Professional Documents
Culture Documents
9) Assignment - Set- 1
Q.1 What are the functions that HR attempts to fulfill in any organization. Answer: The variety of human relations problems leads to the conclusion that no one program or single approach can create conditions fro good human relations. Therefore, it is common for organizations and individuals in an organization to constantly innovate and resolve challenges that will benefit both the organization as well as the employee. The Functions that HR attempts to fulfill in any organization are as follows:
5. Rewards systems
Establishing appropriate compensation systems and reward mechanism that would reward the desired outcome and results in accordance with the cooperate values. The again forms a part of HR generalists tasks. Hoe employees progress in a organization how they are paid w.r.t internal and external market factors, what employee benefits are offered are some aspects that this function redresses.
Q.2 Discuss the cultural dimensions of Indian Work force. Answer: Cultural Dimension of Indian Work Force: The foundation for understanding the unique work practices at a country level can be best is understood by first understanding the culture aspects of the countrys workforce. The pioneering work done by Dutch Scientist, Geert Hofstede is a useful tool in understanding the cultural differences used to differentiate countries. He identified five cultural dimensions around which counties have been clustered. The dimensions are: power distance, uncertainly avoidance, individualism, masculinity and long term orientation. Geert Hofstede dimension are based on research conducted among over 1000 IBM employees working globally. While their continued to be other studies like the GLOBE (Global leadership and organizational behavior Effectiveness) project and trompenaars framework, hofstedes model is most popular.
Power Distance
Power distance is the extent to which less powerful members of institutions and organizations accept that power is distributed unequally. Countries in which people blindly obey of superior have high power distance. High power distance countries have norms, values and beliefs that support In equally is good; everyone has a place; some are high, some are low
Most people should be dependent on a leader, The powerful are entitled to privileges, and The powerful should yield the power
India score 77 on power distance , indicating high power distance as a result of the inequalities both at the level of society as well as the at the workplace. Indian organization typically have hierarchical structures, policies yield power and subordination is acceptable. The dimension of high power distance at the workplace can be best understood as: People dislike work and try to avoid it. Managers believe that they must adopt theory X leadership style, that is, they must be authoritarian, and force workers to perform and need to supervise their subordinated closely. Organizational structure and systems tend to match the assumption regarding leadership and motivation. Decision making is centralized. Those at the top make most of the decision. Organization tends to have tall structures. They will have a large proportion of supervisory personal and The people at the lower level often will have low job qualifications. Such structure s encourages and promotes inequality between people at different levels.
Uncertainty Avoidance
Uncertainty avoidance is the extent to which people feel threatened by ambiguous situation, and have created beliefs and institutions that try to avoid these India scores 40 indicating low to average uncertainly avoidance characterizes. Countries with low to average uncertainly avoidance have people who are more willing to accept that risks are associated with the unknown, and that life must go on in spite
of this specifically, high uncertainly avoidance countries are characterized by norms, values and beliefs which accept that: Conflict should not be avoided, Deviant people and ideas should be tolerated ,
Laws are not very important and need not necessarily be followed, Experts and authorities are not always correct and consensus is not important.
Low uncertainty avoidance society such as ours have organization setting with less structuring of activities, fewer written rules, more risk taking by managers, higher labor turnover and more ambitious employees. Such an organization encourages employees to use their initiative and assume responsibility for their actions. Denmark and Great Britain are good examples of low uncertainty avoidance cultures. Germany, Japan and Spain typify high uncertainty avoidance societies.
Individualism
Individualism is the tendency of people to look after themselves and their family only. The opposite of this collectivism which refers to the tendency of people to belong to group and to look after other in exchange for loyalty India score 48 on individualism, indicating somewhat low scores, therefore tending towards a more collectivistic society. Collectivist countries believe that: Ones identity is based on ones group membership, Group decision making is best, and Group protects individuals in exchange for their loyalty to the group.
Organizations are collectivist societies tend to promote nepotism in selecting managers. In contrast, in individualism societies, favoritism shown to friends and relatives is considered to be unfair and even illegal. Further organizations in collectivist culture base promotions mostly on seniority and age, where as in individualist societies; they are based on ones performance. Finally in collectivist cultures, important decisions are made by older and senior managers as opposed to individualist cultures, where decision making is an individuals responsibility.
