NAGEMENT PROCESS: UNIT-4 STAFFING, LEADING, MOTIVATING AND COMMUNICATING INTRODUCTION OF STAFFING Staffing is one of the most important functions of management. In fact, itis the process of filling vacant position by appointing the right personnel at the right job, at the right time. Hence, everything will occur in the right manner. It is universal truth that human resource is one of the greatest parts of every organization, because in any organization all other resources like- money, material, machine etc can be utilized efficiently and effectively by the positive efforts of the human resource. Thus, it is too important that each and every personnel in organization should be appointed at the right job, according to their ability, talent, aptitude and specializations. So that, organization can achieves its pre-set goals in the proper way by the hundred percent contribution of man-power. On the whole it is clear that staffing is an essential function of every business organization. Meaning of Staffing: ‘The term ‘Staffing’ relates to the recruitment, selection, development, training and compensation of the managerial personnel. Staffing, like all other managerial functions, is the duty which the ‘apex management performs at all times. In a newly created enterprise, the staffing would come as a. third step—next to planning and organizing—but in a going enterprise the staffing process Definitions of Staffing: According to A. K. Singh, “Staffing is the process of providing jobs to deserving people, through the function of recruitment, selection and training with-a-view to getting benefits from them, for the achievement of pre-set goals of organization.” ‘According to Theo Heimann, “Staffing is concemed with the placement, growth and development of all those members of the organization whose function is to get the things done through the efforts of other individuals.” ——$—$—$— $< ————————————— rrr ADITYA DEGREE COLLEGE. Page 1MANAGEMENT PROCESS Nature of Staffing 1. Staffing is an important managerial funetion- Staffing function is the most important ‘managerial act along with planning, organizing, directing and controlling, The operations of these four functions depend upon the manpower which is available through staffing funetion, 2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types of concerns where business activities are carried out, 3. Staffing is a continuous aetivity- This is because staffing function continues throughout the life of an organization due to the transfers and promotions that take place. 4. The basis of staffing func nis efficient management of personnel’s- Human resources can be efficiently managed by a system or proper procedure, that is, recruitment, selection, placement, training and development, providing remuneration, ete. 5. Staffing helps in placing right men a¢ the right job. It can be done effectively through proper recruitment procedures and then finally selecting the most suitable candidate as per the job requirements. 6. Staffing is performed by all managers depending upon the nature of business, size of the company, qualifications and skills of managers, etc. In small companies, the top ‘management generally performs this function. In medium and small scale enterprise, it i performed especially by the personnel department of that concern. Importance of Staffing It helps in the finding out efficient and effective workforce, to fill different posts in the organization. It improves organization’s performance and produetivity by appoi ing the right person at the right job. It facilitates in identifying the staffing requirements of the organization in future. It ensures continuous survival and growth of the organization, by way of succession planning for executives, Page 2MANAGEMENT PROCESS: Ena + It develops personnel to take up top managerial positions of the organization. + Itensures training and development of the people working in the organization. + Itassists the organization in making the optimum use of human resources. ‘Therefore, staffing creases employee morale and job satisfaction. Further, it helps the top management in ascertaining the manpower requirement resulting from a promotion, transfer, employee turnover, retirement, etc. of the existing employees Process of Staffing Staffing process stresses on equipping the organization with an exact number of people, and that too at the right time and place, which will help the organization to attain its objectives effectively. The staffing process involves a series of steps, discussed as under: Eda aay Manpower Planning: ‘The very first step in stalling is to plan the manpower inventory required by @ concern in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern. . Recruitment: Recruitment is a process of searching for prospective employees and stimulating them to apply for the jobs in the organization. It stands for finding the source from where potential employees will be selected.MANAGEMENT PROCESS Sees . Selection: After the job-application of the prospective candidate has been received, the next step is to select from among them the most suitable ones. Selection is the process through which unsuitable candidate are rejected and the suitable ones are chosen. . Placement: Placement involves putting the selected man at the right place considering his aptitude and ability. It is the actual posting of an employee to a particular job for which he/she has been chosen. . Orientation and Induction: After the placement, the next step is to provide the new employee with the information they require for functioning comfortably and efficiently in an organization, Induction is the process of introducing the new joiners to the job and the organization as well. . Training and Development: In this step, the new joiners undergo training to acquire specific skills, Development implies learning opportunities, designed by the organization, to ensure the growth of employees. . Remuneration- It is a kind of compensation provided monetarily to the employees for their work performances. This is given according to the nature of job- skilled or unskilled, physical or mental, ete, Remuneration forms an important monetary incentive for the employees. . Performance Appraisal: At this step, the capability of the employee is judged and for that, his actual work performance is compared with the work assigned to him. If the results are unfavorable, he is again given training and after that also if results are again unfavorable, the employee is put on some other work. