Q.1. Describe the process of conflict. Critically evaluate the impact of conflict on performance/productivity of an organization.

Relate the situation of organization you are working in or familiar with as to how conflict affects the functioning of an organization. Briefly describe the organization and situation, you are referring to.
Answer. A state of discord caused by the actual or perceived opposition of needs, values and interests between people working together best describes the organizational conflict. Many forms of conflict can be seen in organizations. It can be seen as the inevitable clash between formal authority and power and those individuals and groups affected. The disputes over how revenues should be divided, how the work should be done and how many hours should the people work. There are jurisdictional disagreements over individuals, apartments and between management and unions. Conflict can also be seen in more subtle forms like jealousy, rivalries, personality clashes and struggle for power. There is also conflict within individuals, between competing needs and demands, to which they respond in different ways. Conflicts usually arise due to fear, force, and difference in perceptions, personality and ideology, communication gap, disputes over approaches, lack of cooperation, authority and competition for limited resources. Conflict Process: 1) Source: Prior Conditions The first phase in the conflict process is the one that sets the stage for disagreement. It begins when one becomes aware that there are differences between him and another person. The differences may arise form expectations, perceptions, goals and resources. 2) Beginning: Frustration Awareness At this stage, at least one person among the two becomes aware that the differences in the relationship are increasingly problematic. That person realize that he wouldnt be able to achieve an important goal or that someone else has resources he needs to achieve, or he may become aware of differences in perceptions. This does not increase the frustration but when the differences interfere with something he wants to accomplish, then the frustration rises. 3) Middle: Active conflict When a person brings his frustration to the attention of others, a conflict becomes an active, expressed struggle. Active conflict does not necessarily mean that the differences are expressed with shouting or emotional intensity. An expression of disagreement may be either verbal or non-verbal. Calmly asking someone to change an attitude or behavior to help a person to achieve his goal is a form of active conflict. 4) End: Resolution When a person tries to manage the conflict, it has progressed to the resolution stage. Of course, not all conflicts can be neatly resolved. Couples who divorce, business partners who dissolve their corporation have all found solutions, even though they may not be amicable. 5) Aftermath: Follow-up After a conflict has been resolved, the follow-up stage involves dealing with hurt feelings or managing simmering grudges and checking with the other person to conform that the conflict has not retreated into the frustration awareness stage. Interpersonal relationships operate as transactive processes rather than as linear, step by step functions. Conflict does progress in stages unless a person confirms the understanding of the issues with his partner. Understanding the stages of conflict can help that person better manage the process. Hell also be in a better position to make the conflict a constructive rather than destructive experience. Conflict is constructive if it helps build new insights and establishes new patterns in a relationship. The hallmark of destructive conflict is a lack of flexibility in responding to others. Conflict can become destructive when people view their differences from a win-lose perspective, rather than looking for solutions that allow both individuals to gain.

Impact of conflict As organizations strive to achieve their goals, they are often met with challenges they must overcome as a team. Challenges leave room for conflict between members, other organizations, communities and other parties involved in the organizations mission. While conflict often has a negative connotation, t he effects of conflict within an organization can be positive and negative. a) Mental Health Concerns: Conflict within an organization can cause members to become frustrated if they feel as if theres no solution in sight, or if they feel that their opinions go unrecognized by other group members. As a result, members become stressed, which adversely affects their professional and personal lives. Organization members may have problems sleeping, loss of appetite or overeating, headaches and become unapproachable. In some instances, organization members may avoid meetings to prevent themselves from experiencing stress and stress-related symptoms. b) Decrease in Productivity When an organization spends much of its time dealing with conflict, members take time away from focusing on the core goals they are tasked with achieving. Conflict causes members to focus less on the project at hand and more on gossiping about conflict or venting about frustrations. As a result, organizations can lose money, donors and access to essential resources. c) Members Leave Organization Organization members who are increasingly frustrated with the level of conflict within an organization may decide to end their membership. This is especially detrimental when members are a part of the executive board or heads of committees. Once members begin to leave, the organization has to recruit new members and appoint acting board members. In extreme cases, where several members leave or an executive board steps down, organizations risk dissolution. d) Violence When conflict escalates without mediation, intense situations may arise between organization members. Its unfortunate, but organizational conflicts may cause violence among members, resulting in legal problems for members and possibly the organization. e) Inspire Creativity Fortunately, some organization members view conflict as an opportunity for finding creative solutions to solve problems. Conflict can inspire members to brainstorm ideas, while examining problems from various perspectives. f) Share and Respect Opinions As organization members work together to solve conflict, they are more willing to share their opinions with the group. Conflict can also cause members to actively listen to each as they work to accomplish the org anizations goals. g) Improve Future Communication Conflict can bring group members together and help them learn more about each other. From learning each others opinions on topics relevant to the organizations growth to understanding each members preferred communication style, conflict within an organization can give members the tools necessary to easily solve conflicts in the future. h) Identify New Members Within organizations members actively participate in each meeting, enjoy serving on multiple committees and have an opinion on each topic the group discusses. There are also members who seemingly contribute little to the group and observe more than talk. Conflict within an organization can inspire typically silent members to step up and demonstrate their leadership skills by offering meaningful solutions to the problem the group is facing. THE ORGANIZATION I AM ASSOCIATED WITH The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [industrial safety] -the products are distributed through the distributors as well as sold directly