Masculinity
Masculinity refers to a situation in which the dominant values in a society are success, money and other material things. Hofstede measured this dimension on a continuum ranging from masculinity to femininity. India scores 56 tending to be closed to masculinity than femininity. In higher masculine societys, jobs are clearly defined by gender. There are mens jobs and womens jobs. Men usually choose jobs that are associated with short term employment before marriage.
Answer:
Human resource planning system is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plan how it will go about achieving them, and therein the planning for the human resources:
1. To carry on its work, each organization needs competent staff with the necessary qualification, skills, knowledge, work experience and aptitude of work. 2. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation), there is an ongoing need for hiring replacement staff to augment employee exit. Otherwise work would be impacted. 3. In order to meet for the more employees due to organizational growth and expansion, this is turn call for large quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending on the nature of the business, its competitors, its position in the market and the general economy.
4. Often organization might need to replace the nature of the present workforce as a result of its changing needs, therefore the need to hire new set of employees. To meet the challenges of the changed needs of technology/product/service innovation the existing employees need to be trained or new skills sets induced into the organization. 5. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situation where the organization is faced with severe revenue and growth limitation it might need to plan well to manage how it will workforce. Options such as redeployment and outplacement can be planned for and executed properly.
In India wages system is classified as follows: 1. Minimum wages 2. Fair wages 3. Living wages
1. Minimum wages
A minimum wages has been defined by the committee as the wages which must provide not only for the bare substance of life, but for the preservation of the efficacy of the worker. For this purpose minimum wages must provide for some measure of education, medical requirement and amenities. In other words, minimum wages should provide for sustenance for the workers family, for his efficiency, for the education of his family members, for their medical care, for their amenities. It is very difficult to determine the minimum wages because condition
varies from place to place, industry to industry and from worker to worker. However, the principles for determining minimum wages were evolved by the government and have been incorporated in the minimum wages act,1948, the important principles being that minimum wages should provide not only for the bare sustenance of life but also for the preservation of the efficiency of the workers by the way of education, medical care and other amenities.
2. Fair wage
It is the wage which is above the minimum wage but below the living wage. The lower limit of the fair is obviously the minimum wage; the upper limit is set by the capacity of industry to pay. Between these two limits, the actual wages should depend on consideration of such factor as: i) The productivity of labour; ii) The prevailing rates of wages in the same or neighboring localities;
iii) The level of the national income and its distribution; and iv) The place of industry in the economy.
3. Living wages
One which should enable the earner to provide for himself and his family not only there bare essentials of food, clothing and shelter but a measure of frugal comfort, including education for his children, protection against ill-health, requirement of essential social needs and a measure of insurance against the more important misfortunes including old age in other words, a living wage was to provide for a standard of living that would ensure good health for the worker and his family as well as a measure of decency, comfort, education for his children and protection against misfortunate. Generally ascertaining wages and deciding who to pay what is a activity undertaken in the beginning when a organization is set up. There on it are annual reviews to make correction per the countrys economic and market/industry trends. The management considers the state of the labor market and takes into account of what he can afford to pay and the value of the worker to him. The
workers willingness for employment at the rate offered implies that they agree to work at that rate; through they have had no part in fixing it. 1. Collective bargaining: It is still in the initial stage in India. Although it is a desirable development in the relation between management and labor, it cannot be imposed upon either side by compulsion and should evaluate naturally from within. 2. Voluntary arbitration: In voluntary arbitration, both parties agree to refer their dispute agreed arbitrator and his award becomes binding on the parties. 3. Wage Legislation: Wages are fixed according to the law in some industries. The central government and state government may fix minimum wages under the minimum wages act 1948 for the industries in which workers are exploited or too unorganized to protect their own interest. In order to advise them in the matter of fixing minimum wages, the government appoints minimum wages committees and the advisory boards. The committees and the advisory boards consist of equal number of workers and employers representative and also independent members whose number should not exceed one- third of the total number of members.