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the worker is shifted from a higher job demanding bigger responsibilities as well as shifting the workers and transferring them to different work units and branches of the same organization. ‘Thus, Staffing process recognizes the significance of each person employed by the organization, as the work of every individual, keeps the organization going. So, acquiring a good staff is a tough task, because the success of the organization depends on it and so, the process should be performed attentively. Sources of Recruitment The eligible and suitable candidates required for particular job are available through various sources. These soure an be divided into two categories. They are ce ‘ADITYA DEGREE COLLEGE. Page 4MANAGEMENT PROCESS 1, Internal sources 2. External sources Interaladvetament Wain interviews Fig.5.5 Sources of Recruitment Internal Sources of Recruitment: 1. Promotions: The promotion policy is followed as a motivational technique for the employees who work hard and show good performance. Promotion results in enhancements in pay, position, responsibility and authority. The important requirement for implementation of the promotion policy that the terms, conditions, rules and regulations should be well-defined. 2, Retirements: The retired employees may be given the extension in their service in case of non-availability of suitable candidates for the post. 3. Former employees: Former employees who had performed well during their tenure may be called back, and higher wages and incentives can be paid to them. 4. Transfer: Employees may be transferred from one department to another wherever the post becomes vacant. 5, Internal advertisement: The existing employees may be interested in taking up the vacant jobs. As they are working in the company since long time, they know about the specification and description of the vacant job. For their benefit, the advertisement within the company is circulated so that the employees will be intimated. "ADITYA DEGREE COLLEGE. wwe SMANAGEMENT PROCESS External Sources of Recruitment: 1. Press advertisement: A wide choice for selecting the appropriate candidate for the post is available through this source. It gives publicity to the vacant posts and the details about the job in the form of job description and job specification are made available to publie in general, 2. Campus interviews: It is the best possible method for companies to select students from various educational institutions. It is easy and economical. The company officials personally visit various institutes and select students eligible for a particular post through interviews. Students get a good opportunity to prove themselves and get selected for a good job. 3. Placement agencies: A databank of candidates is sent to organizations for their selection purpose and agencies get commission in return, 4, Employment exchange: People register themselves with government employment exchanges with their personal det . According to the needs and request of the organization, the candidates are sent for interviews, 5. Walk in and conducted for selection. iterviews: These interviews are declared by companies on the specific day and time 6. E-recruitment: Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites on which candidates upload their resume and seek the jobs. 7. Competitors: By offering better terms and conditions of service, the human resource ‘managers try to get the employees working in the competitor's organization, Selection process Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. ‘The Employee selection Process takes place in following order- 1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. ADITYA DEGREE COLLEGE Page 6MANAGEMENT PROCESS 2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, ete. 3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate, They should not be biased. 4, Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not, But such interviews consume time and money both, Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. 5, Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. 6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter. Placement Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual, It implies matching the requirements of a job with the qualifications of the candidate. The significances of placement are as follows: * It improves employee morale. * Ithelps in reducing employee turnover. * Ithelps in reducing absenteeism. * Ithelps in reducing accident rates. Induction Once an employee is selected and placed on an appropriate job, the process of fami with the job and the organization is known as induction. ADITYA DEGREE COLLEGE Page 7MANAGEMENT PROCES Induction is the process of receiving and welcoming an employee when he first joins the company and giving him basic information he needs to settle down quickly and happily and stars work. ‘Induction is designed to achieve following objectives: - + to help the new comer to overcome his shyness and overcome his shyness nervousness in meeting new people in a new environment. + To give new comer necessary information such as location ofa café rest period ete, + to build new employee confidence in the organization, * [thelps in reducing labor turnover and absente m. + [treduces confusion and develops healthy relations in the organization. Interviewing “The interview process is a multi-stage process for hiring new employees. The interview process typically includes the following steps: writing a job description, posting @ job, scheduling interviews, conducting preliminary interviews, conducting in-person interviews, following up with candidates, and making a hire, To give you a great chance of hiring the right people, follow this process: Before the Interview + Give candidate's time + Explain the interview structure + Explain the process During the Interview Put candidates at ease + Don't judge on first impressions + Tell the candidate a little about the job + Don't be aftaid to improvise + Listen © Take notes "ADITYA DEGREE COLLEGE.MANAGEMENT PROCESS + Invite candidates to ask questions + Follow legal interviewing guidelines After the Interview * Let candidates know = Compare notes and reach consensus * Deepen the questions as you narrow the field INTRODUCTION TO LEADERSHIP Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. Leadership is the potential to influence behavior of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders arc required to develop future eve the visions. jons, and to motivate the organizational members to want to Definition According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals.” Characteristies of Leadership 1. It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. 