-the products are sold to various industries like mining/fire services/defense/as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation.

Q.2. What are various channels of communication used in an organizational set up? Why does grapevine assumes so much importance in the formal organizational situations? Which channel of communication you think is more effective and why? Explain with examples from the organization you are working in or familiar with. Describe the organization and the situations you are referring to.
Answer. Communication means sharing of information for a various reasons such as informing, persuading, motivating or influencing. In simple words, it is the process of transmitting message. The communication channel selected for transmitting a message plays a significant role in maintaining the quality of the original message in its passage from the sender to receiver. There are two basic channels of communication within an organization: formal and informal. Formal communication is structured and managed information which is given to appropriate people to be able to secure synchronized action through the company. Informal communication is outside the formal organizational structure that fills the organizational gaps, maintains the linkages and handles the one-time situations. Formal Communication Formal communication - written or oral - follows the chain of command of the formal organization; the communication flows from the manager to his immediate subordinates. Each recipient then re-transmits the message in the selected form to the next lower level of management or to staff members, as appropriate. The message progresses down the chain of command, fanning out along the way, until all who have a need to know are informed. Formal communication also flows upward through the organization on the same basis. Formal communication normally encompasses the transmittal of goals, policies, instructions, memoranda, and reports; scheduled meetings; and supervisory-subordinate interviews. Informal Communication No organization operates in a completely formal or structured environment. Communication between operations depicted in an organizational chart does not function as smoothly or as trouble-free as the chart may imply. In most organizations operating effectively, channels of communication have developed outside the hierarchical structure. The informal communication process supplements the formal process by filling the gaps and/or omissions. Successful managers encourage informal organizational linkages and, at the same time, recognize that circumvention of established lines of authority and communication is not a good regular practice. When lines of authority have been bypassed, the manager must assume responsibility for informing those normally in the chain of command of the action taken. There is a fine line between using informal communications to expedite the work of the organization and the needless bypassing of the chain of command. The expediting process gets the job done, but bypassing the chain of command causes irritation and can lead to hard feelings. To be effective, the manager must find a way to balance formal and informal communication processes. Grapevine Grapevine is an informal communication network, which ignores formal channels of communication and spreads rumors and gossips at all levels of the organization. Although every business-organization has its formal channels of communication, the informal channel of communication called grapevine also operates in it. It can be easily found that a large portion of the communication in almost every business house is not formal or pre-planned. The employees communicate through informal channels as they do their jobs. It is neither pre-planned nor deliberately motivated by the management. It is neither written nor documented or recorded. Therefore, it refers to any communication that takes place outside the prescribed and pre- planned channels of formal communication. It is not set with the lines of organizational hierarchy. As it has no set rules and regulations, it is not confined to a particular direction. It just spreads like a grapevine. Though the structure of the grapevine is not so well defined, as that of the formal channels, it should not be taken for its weakness. The messages flowing through grapevine have greater speed than that of the messages flowing through the formal channels. The grapevine may carry equally vital message through it for the achievement and success of the organization. It is not correct to underestimate the grapevine by saying that the vital messages pass only through the authorized, formal channels. On the other hand, though the formal channels are systematic, pre-planned and documented, it is authority-laden. It can never be as speedy and spontaneous as the grapevine. The employees communicate through grapevine, not because they are compelled to communicate but because they earnestly want to communicate with their associates. The method of formal written communication is slow and expensive method of information transmission. The grapevine, on the other hand, is non-expensive method and most-rapid oral method of transmitting the information to the maximum

