some form or another.

Enhances smooth flow of information among managers or team leaders working to achieve a common goal.

3/19/2015

1.1 Concept of Managerial Communications

Team BMW 5

MotivatingControllingInteraction and Emotional ExpressionsProviding Information and feedbacks

1.2 Functions Of Managerial Communications

3/19/2015

Team BMW 6

• Sharing of Knowledge and ideas• Achieve Targets within desired time frame• Stronger decision making and faster problem solving• Helps managers set goals and targets for themselves

and organization• Reduces duplication of work• Increase in job satisfaction and stronger business

relationship• Reduces reluctance of employees towards change• Coordinating activities and employees

3/19/2015

1.3 Importance Of Managerial Communications

Team BMW 7

Two Types :

• Interpersonal Communications

• Organizational Communications

3/19/2015

1.4 Types of Managerial Communication

Team BMW 83/19/2015

CHAPTER 2INTERPERSONAL COMMUNICATION

Team BMW 9

2.1 Interpersonal communication

• It is the exchange of information between two or more people.

• Successful interpersonal communication relies on understanding of the message by both sender and receiver.

• Interpersonal communication is defined as what one uses with both spoken and written words as the basis to form and maintain personal relationship with other (Heil 2010)

3/19/2015

Team BMW 10

2.2 Roles of interpersonal communication

• It is a mediator of mass media effect

3/19/2015

Team BMW 11

2.3Elements of communication• Source (sender)• Message• Encoding• Medium• Channel• Receiver• Decoding • Feedback

3/19/2015

Team BMW 12

2.4 Illustration of process of interpersonal communication

3/19/2015

Team BMW 13

2.5 Determination of methods of interpersonal communication

Feedback :How quickly can receiver respond to the message/

Complexity capacity : Can the method effectively process complex message?

Breadth potential : How many different messages can be transmitted using this method?

Confidentiality : Can communicators can reasonably be sure that their messages are received by the only intended audience?

3/19/2015

Team BMW 14

2.5 Determination of methods of interpersonal communication

Encoding ease : Can senders easily and quickly use this channel?

Deciding ease : Can receivers easily and quickly decode message?

Time-space constraint : Do senders and receivers need to communicate at the same time and in the same space?

Cost : How much does it cost to use this method ?

3/19/2015

Team BMW 15

2.5 Determination of methods of interpersonal communication

Interpersonal warmth : How well does this method convey interpersonal warmth ?

Formality : Does this method has the needed amount of formality ?

Scalability : Does this method allow the message to be easily browsed and scanned /

Time of consumption : Does the sender or receiver exercise the most control over when the message is dealt with ?

3/19/2015

Team BMW 16

2.6 Types of interpersonal communication

• Verbal communication • Non – verbal communication

3/19/2015

Team BMW 17

2.7 Methods of interpersonal communication• Face-to-face• Telephone • Group meetings• Formal presentations• Memos• Postal mail• Fax• Publications• Bulletin boards• Hotlines• E-mail• Computer conference• Voice mail• Teleconference and video conference

3/19/2015

Team BMW 18

2.8 How to make interpersonal communication effective ?

• Barriers to interpersonal communication• Overcoming barriers to interpersonal

communication• Developing interpersonal communication skill

3/19/2015

Team BMW 19

2.9 Barriers to interpersonal communication

• Filters • Emotion• Information overload• Defensiveness emotion• Language• National culture

3/19/2015

Team BMW 20

2.10 Overcoming barriers to interpersonal communication

1. Using feedback Getting both verbal and non-verbal feedbacks Asking questions to intended audience Evaluating receiver’s reaction

3/19/2015

Team BMW 21

2.10 Overcoming barriers to interpersonal communication

2 Simplifying language• Analyzing the audience• Tailoring the language to those individuals 3 Listening activity• Active search for meaning4 Concentrating emotions• Getting emotion under control

3/19/2015

Team BMW 22

2.10 Overcoming barriers to interpersonal communication

5 Observing non-verbal clues• Finding alignment and reinforcement of words and

actions used by the communicator.

3/19/2015

Team BMW 233/19/2015

Chapter 3 Organizational

communication.

Team BMW 24

• Process by which activities of a society are collected and coordinated to reach the goal of both individuals and the collective group

• It is the information flow that happens in an organization• It is the subfield of general communication studies and

component to effective management in a workplace environment

3/19/2015

3.1 WHAT IS ORGANIZATIONAL COMMUNICATION?

Team BMW 25

Provides the basis for understanding virtually every human process that occurs in organizations

Helps to be aware about communication skills that we must have in order to meet organizational expectation

It shows our path to a career that we want

3/19/2015

3.2 WHY STUDY ORGANIZATIONAL COMMUNICATION?

Team BMW 26

Organizational communication structure is the system of pathways through which messages flow patterns of interaction among people who comprise the organization.