2. It denotes a few qualities to be present in a person who includes intelligence, maturity and personality. 3. Ibis a group process. It involves two or more people interacting with each other. 4, A leader is involved in shaping and moulding the behavior of the group towards accomplishment of organizational goals.MANAGEMENT PROCESS 5. Leadership is uation bound, There is no best style of leadership. It all depends upon tackling with the situations Importance of Leadership Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern. LL. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2, Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the employees with economic and non-economic rewards and thereby gets the ‘work from the subordinates. 3, Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently 4, Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and ving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. 5, Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. 6, Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth, Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. "ADITYA DEGREE COLLEGE. Page 10MANAGEMENT PR 7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader. Qualities of a Leader A leader has got multidimensional traits in him who makes him appealing and effective in behavior. The following are the requisites to be present in a good leader: 1. Physical appearance- A leader must have a pleasing appearance. Physique and health are very important for a good leader. 2. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to visualize situations and thereby has to frame logical programs. 3. Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be analytical who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and mature outlook is very important. 4. Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely and effectively. This can be helpful in persuasion and stimulation, 5. Objective- A leader has to be having a fair outlook which is free from bias and which does not reflects his willingness towards a particular individual. He should develop his own opinion and should base his judgment on facts and logic. 6. Knowledge of work- A leader should be very precisely knowing the nature of work of his subordinates because it is then he can win the trust and confidence of his subordinates. 7. Sense of responsibility- Responsil ity and accountability towards an individual's work is very important to bring a sense of influence. A leader must have a sense of responsibility towards organizational goals because only then he can get maximum of capabilities exploited in a real sense. For this, he has to motivate himself and arouse and urge to give best of his abilities. Only then he can motivate the subordinates to the best. ——— ADITYA DEGREE COLLE¢ Page 118. Self-confidence and will-power- Confidence in him is important to earn the confidence of the subordinates. He should be trustworthy and should handle the situations with full «will power. (You can read more about Self-Confidence at : Self Confidence - Tips to be Confident and Eliminate Your Apprehensions).. 9, Humanist-This trait to be present in a leader is essential because he deals with human beings and is in personal contact with them, He has to handle the personal problems of his subordinates with great care and attention. Therefore, treating the human beings on humanitarian grounds is 10. Empathy- sential for building a congenial environment. I an old adage “Stepping into the shoes of others”. This is very important because fe judgment and objectivity comes only then. A leader should understand the problems and complaints of employees and should also have a complete view of the needs and aspirations of the employees. This helps in improving human relations and personal contacts with the employees. From the above qualities present in a leader, one can understand the scope of leadership and its importance for scope of business. A leader cannot have all traits at one time. But a few of them helps in achieving effective results. Leadership Styles Different leadership styles exist in work environments. The culture and goal of an organization determine which leadership style fits best. Some organizations offer different leadership styles within an organization, depending on the necessary tasks to complete and departmental needs. We find five different leadership styles in the corporate world. They are as follows — 1. Autocratic Leadership: Autocratic leadership style is centered on the boss. In this leadership the leader holds all authority and responsibility. In this leadership, leaders make decisions on their own without consulting subordinates. They reach decisions, communicate them to subordinates and expect prompt implementation, Autocratic work environment does normally have little or no flexibility. ‘The advantage of this style is that it leads to speedy decision-making and greater productivity ‘under leader's supervision. Drawbacks of this leadership style are that it leads to greater employee absenteeism and turnover. —_—_—_—_—_—_—— ADITYA DEGREE COLLEGE. Page 12MANAGEMENT PROCESS 2. Democratic /Participative leadership style: The leaders invite and encourage the team members to play an important role in decision-making process, though the ultimate decision- making power rests with the leader. The leader guides the employees on what to perform and how to perform, while the employees communicate to the leader their experience and the suggestions if any. The advantages of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads to an optimi ic work environment and also encourages creativity, This leadership style has the only drawback that it is time-consuming. 