4. Conciliation: The industrial dispute act 1947, provide for consideration in case of dispute between employee and worker. If an agreement is reached in the course of conciliation proceeding, it becomes binding on the parties and takes effects from the date agreed upon or from the date on which it is signed by the two parties. In case no agreement is reached, the conciliation officer sends a full report o the proceeding. On the receipt of the report, the govt. may decide to refer the case to industrial tribunal for award. 5. Adjudication: Labor courts and industrial tribunal are set up under the industrial disputes act 1947. On studying the awards one gets the impression that the adjudication are attempting to justify their decision in social and ethical terms. At the same time, there is desire to satisfy both parties to dispute, and therefore. Economics factors such as capacity to pay, unemployment, profit, condition of the economy or welfare of the industry concerned, are given due prominence.
6. Wages Board: The board is appointed by govt. and consists of seven members- two management, two of labour, two independent and a chairman. The board is expected to take into account the needs of the specific industry in a developing economy, the special feature of industry, the requirement of social justice and the necessity for adjusting wage differential in such a manner as to provide incentives to workers for advancing their skill. Its recommendation may be accepted by the govt. either completely or partly and may be statutorily imposed on the industry in question, or may be rejected.
Q.5 Ms. S. Sharma is the General Manager HR of a private educational group. She is planning for the promotion policy for the faculty members. The norms are also ruled by the government policy and criteria. Moreover the options to promote are limited. Suggest Ms Sharma the alternative way to vertical promotion. What are the challenges in implementing that option? Answer: Individually perceived sequences of a attitude and behavior work related activities and experience over the span of a persons life. In normal parlance the term career has both an internal and external focus. An internal focus refers to the way an individual views his/her career and the external or objective focus and refers to the series of job position held by the individual. The dynamics of career development in an organizational context has two dimensions:
How individuals plan and implement their own career goals , and How organizations design and implement their career implement their career development programs.
Career planning is a deliberate attempt by an individual to become more aware of their skills, interest, values, opportunities and constraints. It requires an individual thinking to identify career-related goals and establishing plans towards achieving those goals. Often it is self driven process, which every professional appends some
time to dwell on and discuss it with peers or superiors and frame it. It is also viewed from time to time that the individual looks for possible new carrier option. Having a career plan builds a commitment towards achieving it and is viewed as an excellent personal goal setting exercise for self motivation. Career management is considered to be an organizational process that involves preparing, implementing & monitoring career plans undertaken by n individual alone or within the organizational career system. Organizational establishing polices that provide for multiple career path options that an employee can choose from and pursue. This is supported with a lot of training and development activities that are agreed to with the managers and planned carefully and executed. A variety of career development activities and tools exists for use in organizations. HR managers should be familiar with these components bemuse the managers often serve as internal consultants responsible for designing the career development system. Some of the activities described are individuals career planning tools and other are commonly used for organizational career management. In general the most effective career development program will use both type of activities Career development program are as follows: 1. Self assessment tools: these are usually technology enabled on line tools that form part of the performance appraisal system and allow the individual to identify areas of strength the best e.g career planning workbooks, career workshop etc 2. Individual counseling: formally the process allows for individuals to discuss this as part of the performance management process with their immediate managers and share and take feedback with their immediate managers and share and take feedback on the appropriateness of the choices and how to go about pursuing it. Often managers recommend relevant other managers and leaders who the employee can link with to seek advice and support.
Organizations also provide for formal mentoring programs to which an employee can enroll and sign up a mentor who can then provide the support and counseling on the best career option and how to go about it achieving it. 3. Information services: organization has establishing policies on what skills and experience that each job in the organization requires. Jobs with similar skills and experience are clubbed together to create parallel career paths. These
are typically called career ladders or career paths and they help an employee to identify what his options are for future growth and identify the appropriate one based on his personal skills and capabilities/limitation. These career path would be supplemented with additional information on skills and experience that one must have for each role/job in there career path. It would also specify the particular qualification or special certification that the position demands. An employee aspiring to purpose a career option would need to dedicate time and efforts and the expenses towards acquiring the same. Large MNCs also encourage the reimbursement of these expenses as an annual fixed amount on successfully the exam / certification. The employee however needs to find the time and expend the efforts away from work. The actual move of the employee to the new role would however depend on the existence of the job vacancy in the role. Employee can also approach career resource / talent management centers supported by HR team for more information on how to plan careers and apply for new roles and job. 4. Initial employment programmed organization also run internship and apprenticeship programs wherein the individual aspiring to do particular jobs can spend some time as a temporary employee to explore interest and skill fitment for the job/role. 5. Organization assessment program: it can proactively establish formal process wherein an employee can volunteer to participate and understand himself/herself and his/her strengths. Through the use of assessment center organizations can help an employee identify areas for improvement and means of building those skills. So he can achieve his career plans. Certain organizations offer psychological testing instrument which profile the employees strengths and roles and responsibility he/she will best fit into. 6. Development programs focus the efforts of the employee towards helping the employee to achieve his career goals. The assessment centers, job rotations program, in housing training, tuition refund plans, all prove effective tools to help the individual along.