number of the communication receivers. The grapevine can flow wherever the participants wish it to flow; therefore, the manager can use the properly cultivated grapevine in dealing with the problems that require crossing the boundaries between the departments. Grapevine originates from the psychological need of the employees to talk about their jobs and their associates as the subject of their main interest. The absence of grapevine surely creates the dull, sick and unfriendly atmosphere in the organization. Grapevine is also described as the barometer of public opinion in the organization. If the manager is sensitive to it, he can gather information about the ideas, opinions, attitudes and interests of the employees. The grapevine gives an opportunity to the employees to let off the suppressed air of anxiety, worries and frustration. When they talk about their associates, they get emotional relief. The fact that the employees talk about their associates or that they have the interest in their associates is a proof of the high morale. Thus, the grapevine not only promotes unity, integrity and solidarity of the organization but it also helps to raise the morale of the employees. People can also . . . Spot problems and prepare. Compare reactions for appropriateness. Identify and seize opportunities early on. Build a reputation by positioning yourself as a hub in the grapevine network. Bond with co-workers. Gossip greases the social wheel. Weed out cheaters and liars. The grapevine exposes free riders those individuals who dont contribute, but benefit from the groups efforts. Let off steam. Gain power and control. Those who are connected to the grapevine know more about whats going on th eir companies than people who dont gossip. EFFECTIVE COMMUNICATION IN BUSINESS Face-to-face meetings can result in awkward pauses and initial shyness for those who are not brimming with confidence. To help a person over this hurdle, one can approach the meeting fully prepared and well armed if he has a look at the following factors. In order to get the message across, one has to think about what he is trying to achieve during the dialogue: What information does he wish to convey? What does he want the other person to do as a result? Organize him beforehand. Jot down notes about the major points. Be positive and keep the message simple. Clarity is Paramount for Effective Communication What is communication? In short, it's signaling. The transmission, by speaking, writing or gestures, of information which evokes understanding. That's simple enough, isn't it? Straightforward in theory but in practice it's fraught with dangers - particularly if one has high expectations from these important business connections. Communication is not just speaking, writing or gesticulating. It's more than the transmission of information. Something else has to occur for the communication to be complete. The other party in the communication process has to engage their brain and receive the message. There are some points to remember when considering the various methods of communication and some hazards to be aware of when dealing with business relationships: Only 7% of the impact a person makes comes from the words he speak. The rest is visual - appearance, the sound of his voice and body language. He can break that 7% further down into sections: the type of words he use, the sort of sentences, how he phrases them. Voicing the Thoughts Pay attention to the voice. Tone, inflection, volume and pitch are all areas to consider. Most people don't need to develop their speaking voice, but there are many who do not understand how to use it effectively. The simplest way is to compare the voice to a piece of music - it is the voice that is the instrument of interpretation of the spoken word. Those who have had some training in public speaking sometimes use mnemonics as memory joggers for optimum vocal effect. One simple example is R S V P P P: Rhythm, Speed, Voice, Pitch, Pause, and Projection.