3. Free-rein Leadership: Under thi style, leaders avoid power. Power is vested in employees and the leader only contracts with outsiders. Under this style, leaders enjoy no power. The leadership is employee-centre and the group of employees is free to establish its own goals and work-out its own problems, The members of the group train themselves and pro motivation. ‘The leader keeps contact with outsiders to bring the group the information and resources, the group need to fulfill its job. Free-rein leadership ignores the leader's contribution in the same ‘way approximately that autocratic leadership ignores the group. It fails to provide to the group the benefits of leader inspired motivation. 4, Bureaucratic leadership: Here the leaders strictly adhere to the organizational rules and policies. Also, they make sure that the employeesiteam also strictly follows the rules and procedures. Promotions take place on the basis of employees" ability to adhere to organizational rules, This leadership style gradually develops over time. This leadership style is more suitable when safe work conditions and quality are required. But this leadership style discourages creativity and does not make employees sel contented, DEVELOPING LEADERSHIP SKILLS 1, Communication skill As a leader, you need to be able to clearly and succinctly explain to your employees everything from organizational goals to specific tasks. Leaders must master all forms of communic: n, including one-on-one, departmental, and full-staff conversations, as well as communication via the phone, email, and social media. ‘ADITYA DEGREE COLLEGE. Page 13MANAGEMENT PROCESS: Neen eee ee eee eee ee eee 2, Motivation: Leaders need to inspire their workers to go the extra mile for their organizations; just paying a fair salary to employees is typically not enough inspiration. There are a number of ways to motivate your workers: you may build employee self-esteem through recognition and rewards, or by giving employees new responsibilities to increase their investment in the company. 3, Delegating: Leaders who try to take on too many tasks by themselves will strugele to get anything done. These leaders often fear that delegating tasks is a sign of weakness, when in fact it is a sign of a strong leader, Therefore, you need to identify the skills of each of your employees, and assign duties to each employee based on his or her skill set. 4, Posit ty: A positive attitude can go a long way in an office. You should be able to laugh at yourself when something doesnt go quite as planned; this helps create a happy and healthy work environment, even during busy, stressful periods. 5, Trustworthiness: Employees need to be able to feel comfortable coming to their manager or leader with questions and concems. It is important for you to demonstrate your integrity — employees will only trust leaders they respect. By being open and honest, you will encourage the same sort of honesty in your employees 8. Responsibility: A leader is responsible for both the successes and failures of his or her team ‘Therefore, you need to be willing to accept blame when something does not go correctly. If your employees see their leader pointing fingers and blaming others, they will lose respect for you. ‘Accept mistakes and failures, and then devise clear solutions for improvement. INTRODUCTION OF MOTIVATION Motivation is such a process which is used to inspire, increase stamina and work ability by mentally satisfaction among the employees or workers to their work or job in a organization, In brief, Motivation is something which inspires one to work _self-intentionally. ‘The word Motivation derives from the Latin word “Movere”. The Latin words “Movere” means “To move", “To drive” or “To drive forward” ete. Motivation can be defined as stimulating, inspiring and inducing the employees to perform to their best capacity. Motivation is a psychological term which means it cannot be forced on employees. It comes automati lly from inside the employees as it is the willingness to do the work, ‘ADITYA DEGREE COLLEGE. Page 14MANAGEMENT PROCESS Definitions of Motivation ‘According to W. G. Scot, “Motivation means a process of stimulating people to action to accomplish the desired goal: ‘According to Michael J. Jucius, “Motivation is the act of stimulating someone or oneself to get ‘a desired course of action, to push the right button to get desired results.” Features of Motivation |. Motivation is a psychological phenomenon. Motivation is an internal feeling which means it cannot be forced on employees. The internal feelings such as need, desire, aspirations ete. influence human behavior to behave in a particular manner. For example, desire to have a new house, respect and recognition ete. 2, Motivation produces goal directed behavior. Motivation induces people to behave in such a manner so that they can achieve their goal. Motivated person need no supervision or direction. He will always work in desired manner. For example of a person has a motive to get promotion so he will work efficiently to get promotion. 3, Motivators can be positive as well as negative. To motivate employees managers use various motivators. Some motivators are positive and some are negative few examples of positive motivators are promotion, increment, bonus, respect, recognition etc. if employee does not improve his performance with positive motivators then manager uses negative motivators such as warning, issue 0 memo, demotion, stopping increments etc. sometimes fear of negative motivators also induces person to behave in a desired manner. 4, Motivation is a complex process, Motivation is a complex and difficult task. In order to motivate people a manager must understand various types of human need. Human needs are mental feelings which can be measured accurately. If manager measures them accurately then also every person uses different approaches to satisfy his need. 5. Motivation is a dynamic and continuous process. Human beings are ever-changing, Human needs are unlimited and go on changing continuously. Satisfaction of one need gives rise to ‘another so managers have to continuously perform the function of motivation. Importanee of Motivation ———_—— eee OOo ‘ADITYA DEGREE COLL! Page 15MANAGEMENT PROCESS Motivation is a very important for an organization because of the following benefits it provides: 1. Motivation helps to change from negative attitude fo positive attitude, Without motivation the employees try to perform minimum activities in the organization. But the motivation fills in the desire to perform to theit maximum level. All the resources of the organization are of no use unless and until the employees use these resources. The motivated employees make best use of the resources. Motiv: ion improves performance level of employees. The motiv yn improves the efficiency level of employees which means the employees start performing the job to the best of their ability with minimum wastage of time and resources because motivated employees always go for best utilization of resources. 