ASSIGNMENT No.

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Course: Management of Libraries and Information Centre–I (5641)
Semester: Autumn, 2019
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Q. 1
Define Leadership. Discuss the leadership traits required for chief
librarians
Ans
Leadership
Leadership in the management scope refers to the art of inducing subordinates to
accomplish their assignments with zeal, devotion and confidence. Manager, as a
leader, influences his subordinates to work together willingly on related tasks to
attain, and makes them to put their best efforts. Managerial leadership is one of
the most effective tool of handling people to work effectively towards
accomplishing the prescribed objectives.

Definitions

• Leadership is the art or process of influencing people so that they will strive
willingly and enthusiastically toward the achievement of group goal.
• Leadership is the ability to influence and to motivate others to achieve
organizational goals.

• Leadership is the relationship in which one person (the leader) influences

others to work together willingly on related tasks to attain goals desired by
the leader and/or group.
• Leadership is direction setting, aligning people, motivating and inspiring.
• Leadership is quality of behavior of individuals whereby they guide people of
their activities in organized effort.
Leadership traits required for chief librarians
Leadership studies focus on a leader however that is defined and the traits, skills,
and abilities that leader needs to inspire, motivate, create change, and transform
organizations. Followers must choose to follow or not follow, be active or passive,
or support a leader’s vision or thwart it. The main determinant in how followers
choose to react is how they connect to leaders, and this connection is based on
the values and identities of the follower and leader. People are attracted to what
they value. They will be drawn to groups, organizations, and leaders with similar
values as theirs. The values that guide this response and connection are different

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for each person, but typically like minded people such as those in a profession or
organization will respond to similar traits in a leader.
Leadership studies have traditionally been developed solely from the perspective
of the leader. The non-stop focus on leadership overlooks the vital role followers
play in an organization. Being a well-performing follower is just as important as
being a well-performing leader. Followers first and foremost need to be
competent at their job. Without the necessary skill and expertise in an
organization, a leader will be unsuccessful. Followers can also offer resistance to
leadership in a plethora of ways, both passive and aggressive. This resistance can
stymy leadership efforts. And while leaders in formal leadership positions can
enact disciplinary measures, they are few and often ineffective, especially when it
comes to department- or library wide resistance. In addition, a specialized
workforce such as one made up of librarians is difficult and costly to hire and
train, making large-scale personnel changes out of the question.

Librarianship has undergone a great amount of change during the past two
decades. Information is now created, stored, and disseminated in vastly different
ways than it was just a decade ago. In response, academic libraries have changed
their collection strategies and services and are beginning to change their mission
to focus more on student success. This means libraries as a workplace are very
different from what they were a decade and a half ago and will be very different
in five to ten years from what they are now. Academic librarianship should be
thinking about what the library of the future will be like as a place to work and
what skills will be needed to lead that kind of library.

According to the 2015 demographic data of the Association of College and

Research Librarians, ARL librarians are an average age of 49, the oldest they
have ever been in the 30-year history of this data collection. Three times as many
librarians are over 65 (9%) as ten years earlier, and a whopping 39 percent of
ARL directors are over 65. These numbers would indicate an impending large-
scale retirement of ARL directors, and any transition in leadership is a good time
to examine the assumptions of leadership and organizational success. But the
“skewing older” of ARL librarians could be an indication of a lack of youth and
fresh ideas to take on leadership roles. One study of ARL library deans and
directors found mixed responses when they were asked if enough new library
leaders existed to fill the void of retirements. In the same study, 53 percent of
respondents indicated they thought a crisis in leadership was looming.
The first part of the 2000s saw a good deal of talking and writing about
“NextGen” leadership. This was partly due to the changing nature of information
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and the onslaught of the digital age and partly due to the “greying” of the
profession. All of the research undertaken as a means to address the skills
NextGen library leaders would need tended to have a similar methodology:
survey or interview existing library leaders for their opinions on what skills a new
generation of leaders will need. While it does make sense to ask those performing
a particular job what skills are most needed to do that job, they may not be in
the best position to predict future needs or how a new generation of librarians will
see best to lead.
Empowering
An empowering leader is one who is supportive, trusting, and enabling of
followers, and one who mentors and develops followers towards their full
potential. Only a secure, confident leader can be empowering, because
empowering others means giving followers the responsibility, decision-making
power, and authority the leader would normally have.
Visionary Thinker
To solve the problems of tomorrow, a leader must think differently from the way
she does today. A library that is moving boldly forward is not looking back. To do
this, the library needs a mission and vision that will allow it to grow and thrive in
the future. For this to occur, a library must have a visionary leader, someone who
is able to think about the present and plan for the future.
Communicator
Communication and listening were the two traits respondents cited the most. The
influential leaders in the respondents’ lives all communicated and listened very
well. Communication comes in many forms, including shared meaning and a
shared vision for the library. A good communicator also gives credit and praise
where it is due. In this study, a communicator is defined as a leader who is skilled
at all forms of communication, communicates regularly, listens to others, and is
approachable and visible.
Librarian-Manager