Q.6 ABC is an organization that wants to revise the HR policies. Before doing that it wants to have some details about the following:
What the employees think about the company? What do they think, in the company is going well? What practices in the company they think are not doing well? Get the feedback on managerial effectiveness. Suggest the suitable method to collect the employee opinion and explain the method. Answer: Employee survey techniques have developed significantly over the past few years, with web based technologies it is easier and cheaper than ever to collect and manage data. In the past, any HR driven initiative was seen as tactical and of little real benefit to the organization as a whole. Now many enlightened organizations see HR and employee surveys as a powerful business improvement tool. Customers now have a greater range of choices than ever and are becoming increasingly better informed. This in turn means that many have very high expectations and, if they feel they are being short changed in any way, they take the initiative and switch their allegiance. This reduction in consumer loyalty can create difficulties in retaining existing customers, causing organizations to increase the amount they spend on engaging new customers. Consumer choice has also brought greater competitiveness to the market and in many situations it is difficult for an organization to differentiate itself from the competition in terms of production range, quality and price. As a result, the main differentiator for organizations has to be the quality of service that the customer receives. It is vital for every interaction to be a positive one, not just for the customer, but for the employee as well. If the customer is happy, they spend more money, which naturally improves the organizations overall business performance.
Procedure/policy evaluation. Alignment of employees behind new product development. Alignment of employees behind organizational rebranding and repositioning efforts. Managing employees through organizational change programs (e.g. merger, acquisition/downsizing, etc.). Internal customer service evaluations. Internal communications evaluations. Evaluation and design of different benefits schemes.
Employee Satisfaction Surveys It is worthwhile examining employee satisfaction surveys in more detail given that they are the most popular type of employee survey. Pre Survey During the Survey Post Survey Between Surveys
During the Survey Reminder of the objectives and assurance that action will be taken Assurance that individual surveys cannot be seen Regular reminders and a notice of when the survey completion period will end How the results will be acted upon Update on current response rate Reinforce the importance of participation How employees can participate and what employees should do if having problems accessing or completing the survey
Post Survey Thank employees for participating and communicate how results will be shared Final response rate (Company wide vs. Business Units/Divisions) Detail on how employees should get involved in the improvement action planning process Local results and local improvement action planning Provide top-level summary results Reminder of the action planning process
Between Surveys Highlight and recognize successful examples of action planning and progress made Recognize the contributions of teams and individuals to the action planning process Senior management endorsement and support of the final action plan/survey outcomes Detailed plans for the next survey Highlight any areas where action cannot be taken and the reasons for this Highlight the impact of action planning on customer service and business performance
Questionnaire Design
The design of the questionnaire is important as it can have as much influence over the response rate as the method of completion.
be acted upon. The golden rule of this type of survey is that, if you do not intend to act on the results, then do not conduct the survey in the first place.
4. Timelines: It is important to have a target date for completing the delivery of the action. This sets the focus that any target delivery date is realistic and achievable and it may be stretched if not met. 5. Action Owner: It is important for one person to be allocated ownership for the action. This does not necessarily mean that this person is solely responsible for the delivery of the action, but they are responsible for ensuring that the delivery does actually happen. Ownership for actions should be spread around the team so that no one person is overburdened. 6. Resources: Specify and determine what individual resources are required such as personnel, money, materials or support from other parts of the organization.
7. Improvement Targets: It is important to be able to determine whether improvement actions are having the desired effect by setting improvement targets. The survey can be used as a source for this by pulling out appropriate questions and setting targets for improving the results to these questions in the next survey. 8. Method of Measurement: List the data sources that will provide the information needed for improvement targets. 9. Review Dates: Specify all of the dates when the improvement action will be reviewed. 10.Review of Progress: This step should be completed after each review to outline the progress made against the action. 11.Completion Date: The date when the action was finally completed. 12.Impact: Completed after the action has finally been delivered to define the impact and difference that the improvement action has made to employees, customers and the business overall.
