UNIT- IV

Leadership: the core of leadership, influence, functions of leadership, leadership style, leadership development

Communication: communication process, importance of communication, communication channels, communication barriers

Controlling: concept, types, methods: pre control: concurrent control, post control, an integrated control system, the quality: concept factors affecting quality, developing a quality control system, total quality control, pre-control of inputs, concurrent control of operations, post control of outputs

LEADERSHIPAccording to Chester barnard, ”leadership is the quality of behavior of individuals, whereby they guide people or their activities in organizing efforts”.

IMPORTANCE

Developing team spirit Establishing relationship between top

management and subordinates Dynamic direction Workers’ friend, philosopher and guide Modifier of behavior

QULAITIES OF A LEADER

Intelligence Handsome physical appearance Self-confidence Vision and foresight Maturity Dynamic and dominating personality Positive attitude Human touch

Difference between management & leadershipPOINTS OF DIFFERNCE

MANAGEMENT LEADERSHIP

1.SCOPE Wider scope Limited scope

2.Authority Directs the employees through formal authority

Exercises his influence through informal authority

3.Relationship Between the manager and the subordinates

between the leader and the followers

4.Structure Formal structure Both formal and informal

5.importance Necessary at every enterprise

Not essential

6.dominance All managers are leaders

all leaders are not managers

STYLE OF LEADERSHIP

AUTOCRATIC PARTICIPATIVE FREE REIN DEMOCRATIC BEUROCRATIC CHARISMATIC

“communication is the exchange of facts, ideas, opinions or emotions by two or more persons”

- Newman and Summer

TYPES OF COMMUNICATION

TYPES OF COMMUNCATION

FORMAL COMMUNICATION INFORMALCOMMUNICATIONBASED UPON DIRECTION BASED UPON EXPRESSION

1. Downward

2. Upward

3. Horizontal

4. Diagonal

Based upon expression written

1. Grapevine

2. Verbal

3. Gestural

CHANNELS OF COMMUNICATION ORAL COMMUNICATIONa) Direct Personal Contact i. Personal conversationii. Group meetingiii. Departmental meetingsiv. Inter-departmental meetingsb) Through Automatic Machinesi. Signals ii. Telephone/mobileiii. Internal telephone systemiv. Dictating machinec) Other Public Relation Methodi. Lecturesii. Interviewsiii. Conferencesiv. Films and public addresses etc.

COMMUNCATION PROCESS

IMPORTANCE OF COMMUNCATION Prompt decision and immediate execution Possibility of maximum output at minimum cost Co-ordination of activities Effective leadership Helping in the adoption of definite line of action Sound industrial relation and co-operation Democratic method

BARRIERS TO EFFECTIVE COMMUNICATION LANGUAGE BARRIERS PHYSICAL BARRIERS DISTANCE BARRIERS ATTITUDE BARRIERS ORGANIZATIONAL BARRIERS MECHANICAL BARRIERS DISTORTION BARRIERS

MEASURES TO OVERCOME BARRIERS OF COMMUNICATION DIRECT CONTACT UNIFORM LANGUAGE REMOVING MECHANICAL DEFECTS INFORMAL COMMUNICATION MUTUAL TRUST DEVELOPMENT OF LISTENING HABITS FACE-TO-FACE COMMUNICATION

CONTROLLING

Controlling is seeing that the actual performance corresponds to expected performance. In this way, it is a comparison and verification process of the actual performance with the planned performance.

IMPORTANCE

Adjustment in operation Policy verification Managerial responsibilities Psychological pressure Coordination in action Organizational efficiency & effectiveness

MANAGEMENT CONTROL PROCESS

DESIRED PERFORMACE

IMPLEMENTATION OF CORRECTION

CORRECTIVE ACTION PLAN

ANALYSIS OF CAUSES OF DEVIATION

IDENTIFICATION OF DEVIATION

COMPARISON OF ACTUAL AND STANDARD

MEASUREMENT OF

PERFORMANCE

ACTUAL PERFORMANCE

TYPES OF CONTROL

STRATEGIC CONTROL OPERATIONAL CONTROL

STAGES OF CONTROL

FEED FORWARD CONTROL

CONCURRENT CONTROL

OUTPUT

FEEDBACK

PROCESSING

INPUT

DESIGNING OF EFFECTIVE CONTROL SYSTEM Integrating strategic planning & control

system Identifying strategic control points Organizational communication Motivational dynamics

ESSENTIAL OF EFFECTIVE CONTROL SYSTEM Reflecting organizational needs Forward looking Objective Flexible Economical Simple Motivating Reflecting organizational pattern Pointing out exception at critical point