3, Help in achieving the organizational goals. The motivated employees always try to achieve the organizational goal and contribute their best efforts for the realization of organizational goal as they know with the achievement of organizational goal only they can achieve their personal goal 4, Motivation creates supportive work environment. In motivation the relations between superior and subordinates are always improved. When the employees get their need satisfied or get the recognition and respect in the organization then they always offer a supportive hand to superiors 5, Motivation helps the managers to introduce changes. The motivated employees show less resistance in accepting the changes according to changes in the business environment. Motivated employees are always supportive and co-operative in accepting changes in the organization. 6. Reduction in Employee Turnover. The motivation creates confidence in the employees to get their need satisfied in the organization itself. They always select the alternative to remain in the organization and increase their earning rather than leaving the organization and increasing their earnings.. ‘Theories of Motivation There are several Theories of Motivation that are developed to explain the concept of “Motivation”. ‘ADITYA DEGREE COLLE¢ Page 16(Carrot and Stick Approach of Motivation Definition: The Carrot and Stick Approach of Motivation is a traditional motivation theory that asserts, in motivating people to elicit desired behaviors, sometimes the rewards are given in the form of money, promotion, and any other financial or non-financial benefits and sometimes the punishments are exerted to push an individual towards the desired behavior. The Carrot and Stick approach of motivation is based on the principles of reinforcement and is given by a philosopher Jeremy Bentham, during the industrial revolution. This theory is derived from the old story of a donkey, the best way to move him is to put a carrot in front of him and jab him with a stick from behind, The carrot is a reward for moving while the stick is the punishment for not moving and hence making him move forcefully. ‘Thus, an individual is given carrot i.e. reward when he performs efficiently and is jabbed with a stick or is given a punishment in case of non-performance. ‘Maslow’s Need Hierarchy Definition: The Maslow’s Need Hierarehy is given by Abraham Maslow, who has explained the strength of certain needs at the different point of time ‘Maslow has given a framework that helps to understand the strength of needs and how a person moves from one need to the other when the basic needs are fulfilled. These needs are arranged in the hierarchical form as shown below: ‘ADITYA DEGREE COLLEGMANAGEMENT PROCESS: Neen eee eee ee EE SelF-Fulfilment reeds + Physiological needs- These are the basic needs of air, water, food, clothing and shelter In other words, physiological needs are the needs for basic amenities of life. + Safety needs- Safety needs include physical, environmental and emotional safety and protection, For instance- Job security, financial security, protection from animals, family security, health security, ete. + Social needs- Social needs include the need for love, affection, care, belongingness, and friendship. «© Esteem needs- Esteem needs are of two types: internal esteem needs (self respect, confidence, competence, achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration). + Self-actualization need- This include the urge to become what you are capable of becoming / what you have the potential to become. It includes the need for growth and self-contentment, It also includes desire for gaining more knowledge, social- service, creativity and being aesthetic. The self actualization needs are never fully satiable, As an individual grows psychologically, opportunities keep cropping up to continue growing. "ADITYA DEGREE COLLEGE.MANAGEMENT PROCESS According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge. Herzberg Two Factor Theory This theory, also called the Motivation-Hygiene Theory or the dual-factor theory, was penned by Frederick Herzberg in 1959. This American psychologist, who was very interested in people's motivation and job satisfaction, came up with the theory. He conducted his research by asking a group of people about their good and bad experiences at work. He was surprised that the ‘group answered questions about their good experiences very differently from the ones about their bad experiences. Based on this, he developed the theory that people’s job satisfaction depends on ‘two kinds of factors. ‘© Satisfaction (motivators/satisfiers) © Diss: faction (hygiene factors/ dissatisfiers). According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”. MOTIVATORS Satisfaction No Satisfaction NoDazatisfacton Dissatisfaction FIGURE: Herzberg’s view of satisfaction and dissatisfaction Hygiene Factors Hygiene factors are those that need to be addressed by a business in such a way that they would not result to the employee’s unpleasant experiences and feelings at work. The satisfaction of hygiene factors motivates employees in their work. The hygiene factors are: ‘ADITYA DEGREE COLLEGE.MANAGEMENT PROCESS 1. Wages, salaries and other financial remuneration 2. Company policy and admini ration 3. Quality of interpersonal relations 4, Working conditions 5, Feelings of job security 6. Quality of supervision Motivator Factors Motivator factors emerge from the need of an individual to achieve personal growth. Job satisfaction results from the presence of motivator factors. Moreover, effective motivator factors do not only lead to job satisfaction, but also to better performance at work. The motivator factors are: 1. Challenging or stimulating work 2. Status 3. Opportunity for advancement 4, Responsibility 5, Sense of personal growth/job achievement 6. Acquiring recognition High hygiene and high motivation: This is the ideal situation, Employees are very motivated and barely have any complaints. High hygiene and low motivation: Employees have few complaints, but they're not really motivated, they see their work simply as a pay check. Low hygiene and high motivation: Employees are motivated, their job is challenging, but they have complaints about salary or work conditions. Low hygiene and low motivation: This is the worst possible situation; employees are not motivated and have a lot of complaints. 