Q.3. What are the ways and means adopted by the organization to deal effectively with managerial obsolescence? Does leadership matters in the process? Explain with reference to the organization you are working in or familiar with. Briefly describe the situation and the organization you are referring to.
Answer. Obsolescence of managerial personnel is a situation where managers cannot keep up with the latest technology or are not as well-qualified as more junior staff. Postponement obsolescence Postponement obsolescence refers to a situation where technological improvements are not introduced to a product, even though they could be. One possible example is when an auto manufacturer develops a new feature for its line of cars, but chooses not to implement that feature in the production of the least expensive car in its product line. Technical obsolescence Technical obsolescence may occur when a new product or technology supersedes the old, and it becomes preferred to utilize the new technology in place of the old. Historical examples of superseding technologies causing obsolescence include higher-quality multimedia DVD over videocassette recorder and the telephone, with audio transmission, over the telegraph's coded electrical signals. On a smaller scale, particular products may become obsolete due to replacement by a newer version of the product. A manager is supposed to go with the growing technological changes and sophistication. Robots are also being used in manufacturing which requires handling of bulky and dangerous materials. All these changes in production techniques have forced managers to find ways and means of relocating the workers rendered redundant. The use of computers in business has totally changed the way that managers make decisions. Managers today not only have access to more updated information but also better information which can improve quality of their decisions. For example a manager of online business company is using web design service to have professional layout Moreover, with electronic data processing managers can use complex statistical and mathematical models and tools to study the possible impacts of their decision. Postponing managerial obsolescence Managers and executives, after 20 to 25 years of work experience, often find themselves having reached a plateau where, on one hand, the prospects of enhanced status, increased pay and perks are no longer motivators enough to work hard; and on the other, they find they are unable to relate to the latest managerial knowledge and skills and feel totally lost. In both cases, these managers cease to be productive and become a drag on the organization in terms of their heavy cost and inability to make meaningful contribution. This is the problem of managerial obsolescence that is when managers become unproductive, or out of date, or both. In the situation where lack of motivation seems to be the cause, the solution lies in redesigning their job content to make it more meaningful. Mineral Makeup helps remain young to manager and not out of date. An aerospace company designates its senior engineering managers as consultants to its groups of young engineers, thus providing the right outlet for their rich experience. Training programmers aim to provide or improve knowledge and skills which can help the manager improve his performance on the job. Many companies regularly sponsor their senior managers to attend such training programs. Other companies invite experts to their own company premises to courses, and basic course in functional areas workshops. Training programs, refresher courses, and basic courses in functional areas are the solution for managers facing knowledge obsolescence. These training programs are not restricted to senior managers alone. In fact, younger managers can also benefit from these programs, especially those which provide knowledge of other functional areas such as production for non production managers. Also beneficial for the young managers are workshops aimed at training them for the top level managements posts. Sustaining Leadership Effectiveness Leadership has a formal aspect or an informal one. Every manager is a leader in the sense that he has to influence his subordinates to work willingly for achieving the organizational objectives and inspire them to put in their best effort. The only way a manager can be acknowledged as a leader is by continually demonstrating his leadership abilities. If the manager always gives due importance to the welfare and interests of his employees, makes objective decisions that benefit everyone, he will

rewarded by the confidence and trust of his people. An effective leader must be a man with vision who can think and plan ahead, and also have persuasion to carry along all the people. Meeting the challenge of change The social, economic, technical and cultural environment in which the firm operates is always changing. The company must keep pace and change accordingly. Similarly, within organization, new types of production technology may be introduced; the existing product lines may be phased out. These imply a change. Man by this very nature resists any change. Used to the old system or method of doing a particular job, people perceive change as a threat to their security. Moreover, change implies learning the new methods or processes and most people resist making this extra effort. The marketing department of a television company always complained of the low quality circuit in the black and white TV and held it responsible for its poor sales performance. However, when an improved circuit was introduced, the marketing department tried its best to convince the top management against this change saying that the old circuit was now performing in a satisfactory manner. The real reason however, was that the marketing department would now be under pressure to show results as it would have no scapegoat to blame for its lack of results. The engineers responsible for providing after sales service opposed the new circuit since it meant putting in an effort to learn the new way of serving it. If we take example of phoenix law enforcement security they have successfully handled such changes in their industry. There will always be change. It is the managers task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance. The ideal way of introducing change is that a manager, simply sow the idea of the proposed change in the minds of a few people, and then let the idea grow and build till the people themselves come round to asking for the change. A manager is leader and he is supposed to demonstrate his leadership abilities. Being manager he must play his role as effective leadership. Business manager need to have ability to balance creativity and conformity as part of his role. One of the important tasks which every manager has to perform is that of a change-agent. Similarly, within organization, new types of production technology may be introduced, the existing product lines may be phased out, formal procedures and techniques for planning, and resource allocation, job appraisal, etc. may be introduced. All these imply a change. And man by this very nature resists any change. Used to the old system or method of doing a particular job, people perceive change as a threat to their security. Moreover, change implies learning afresh the new methods or processes and most people resist making this extra effort. Sometime changes create conflict within the organization and manager as team leader suppose to handle conflict intelligently.