AUGUST 2011 Master of Business Administration (MBA) Semester 1 MB0043 Human Resource Management - 4 Credits (Book ID: B0909) Assignment - Set- 2
Q.1 Discuss the factors affecting recruitment? Answer: The ability to identify the correct talent for not just the role/job but also from the organizational values perspective can be summarized as the key recruiting challenge. All organizations, whether large or small, do engage in recruiting activity, though not to the same intensity. Few factors that impact the nature of recruitment:
i)
The size of the organization- the smaller the organization the more the need to carefully scrutinize the candidate for a job and the fitment to the organizational culture. The risk in case of job-candidate mismatch can prove equally expensive for a smaller organization as compared to the larger one. The employment conditions in the country where the organization is located- critically impacts the recruiting strategy. The methods for recruiting, the selection tools that are most suited and the legal framework that bear on the employer are some aspects that need to be considered. The affects of past recruiting efforts which show the organizations ability to locate and keep good performing people- constantly reviewing the effectiveness of the recruiting methods and the selection tools used, evaluating the success at-work of the new recruits are some methods used by organizations to ensure that quality hiring practices are in-place.
ii)
iii)
iv)
Working conditions and salary and benefit packages offered by the organization this may influence turnover and necessitate future recruiting; (v) The rate of growth of organization- the phase in the lifecycle of the firm is a measure of the recruiting effort. The level of seasonality of operations and future expansion and production programs ensuring that the recruitment numbers come form a well-planned Human Resource Plan is critical to ensure that there is no over-hiring or under-hiring of the required talent to achieve the organizational objectives. Cultural, economic and legal factors these too affect the recruiting and selection methods that are used.
v)
vi)
Q.2 Right Time is a watch manufacturing company. It has hired 20 people recently for the company. They will be involved in manufacturing, assembling of watches. They will be using different machines and tools for this. What type of training is best for them? What may be the advantages and limitations of the training method? Answer:
Vestibule/classroom training is best for twenty people hired by Right Time, a watch manufacturing training since they will be involved in manufacturing and assembling of watches.
concentrate on learning. One can also often attain a given level of skill more quickly in the specialized learning situation. We have more assurance that adequate time and attention will be given to training and that it will not slighted in favour of other problems. More individualized instruction can be given, and training activities do not interfere with the regular processes of production. Among the disadvantages are the splitting of responsibilities leads to organizational problems. Second, an additional investment in equipment is necessary, though the cost may be reduced by getting some productive work done by trainees while in the school. Third, this method is of limited value for the jobs which utilize equipment which can be duplicated and finally the training situation is somewhat artificial.
Q.3 Write a note on 360 degree appraisal method. Answer: Typically, performance appraisal has been limited to a feedback process between employees and Managers. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called "360degree assessment" to connote that full circle.
There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employees Manager, for assessing performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. For this reason, HR Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhaps more accurately the sphere, of feedback sources consists of Managers, peers, subordinates, customers, and ones self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a Managers performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results.
The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate. Superiors: Evaluations by superiors are the most traditional source of employee feedback. This form of evaluation includes both the ratings of individuals by Managers on elements in an employees performance plan and the evaluation of programs and teams by senior managers.
Q.4 Given below is the HR policy glimpse of ZoomVideo, a multimedia company 1. It offers cash rewards for staff members 2. It promotes the culture of employee referral and encourages people to refer people they know, maybe their friends, ex. colleagues, batch mates and relatives.
3. It recognizes good performances and gives good titles and trphies to the people who perform well and also felicitates them in the Annual Day of the company. Identify what all aspects does it take care of, based on different levels of Maslows Need Hierarchy ? Answer:
iv) Esteem Needs: Everyone has a need for self-respect and for the esteem of others. This results in the desire for strength, confidence, prestige, recognition and appreciation. These egoistic needs are rarely completely satisfied. The typical industrial and commercial organization does not offer much opportunity for their satisfaction to employees at the lower levels. v) Self-actualization Needs: The term "self-actualization" was coined by Kurt Goldstein and means, to become actualized in what one is potentially good at. A person may achieve self actualization in being the ideal fitter, supervisor, mother or an eminent artist.