'ADITYA DEGREE COLLEGE Page 20MANAGEMENT PROCESS aan SSS Theory X and Theory Y: Douglas McGregor introduced these two theories distis , Theory X and Theory, based on two inct views of human beings. He proposed, at opposite extremes two pairs of assumptions about human beings which he thought were i plied by the actions of the managers. Theory X deals with one extreme, based on one set of assumptions and Theory Y, deals with another extreme based on another set of assumptions. Theory X assumptions are negative; + Employees inherently dislike work and, whenever possible, will attempt to avoid it. + Since’ employees dislike work, they must be coerced, controlled, or threatened with punishment. + Employees will avoid responsibilities and seek formal direction whenever possible. + Most workers place security above all other factors and will display little ambition, Theory Y assumptions are positives + Employees can view work as being as natural as rest or play. + People will exercise self-direction and self-control if they are committed to the objectives. +The average person can lear to accept, even seek, responsibility. + The ability to make innovative decisions is widely dispersed throughout the population. Managers who accept theory-Y assumptions about nature of man do not attempt to structure, control or closely supervise the employees. Vroom’s Expectancy Theory In 1964, Canadian professor of psychology Victor Vroom developed the Expectancy Theory. In it, he studied people’s motivation and concluded it depends on three factors: Expectancy, instrumentality and valence. Motivational force formula: Victor Vroom uses a formula to calculate the motivational force: Motivational force = Expectancy x Instrumentality x Valence Cee aa PT ADITYA DEGREE COLLEGE. ge 21MANAGEMENT PROCESS Valence: It refers to the value that an individual places on a particular outcome or a strength of an individual’s preference for the expected rewards of the outcome. To have a positive valence, one should prefer attaining the outcome to not attaining it. For example, if an employee gets motivated by promotions, then he might not value offers of increased incentives. The valence is zero if an individual prefers not attaii ing outcomes to attaining it. In the above example, an employee agrees with the increased incentives. Expectancy: It is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job. Instrumentality: Each employee is a cog in the machine and an instrument that contributes to the business results. From that perspective, instrumentality isn’t difficult to grasp. It's about the employee’s performance being good enough to achieve the desired result. An organisation can stimulate this by actually making good on promises of additional rewards such as bonuses or promotion. The employee has to believe that if he performs well, appreciation will be shown for the results, Transparency throughout the reward process an important condition for instrumentality. ‘Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee’s motivation level which in tum depends on three factors of expectancy, valence and instrumentality. Reinforcement Theory of Motivation ‘The Reinforcement Theory of Moti ion was proposed by B.F. Skinner and his associates. This theory posits that behavior is the function of its consequences, which means an individual develops a behavior after performing certain actions. ‘The reinforcement theory of motivation is based on the “Law of Effect” concept, i.e. an individual is likely to repeat those actions having the positive consequences, and will avoid those behaviors that result in negative or unpleasant outcomes. ——_—_—_—_—— ‘ADITYA DEGREE COLLEGE Page 22M NAGEMENT PROCESS: Following are the methods for controlling the behavior of the employees ~ ‘+ Positive Reinforcement ~ Positive reinforcement explains that, when an employee gives a positive and a required behavior, the response towards them should be positive. This stimulates the occurrence of a behavior. Reward to an employee who performs well reinforces is/her desire to perform better because of positive results of doing so. + Negative Reinforcement — Negative reinforcement takes place when certain deterrent(s) or obstruction(s) is removed and the employee(s) responds to a desired behavior after such removal. For instance, an employee who commutes from a long distances wraps up a few projects faster than desired; but, when he is told by the manager to take the projects home for a couple of days and complete them, it stimulates him/her to work as expected. By removing the negative stimuli, the desired behavior is reinforced. + Punishment Punishment refers to imposing negative consequences or removing positive consequences with a view to preventing employee(s) from repeating undesirable and uncalled for behaviors. It can, therefore, be both positive and negative. + Extinction — Extinction refers to extinguishing a learned behavior by withholding a positive reinforcement or reward that has encouraged the behavior. To conclude, the reinforcement theory revolves round a basic idea that consequences influence behavior. INTRODUCTION OF COMMUNICATION Communication is the method of transferring information between people or group for mutual understanding and confidence. It involves the flow of information from the sender to the receiver. The receiver must understand the meaning and message of information. It can also be taken as the process of sharing ideas, thoughts, opinions and views from one person to another person. A manager should communicate effectively to his subordinates to implement the plans and policies. The communication is one of the important function of management. Communication is essential in every part of our human life, The scope of communication is wide and pervasive, Human beings are somehow engaged in communication from cradle to grave. No ‘one can pass even a day without communication. Leen ne SnnEIEEIE a aEtnnEEEEEEEEnErT ADITYA DEGREE