Q.4. How does MIS affect the efficiency and effectiveness of an organization? Explain and discuss with the help of MIS of an organization known to you. Briefly describe the organization you are referring to, along with basic components of the MIS and reporting relationship system currently existing in the organization.
Answer. A management information system (MIS) is a system that provides information needed to manage organizations effectively. Management information systems are regarded to be a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems. The term "MIS" arose to describe these kinds of applications, which were developed to provide managers with information about sales, inventories, and other data that would help in managing the enterprise. Today, the term is used broadly in a number of contexts and includes (but is not limited to): decision support systems, resource and people management applications, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), project management and database retrieval applications. An 'MIS' is a planned system of the collection, processing, storage and dissemination of data in the form of information needed to carry out the management functions. In a way, it is a documented report of the activities that were planned and executed. According to Philip Kotler "A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers." Components of MIS: a) Hardware: Input and output devices constitute the hardware components of MIS. b) Software: The programs and applications that convert data into machine-readable language are known as software. c) Procedures: Procedures are sets of rules or guidelines, which an organization establishes for the use of a computer based information system. d) Personnel: The computer experts, managers, users, analysts, programmers, database managers, and many other computer professionals who utilize the computer-based information systems are the personnel in a management information system. The terms MIS and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management. That area of study should not be confused with computer science. IT service management is a practitionerfocused discipline. MIS has also some differences with ERP which incorporates elements that are not necessarily focused on decision support. The successful MIS must support a businesss Five Year Plan or its equivalent. It must provide for reports based upon performance analysis in areas critical to that plan, with feedback loops that allow for titivation of every aspect of the business, including recruitment and training regimens. In effect, MIS must not only indicate how things are going, but why they are not going as well as planned where that is the case. These reports would include performance relative to cost centers and projects that drive profit or loss, and do so in such a way that identifies individual accountability, and in virtual real-time. Anytime a business is looking at implementing a new business system it is very important to use a system development method such as System Development Life Cycle. The life cycle includes Analysis, Requirements, Design, Development, Testing and Implementation. Initially in businesses and other organizations, internal reporting was made manually and only periodically, as a by-product of the accounting system and with some additional statistic(s), and gave limited and delayed information on management performance. Previously, data had to be separated individually by the people as per the requirement and necessity of the organization. Later, data was distinguished from information, and so instead of the collection of mass of data, important and to thepoint data that is needed by the organization was stored. Earlier, business computers were mostly used for relatively simple operations such as tracking sales or payroll data, often without much detail. Over time, these applications became more complex and began to store increasing amount of information while also interlinking with previously separate information systems. As more and more data was stored and

linked man began to analyze this information into further detail, creating entire management reports from the raw, stored data. The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fire services/defense as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments a) Marketing b) Manufacturing c) Sales d) Finance/ administration e) Human resource f) Customer service g) Distribution h) Warehousing/ transportation Here we use this for the ultimate decision making model The ultimate model will allow to rapidly assimilate the available information in a situation, bring all the relevant learning and past experiences to bear and allow to quickly and easily decide what to do, while knowing for certain that a person is making the right decision. Decisions are made as per the following guidelines: 1. Define the problem 2. Look at potential causes for the problem 3. Define the goal or objective 4. Identify alternatives for approaches to resolve the problem 5. Select an approach to resolve the problem 6. Plan the implementation of the best alternative 7. Monitor implementation of the plan 8. Verify if the problem has been resolved or not