TWO TYPES :

1.FORMAL COMMUNICATION2.INFORMAL COMMUNICATION

3/19/2015

3.3 ORGANIZATIONAL COMMUNICATION STRUCTURE AND ITS TYPES

Team BMW 27

• Communication through officially designated channels of message flow between organization positions.

• Primarily concerned with the relationship between authority and subordinate

• Usually found on organizational charts , Policy manuals or hierarchical structures .

3/19/2015

3.4 FORMAL COMMUNICATION STRUCTURE..

Team BMW 28

• Episodes of interaction that do not reflect officially designated channels of communication

• Informal structure typically develop around social or project groups

• This saves peoples time and effort which makes working easier within an organization

• There are lots of gossips , grape vine talks and chit chats in informal communication

3/19/2015

3.5 INFORMAL COMMUNICATION STRUCTURE..

Team BMW 29

• Horizontal / Lateral Communication

• Diagonal communication

• Upward communication• Downward

communication

3/19/2015

3.6 Direction of organizational communication

Team BMW 30

This type of communication can be seen taking place between persons operating at the same level or working under the same executive. Functional managers operating at the same level, in different departments, through their communication, present a good example of lateral communication. The main use of this dimension of communication is to maintain coordination and review activities assigned to various subordinates.

3/19/2015

3.7 Horizontal / Lateral Communication

Team BMW 31

The process whereby the ideas, feelings, and perceptions of lower-level employee are communicated to those at higher levels in the organization is termed as upward communication.

Functions:• It provides management with needed information for decision

making• It helps employees relieve the pressures and frustrations of the

work situation.• It enhances employees’ sense of participation in the enterprise.• It serves as a measure of the effectiveness of downward

communication.3/19/2015

3.8 UPWARD COMMUNICATION

Team BMW 32

•Such communication is initiated by the organization’s upper management and then filters downward through the “chain of command”

•It includes executive issues , order, instructions and policy directives.

•It strengthens the authoritarian structure of organization.

• It requires filteration and distortion as any organizational member could be buried under avalanche of incoming messages.

3/19/2015

3.9 DOWNWARD COMMUNICATION

Team BMW 33

• This occurs when communication occurs between workers in a different section of the organization where one worker is on a higher level.

• For example diagonal communication will occur when a department manager converses with an employee in another department.

• It allows cross communication between departments• This crosswise communication serves the important purpose

of coordination through informal meetings, formal conferences, lunch hour meetings, general notices etc.

3/19/2015

3.10 DIAGONAL COMMUNICATION

Team BMW 34

3.11 Networks of organizational communication

• The patterns through which the members of a group communicate .

• The different types of networks of organizational communication are:– Wheel pattern– ‘Y’ pattern– Chain pattern– Circle pattern– All-channel network

3/19/2015

Team BMW 35

3.12 Wheel network

• It is the most structured and centralized of the patterns.• each member can communicate with only one other person,

which is probably the group leader.• The leader is the only person who receives and disseminates

all information.

3/19/2015

Team BMW 36

3.13 Chain network

• The chain network ranks next highest in centralization.• Only two people communicate with one another, and they

in turn have only one person to whom they interact with.

3/19/2015

Team BMW 37

3.14 ‘Y’ network

• The ‘Y’ network is similar to the chain except that two members fall outside the chain.

• It is slightly less centralized network-two people are closed to the center .

3/19/2015

Team BMW 38

3.15 Circle network

• The circle network, a three-level hierarchy, is very different from the wheel, chain, and Y networks.

• It is symbolic of horizontal and decentralized communication

• The circle gives every member equal communication opportunities. Each member can communicate with persons to their right and left.

• The path is closed.

3/19/2015

Team BMW 39

3.16 All-channel networks

• It is the most decentralized , allows a free flow of information among all group members.

• The all-channel network is an extension of the circle network, by connecting everyone in the circle network, the result is a star, or all-channel network.

3/19/2015

Team BMW 40

Chapter 4Supervision

3/19/2015

Team BMW 41

An intervention that is provided by a senior member of a profession to a junior member/s, of the same profession.This relationship is evaluative, extends over the time The simultaneous purpose of enhancing the professional functioning of the junior member/s, monitors quality of services offered to the clients.

3/19/2015

4.1 Concept of Supervision

Team BMW 42

An intervention: Unique competencies andAllow the supervisor to help the superviseeSupervisors incorporate various modes and interventions to facilitate, supervisee development.A relationship that extends over time:The process of supervision occurs within the relationship established between the supervisor and supervisee.