People who are satisfied with these needs are basically satisfied people and it is from these that we can expect the fullest creativeness. A sound motivational system to be successful must take care of this hierarchy of needs of the team members in order to work efficiently. It must cover basic as well as higher needs and it must be flexible to cater to changes in the environment. Q.5 Describe the emerging employee empowerment practices. Answer: In todays organizations the focus is moving towards collaboration at the workplace. One of the most common instruments established in large organizations has been the Employee Suggestion Schemes (ESS). The ESS has proved effective in allowing employees a discrete method of voicing their opinions and suggestion for what can be better managed in the company. The management invites the employees suggestions on all/any issue that is a source of irritation for the employees including topics mentioned in 13.3 above are open for comment. What however is different is that the employee is encouraged to frame it as a suggestion and make a recommendation for a change, rather than the classic fault finding approach about what is going wrong or what is not working well. There are ESS forms/ templates that are left in common places or the employee can download from the company intranet and fill in the suggestion for change and drop it in boxes left common places like the coffee area or the lunch rooms etc.. These suggestions are then collated by the HR team and on a quarterly basis the Suggestion Committee meets to review all of the suggestions received. The Suggestion Committee includes line managers, HR representative and Finance and Facilities & Administration team members and senior management representative who can provide the necessary guidance for approval of the suggestions. The committee meets and discusses each suggestion in depth and evaluates the scope for implementation of the suggestion. The feasibility of implementing the suggestion and its other implications are evaluated closely and the suggestion accepted/set aside for future review/rejected. There are awards given away for excellent ideas that help the company optimize costs, productivity and improve quality, customer satisfaction etc.. The HR then communicates the suggestion committee report with all employees through a mail or during the employees Open-house sessions.
The employees open house also called the all hands meeting is one more communication forum effectively used by the senior management of a company to connect with its employees. This usually is a quarterly or a half-yearly meeting to which all employees are invited. There is a brief sharing of the companys performance and the rest of the time devoted to answering any queries that
employees might have on any issue that concerns the company and its employees. This is often followed with by a informal interactions over lunch/breakfast, where once again employees can speak to the senior executives and ask general questions. Often employees might not feel comfortable asking tough questions in a open forum, hence there are drop-boxes provided where the employee can write and drop a question or a opinion that he wants the senior management to answer. The employee need not mention his name on the question slip. If the senior management is unable to answer a question then and there the same is reviewed subsequently by the senior management and a response shared with all employees over mail or posted on the notice board or on the intranet site for everyone to read. Some organizations also operate a email communication method where any employee who has a query or a observation can write his question to the mail alias and obtain a response. Usually the HR is the custodian of this mailed and they do the necessary review to suitably answer the questions and seek the managers inputs on a as needed basis. The concept of taskforce is also a common mechanism that organizations use to build cross-functional teams (with one representative each from each department) that will work on concerns that are commonly voiced. For example a leading medical transcription company wanted to review its incentive policy and in order to have a collaborative approach put together a team of employees one each from each of the departments including representatives from HR and Finance. The team was provided with all the historical information they would need and were given all of 6 weeks to work on the project and make a presentation to the senior management of the company. After the first presentation to them and having incorporated the feedback received the taskforce then presented the new scheme to the employees. Finally it was approved as a policy and made effective. Todays organizations therefore adopt a collaborative approach to employee issues. While the technology companies are more informal the traditional brick-and-motor companies have formal processes. Whatever the approach whether formal or informal employees are encouraged to open-up and ask questions and perform as contended employees. Q.6 Write a note on directive, permissive and participative type of leadership. Answer: According to Chris Argyris, leadership is classified into three groups as follows: a) The Directive type b) The Permissive type c) The participative type
Delegative (Laissez-Fair)
Delegative leaders offer little or no guidance to group members and leave decisionmaking entirely to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.
Transformational Leader
Transformational leaders offer a purpose that transcends short-term goals and focuses on higher order intrinsic needs (as discussed above). This results in followers identifying with the needs of the leader.
Charismatic Leader
Charismatic Leader is the degree to which the leader behaves in admirable ways that cause followers to identify with the leader. Charismatic leaders display convictions, take stands and appeal to followers on an emotional level. This is about the leader having a clear set of values and demonstrating them in every action, providing a role model for their followers.