Q.5.What are the essential preceding prerequisites for effective delegation of authority in an organization and why? What are the significant key considerations in effecting delegation of authority in an organizational set up? Critically evaluate with examples known to you by way of working in an organization or having acquaintance with. Briefly explain the situation and the organization being referred by you.
Answer. Delegation of Authority is the action by which a commander assigns part of his or her authority commensurate with the assigned task to a subordinate commander. While ultimate responsibility cannot be relinquished, delegation of authority carries with it the imposition of a measure of responsibility. The extent of the authority delegated must be clearly stated. It is impractical for the supervisor to handle all of the work of the department directly. In order to meet the organization's goals, focus on objectives, and ensure that all work is accomplished, supervisors must delegate authority. Authority is the legitimate power of a supervisor to direct subordinates to take action within the scope of the supervisor's position. By extension, this power, or a part thereof, is delegated and used in the name of a supervisor. Delegation is the downward transfer of formal authority from superior to subordinate. The employee is empowered to act for the supervisor, while the supervisor remains accountable for the outcome. Delegation of authority is a person-to-person relationship requiring trust, commitment, and contracting between the supervisor and the employee. An organization's most valuable resource is its people. By empowering employees who perform delegated jobs with the authority to manage those jobs, supervisors free themselves to manage more effectively. Successfully training future supervisors means delegating authority. This gives employees the concrete skills, experience, and the resulting confidence to develop themselves for higher positions. Delegation provides better managers and a higher degree of efficiency. Thus, collective effort, resulting in the organization's growth, is dependent on delegation of authority. The steps involved in a delegation process are as follows; a) Preparing includes establishing the objectives of the delegation, specifying the task that needs to be accomplished, and deciding who should accomplish it. b) Planning is meeting with the chosen subordinate to describe the task and to ask the subordinate to devise a plan of action. As Andrew Carnegie once said, "The secret of success is not in doing your own work but in recognizing the right man to do it." Trust between the supervisor and employee - that both will fulfill the commitment - is most important. c) Discussing includes reviewing the objectives of the task as well as the subordinate's plan of action, any potential obstacles, and ways to avoid or deal with these obstacles. The supervisor should clarify and solicit feedback as to the employee's understanding. Clarifications needed for delegation include the desired results (what not how), guidelines, resources available, and consequences (good and bad). Delegation is similar to contracting between the supervisor and employee regarding how and when the work will be completed. The standards and time frames are discussed and agreed upon. The employee should know exactly what is expected and how the task will be evaluated. d) Auditing is monitoring the progress of the delegation and making adjustments in response to unforeseen problems. e) Appreciating is accepting the completed task and acknowledging the subordinate's efforts. Delegation is an essential element of any manager's job. It is the process through which a manager gives authority to their subordinates in order to accomplish certain assignments. Delegation is the manager's key to efficiency, and benefits all. Delegation of authority is a challenging effort for all managers to master because it involves effective communication, motivation, goal setting and behavioral modification. Steps for Effective Delegation of Authority Effective delegation is an essential managerial skill. Practical advice on how to develop and motivate staff, build loyalty, and give and receive feedback will increase the managers confidence and help him/her to become a skilled delegate. To develop a culture of high delegation, management should practice following steps; 1. Understand the nature of task 2. Review the task the manager is responsible for. 3. Differentiate the tasks that should be done by others 4. Analyze the skill and capabilities of the subordinates 5. Inform the subordinates the task to be performed 6. Determine what you will delegate 7. Clarify the results you want

8. Be sure to delegate the authority 9. Delegate to the right person. 10. Proper assignment of duties, 11. Be sure the employee understands his authority 12. Encourage and motivate them to take up the assignments willfully. 13. Detail the authority related to job performance. 14. Granting authority to perform. 15. Sharing power. 16. Being flexible. 17. Cross check the subordinates skill to follow the instruction 18. Give freedom and autonomy in task and performance. 19. Exchanges ideas, feelings and values. 20. Develop confidence and will to work as independent 21. Concurrent job monitoring and evaluation of subordinates 22. Clarification and removal of obstacles in functional level 23. Maintain open communication 24. Trust people to do well 25. Never give final responsibility 26. Create a climate of responsibility. 27. Establish a time limit 28. Obtain feedback from employees 29. Solicits feedback. 30. Establish a follow-up schedule