3/19/2015

4.2 Components of Supervision

Team BMW 43

• Ensures issuing of instructions• Facilitates control• Optimum utilization of resources• Discipline• Feedback• Improves communication• Improves motivation • Maintains group unity

3/19/2015

4.3 Importance of Supervision

Team BMW 44

• Autocratic or authoritarian supervisionUnder this type, the supervisor wields absolute power and wants complete obedience from his/her subordinates. • Laissez-Faire or free-rein supervisionThis is also known as independent supervision. Under this type of supervision, maximum freedom is allowed to the subordinates. • Democratic supervisionUnder this type of supervision, the supervisor acts according to the mutual consent and discussion. In other words, s/he consults subordinates in the process of the decision making. • Bureaucratic supervisionUnder this type, certain working rules and regulations are laid down by the supervisor and all the subordinates are required to follow these rules and regulations very strictly.

3/19/2015

4.4 Types of supervision

Team BMW 45

• Direct supervision: This sort of supervision shall require the supervisor to be physically present in the direct treatment area of the client-related activity being performed by the supervisee. Direct supervision requires face-to-face communication, direction, observation and evaluation on a daily basis.

• Routine supervision: The routine supervision requires direct contact at least daily at the site of work with interim supervision occurring by other methods, such as telephonic, electronic or written communication.

• General supervision: In general supervision it requires face-to-face communication, direction, observation and evaluation by the supervisor of the supervisee’s delivery of client services at least monthly at the site of client-related activity, with interim supervision occurring by other methods such as telephonic, electronic or written communication.3/19/2015

4.5 Supervision methods

Team BMW 46

1. Communicate effectively and respectfully• Listen carefully. • Speak clearly and concisely. 2. Schedule regular meetings with employees.3. Give credit where credit is due.4. Focus on employee strengths5.Help strengthen weaknesses6. Be a problem solver. 7. Be Resilient.8. Establish systems and documentation to streamline processes.

3/19/2015

4.6 Effective supervision

Team BMW 47

• Meaning and Importance• Functions• Leading as a managerial process• Styles

3/19/2015

LeadershipChapter 5

Team BMW 48

Leadership is the ability to develop a vision that

motivates others to move with a passion toward a common goal. So leadership is a process by which

a person influences others to accomplish an objective and directs the organization in a way that

makes it more cohesive and coherent.

5.1 Introducing leadership

3/19/2015

Team BMW 49

The ability to positively influence people and systems to have a meaningful impact and achieve results.

Leading People

Influencing People

Commanding People

Guiding People

5.2 Definition

3/19/2015

Team BMW 50

• Leadership helps to build an Organizational Climate that is conductive to better performance. The leadership functions includes directing, supervising, motivating, communicating, maintaining, and mediating.

5.2 Leadership

3/19/2015

Team BMW 51

• Sharing organization mission and goals.• Inspiring and influencing other to give their

maximum efforts for the attainment of group objectives.

• Defining and setting performance standard.• Assigning responsibilities and communicate to the

respective authorities.• Solving problems.• Arranging tasks and duties.

5.3 Directing

3/19/2015

Team BMW 52

Supervision is related with the training, coaching, and development of the group members.

It comprises the check ups required to assure the prompt and proper execution of orders.

Training sharing of information and feedbacks.

5.3 Supervising

3/19/2015

Team BMW 53

• Creating good work climate.• Rewarding the success of employee.• Provide necessary feedback for correction and

praise for what they have done.• Give necessary examples for others to work better

on the blue prints.

5.3 Motivating

3/19/2015

Team BMW 54

• Occurs not only through established channels for communicating- up and down the chain of command- but also through the informal channels.

• Reduces conflicts originating from differences of opinion among group members.

• Can be of various body languages like facial expressions, gestures, and other body movements.

5.3 Communicating

3/19/2015

Team BMW 55

Managing conflicts in groups and organization.A bridge between top management and lower

management.Brings managements orders, guidance , plans and

policies to workers.Sends the grievances and complains of workers to

top management.

5.3 Mediating

3/19/2015

Team BMW 56

• Related to retaining the members of the group.• Main function is concerned with providing safe

working conditions and good work environment in the workplace.

5.3 Maintaining

3/19/2015

Team BMW 57

Leadership as One of the Management Functions

3/19/2015

Achieving theorganization’s

stated purpose

1. Planning1. Define goals2. Establish strategy3. Develop tactics/sub-plans

2. OrganizingDetermine:1. What to be done2. How to be done3. Who is to do

3. Leading1. Direct the people2. Motivate the people3. Resolve the conflicts

4. ControllingMotivate activitiesto ensure that theyare accomplishedas planned.

Team BMW 58

TRAIT THEORY

CONTINGENCY THEORY

BEHAVOIRAL THEORY

SITUATIONAL THEORY

5.4 Selected Theories of leadership

3/19/2015

Team BMW 59

5.5 Trait theory

3/19/2015

ASSUMPTIONS• People are born with inherited

traits.• Some traits are particularly

suited to leadership.People who make good leaders have the right (or sufficient) combination of traits. Based on the assumption of - certain traits = success/effectiveness

“Leaders are born, not made.” The traits are the inherent attributes of the leaders to keep them distinct from others.This approach focuses on the personal attributes (or traits) of leaders, such as physical and personality characteristics, competencies, and values.Leadership traits are considered to be enduring characteristics that people are born with and that remain relatively stable over time. assumes the leader is different from the average person in terms of personality traits such as intelligence, perseverance, and ambition.