COLLEGE. Page 23MANAGEMENT PROCESS Leen eee ee eae EEE Definition Accor 2 to Keith Davis, “Communication is the process of passing information and understanding from one person to another.” Accordil 1g to Webster, “Communication means to share in, to give to another or the interchange of — thoughts, opinions or information.” Characteristics of Communication (1) Two or More Persons: ‘The first important characteristic of communication is that there must be a minimum number of two persons because no single individual can have an exchange of ideas with himself. A listener is necessary to receive one’s ideas. Therefore, there must be at least two persons-the sender of information and the receiver. (2) Exchange of Ideas: Communication cannot be thought of in the absence of exchange of ideas. In order to complete the process of communication there must be an exchange of ideas, orders, feelings, ete., among two of more than two persons. (3) Mutual Understandins Mutual understanding means that the receiver should receive the information in the same spirit with which it being given. In the process of communication, it is more important to understand the information rather than carry it out. (4) Direct and Indirect Communication: It is not necessary in communication that the receiver and giver of information should be face-to- face with each other. Communication can be both direct and indirect. Direct communication means face-to-face conversation, while indirect communication is through other means. (5) Continuous Process: ADITYA DEGREE COLLEGE. Page 24MANAGEMENT PROCESS Communication is an endless process, as is the case with business where the manager continuously assigns work to his subordinates, tries to know the progress of the work and gives directions. (6) Use of Words as well as Symbols: There can be many means of communication, like the written, the oral and symbolic. The examples of symbolic communication are the ringing of bell for closing a school or a college, saying something by the movement of the neck, showing anger or disapproval through eyes, giving some decision by the raising of a finger in cricket, ete. Importance of Communication: Effective communication is vital for efficient management and to improve industrial relations. ‘The following points can illustrate the importance of communication in management: 1. Base for Action: Communication acts as a base for any action. Starting of any activity begins with communication which brings information necessary to begin with. 2. Planning Becomes Easy: Planning is made easy by communication. Any type of information regarding the human resource requirement of each department of the organization can be collected through communication which helps in human resource planning. Policies and programs for their acquisition can be prepared and implemented. In the entire processes communication plays a vital role, it also facilitates managerial planning of the organization. 3. Means of Coordination: Communication is an important tool for coordinating the efforts of various people at work in the organization Cee ere OrnnnnnaeeeessaaeaaaiennE EERIE EERE OES ‘ADITYA DEGREE COLLEGE. Page 25MANAGEMENT PROCESS. 4, Aids in Decision-Making: The information collected through communication aids In decision- making, Communication facilitates access to the vital information required to take decisions. «5, Provides Effective Leadership: A communication skill bring manager near to his subordinates and exchange ideas and submits appropriate proposals, knows thelr opinions, seeks advices and snake decisions. This enables a manager to win confidence of his subordinates through constantiy communicating with them and removing probable misunderstandings. 6. Boosts Morale and Mi ivation: An effective communication system instills confidence among subordinates and workers ensuring change in their attitude and behavior, The main cause of coniict and dissatisfaction is misunderstanding which can be removed through communication skills. ‘Types of Communication Communication is carried out formally or informally and can be verbal or non-verbal. «Formal Communication is done in a professional manner. ‘This type of communication is mostly used in an office setting, during cooperate meetings and conferences. Proper titles of those you're addressing is a must here. «Informal Communication is the opposite of formal communication. Here people are less adherent to protocol and can engage in a casual manner. Authority lines are not followed and people can use slang, refer to each other without using job titles, ete. Due to the casual manner, people engage it is good for building relationships. «Verbal Communication When passing information verbally you pass it by word of mouth or in writing. Communication experts say when using verbal communication Keep It Short and Simple(KISS). + Non-Verbal Communication— ‘This means that the person communicating with you is using body language, posture, facial expressions, gestures, ete. For example, the tone of voice is a non-verbal clue indicating whether an individual is angry or not. “Always watch the body language of a speaker it will communicate a lot. "ADITYA DEGREE COLLEGE. Page 26MANAGEMENT PROCESS ‘Communication Process The communication is a dynamic process that begins with the conceptu 1g of ideas by the sender who then transmits the message through a channel to the receiver, who in turn gives the feedback in the form of some message or signal within the given time frame. Thus, there are Seven major elements of communication process: <{Noise Feedback aa Send The sender or the communicator is the person who initiates the conversation and has conceptualized the idea that he intends to convey it to others. Encoding: The sender begins with the encoding process wherein he uses certain words or non verbal methods such as symbols, signs, body gestures, etc. to translate the information into a message. The sender's knowledge, skills, perception, background, competencies, etc. has a great impact on the suecess of the message. Message: Once the encoding is finished, the sender gets the message that he intends to convey. The message can be written, oral, symbolic or non-verbal such as body gestures, silence, sights, sounds, etc, or any other signal that triggers the response of a receiver. Communication Channel: The Sender chooses the medium through which he wants to convey his message to the recipient, It must be selected carefully in order to make the message effective and correctly interpreted by the recipient. The choice of medium depends on the interpersonal relationships between the sender and the receiver and also on the urgency of the message being sent, Oral, virtual, written, sound, gesture, ete. are some of the commonly used communication mediums, ——$_—$_$_ ‘ADITYA DEGREE COLLEGE Page 27MANAGEMENT PROCESS 5, Receiver: The receiver is the person for whom the message is intended or targeted. He tries to is attained. The degree to which the receiver decodes the message depends on his knowledge of the subject ‘comprehend it in the best possible manner such that the communication obje matter, experience, trust and relationship with the sender. 