How Leaders Differ from Non-leaders? According to Kirkpatrick & Locke (1991), leaders can be

distinguished from non-leaders on the basis of SIX attributes or traits:

-Drive

-Desire to lead

-Honesty and integrity

-Self-confidence

-Job relevant knowledge

-Extra-version

5.5 Trait theory

3/19/2015 60Team BMW

Team BMW 61

Limitations:• No universal traits found that predict leadership in

all situations.• Unclear evidence of the cause and effect of

relationship of leadership and traits.• Better predictor of the appearance of leadership

than distinguishing effective and ineffective leaders.

5.5 Trait Theory

3/19/2015

“Traits Plus Motivation Equals Leadership”

Team BMW 62

Limitations: There is bound to be some subjective judgment in

determining who is regarded as a ‘good’ or ‘successful’ leader.

There is also a disagreement over which traits are the most important for an effective leader

3/19/2015

5.5 Trait Theory

Team BMW 63

Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states.

Success can be defined in terms of describable actions.According to this theory, people can learn to become leaders

through teaching and observation.The behavior approach says that anyone who adopts the

appropriate behavior can be a good leader.

3/19/2015

5.6 Behavioral Theory-

leaders are made, not born

Team BMW 64

Study of Behavioral Approaches to leadership--Leadership Styles-Managerial Grid-Michigan university Studies-Ohio State University Studies

3/19/2015

5.6 Behavioral theory

Team BMW 65

5.7 Styles of leadership

University of Iowa conducted a series of research studies in the 1930s suggested leadership styles that include:

• Autocratic• Democratic• Laissez-Faire

3/19/2015

The study was conducted by Kurt Lewin and his associates

Team BMW 66

The authoritarian leader makes decisions alone. Power is centralized in one person. Decisions are enforced using rewards and the fear of punishment. This type of management style can decrease motivation and increase staff turnoverIt is an abusive, unprofessional style called “bossing people around.”

5.7 Autocratic

3/19/2015

AUTOCRATIC LEADER • Rely on threats and punishment to

influence staff• Do not trust staff• Do not allow for employee input

Team BMW 67

Encourages staff to be a part of the decision making.Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities.

5.7 Democratic

3/19/2015

Also known as

participative style.

Team BMW 68

The free-rein leader gives power to subordinates to make the decisions. The leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation.

5.7 Laissez-faire

3/19/2015

Also known as the “hands-off¨ style

Team BMW 69

5.8 Continuum of leader Behavior

Use of Authority by the Manager

Area of freedom for employees

Employee centered leadership

Boss -centered leadership

Autocratic Democratic Laissez faire

-By Tannenbaum and w. Schmidt

3/19/2015

Team BMW 70

Initiating structure:It refers to the extent to which a leader defines and structured

his/her role and the roles of group members in the search of goal attainment.

It included behaviour that involved attempt to organise work, work relationships and goal.

Consideration:• It refers to the extent to which a leader had job relationships

characterized by mutual trust and respect for group members, ideas and feelings.

• A leader likely to be high in consideration, help group members with personal problems, friendly and approachable, and treat all group members as equal.

3/19/2015

5.9 THE OHIO STATE STUDIES

Team BMW 71

Initiating Structure– Is task oriented– Directs subordinate work activities toward goal

attainment– Typically give instructions, spend time planning, and

emphasize deadlines– Provide explicit schedules of work activities

Consideration– Is mindful of subordinates– Establishes mutual trust– Provides open communication– Develops teamwork

3/19/2015

5.9 THE OHIO STATE STUDIES

A leader who is high in both initiating structure and considerations achieved high group task performance and high satisfaction more frequently than who rated low on either dimension or both.

Team BMW 72

EMPLOYEE ORIENTEDLeaders who were employee oriented were described as

emphasizing interpersonal relationships.They took a personal interest in the needs of their

followers and accepted the individual differences among group members.

PRODUCTION ORIENTED They tended to emphasize the technical or task aspects of

the job were concerned mainly with accomplishing their group’s task and regarded group members as a means to the end.

3/19/2015

5.9 University of Michigan studies

Similar to Ohio Studies