6. Decoding: Here, the receiver interprets the sender's message and tries to understand it in the best possible manner. An effective communication occurs only if the receiver understands the message in exactly the same way as it was intended by the sender. 7. Feedback: The Feedback is the final step of the process that ensures the receiver has received the message and interpreted it correctly as it was intended by the sender. It increases the effectiveness of the communication as it permits the sender to know the efficacy of his message. ‘The response of the receiver can be verbal or non-verbal. Communication Problems in Organizations 1, Not All Employees Being Kept Informed ‘The assumption is that the usual modes of communication will send important information to everyone who needs to know and that everyone will receive this information. However, in many organizations, the information doesn’t reach people who are not using those methods of communication on a regular basis (e.g., email that isn’t read by front-line workers). 2, Employees Not Receiving Consistent Messages from Management Different supervisors are sending different, sometimes conflicting, messages about priorities. ‘This causes confusion and distrust among employees. 3. Employees Not Recei ing Timely Messages Information is not getting to employees when and where they need it. Without vital information at the right time and in the right place, the decision-making process slows and projects are not completed on time or in the best way. ‘The Right Information is not Being Sent to the Right People Critical information (e.g., market data) is not being shared among key stakeholders. Top management is not engaging employees who have most of the customer contact in the important decisions of the organization. Employees are not getting important information to management. "ADITYA DEGREE COLLEGE. Page 285. Expectations are not clear Top leaders do not discuss expectations with mid-level managers, Therefore, they do not have the same expectations nor do they agree on how to reach strategic goals. Because of this, employees do not have clear goals and benchmarks to guide their progress. 6, Plan for the Future is not known Leaders do not discuss their vision for the future of the organization with employees. There is no sense of a shared direction toward which everyone is striving. This does not inspire employees to do their best work. 7. Functional Areas Not Collaborating Departments/units do not share the information that could help all departments/units achieve common goals, They are competitive rather than collaborative. This limits the capability of the organization as a whole. 8, Employees Not Open with Each Other Employees do not share information with each other. They do not trust each other. This compromises the productivity of teams, departments/units, and the organization. Barriers to Communication Some of the important barriers to communication have been discussed below: 1. Physical Barriers: A communication is a two-way process, distance between the sender and the receiver of the message is an important barrier to communication, Noise and environmental factors also block communication. 2. Personal Barriers: Personal factors like difference in judgment, social values, inferiority complex, bias, attitude, pressure of time, inability to communicate, etc, widen the psychological distance between the communicator and the communicate, Credibility gap i.e., inconsistency between what one says and what one does, also, acts as a barrier to communication. 3. Semantic or Language Barriers: Semantic is the science of meaning. The same words and symbols carry different meanings to different people. Difficulties in communication arise when the sender and the receiver of the message use words or symbols in different senses. Sometimes, the language used by the sender may not at all be followed by the receiver. CC ITYA DEGREE COLLEGE Page 29‘ MANAGEMENT PROCES 4, Status Barriers (Superior-Subordinate Relationship): Status or position in the hierarchy of an organization is one of the fundamental barriers that obstructs free flow of information. superior may give only selected information to his subordinates so as to maintain status differences. Subordinates, usually, tend to convey only those things which the superiors would appreciate. This creates distortion in communication 5. Organizational Structure Barriers: Effective communication largely depends upon sound organizational structure. If the structure is complex involving several layers of management, the breakdown or distortion in communication wall arise, It is an established fact that every layer cuts off a bit of information. Moreover, information travelling through formal structure introduces rig y and causes-delay because of Jong lines of communication 6. Barriers Due to Inadequate Attention: Inadequate attention to the message makes communication less effective and the message is likely to be misunderstood, Inatention may arise because of over business of the communicate or because of the message being contrary to his expectations and beliefs. 7. Premature Evaluation: Some people have the tendeney to form a judgment before listening to the entire message, This is known as premature evaluation 8. Emotional Attitude: Barriers may also arise due to emotional attitude because when emotions are strong, difficult to know the frame of mind of other person ot group. Emotional attitudes of both, the communicator as well as the communicate; obstruct fre flow of transmission and understanding of messages. "ADITYA DEGREE COLLEGE Page 30