The librarian-manager is also “hardworking” and “dedicated.” In one respect, this

can be seen as typical of any leader, but in another respect these qualities can be
seen as the product of an experienced, “passionate” librarian. The librarian-
manager is also skilled at such management techniques as “organization,” “time
management,” and “project management,” all behaviors cited by respondents.

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trustworthy
Trust is the foundation of leadership. Without trust, a leader will neither attract
nor retain followers. A trustworthy leader, according to this study, is one who is
honest, transparent, and fair and has a strong sense of integrity and personal
accountability. The first way to build trust is to be “honest” and “ethical” at all
times. A trustworthy leader admits mistakes, and organizational members can
more easily forgive and look past a mistake when they trust the leader.
Empowering others requires a leader to have trust in those to whom she is
delegating authority, but they also must trust her. They must know that she will
support them and provide the kinds of resources they will need to be successful.
A trustworthy leader always keeps her commitments.
Catalyst for Change
Changes to librarianship to how information is created, stored, disseminated, and
used occur on a daily basis. The profession needs leaders who are not only
comfortable with change but can create, facilitate, and lead necessary change in
their libraries. A leader who is a catalyst for change is innovative, flexible, and
not afraid to take risks. A catalyst for change must also be creative, open-
minded, and willing to explore and ponder all that a library can be. Being a
change agent requires a leader to be “entrepreneurial” a popular term used by
respondents and not only to take risks but to see a need on campus a gap in
services offered and fulfill that need, whether it is something a library traditionally
does or not. 
Reference:
 Library and Information Center Management, 8th Edition
Robert D. Stueart, Barbara B. Moran, Claudia J. Morner
ABC-CLIO, 27-Nov-2012 - Language Arts & Disciplines - 470 pages

 Effective Library and Information Centre Management

Jo Bryson Taylor & Francis, 02-Mar-2017 - Language Arts & Disciplines
- 448 pages

Q. 2
What is meant by controlling? Explain different types of controlling.
Ans
Controlling
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Controlling consists of verifying whether everything occurs in confirmities with the
plans adopted, instructions issued and principles established. Controlling ensures
that there is effective and efficient utilization of organizational resources so as to
achieve the planned goals. Controlling measures the deviation of actual
performance from the standard performance, discovers the causes of such
deviations and helps in taking corrective actions

According to Brech, “Controlling is a systematic exercise which is called as a

process of checking actual performance against the standards or plans with a
view to ensure adequate progress and also recording such experience as is gained
as a contribution to possible future needs.”

According to Donnell, “Just as a navigator continually takes reading to ensure

whether he is relative to a planned action, so should a business manager
continually take reading to assure himself that his enterprise is on right course.”

Controlling has got two basic purposes

1. It facilitates co-ordination
2. It helps in planning

Control is a primary goal-oriented function of management in an organization. It

is a process of comparing the actual performance with the set standards of the
company to ensure that activities are performed according to the plans and if not
then taking corrective action.
Every manager needs to monitor and evaluate the activities of his subordinates.
It helps in taking corrective actions by the manager in the given timeline to avoid
contingency or company’s loss.Controlling is performed at the lower, middle and
upper levels of the management.

Features of Controlling

 An effective control system has the following features:

 It helps in achieving organizational goals.
 Facilitates optimum utilization of resources.
 It evaluates the accuracy of the standard.

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  It also sets discipline and order.
 Motivates the employees and boosts employee morale.
 Ensures future planning by revising standards.
 Improves overall performance of an organization.
 It also minimizes errors.

Following are the characteristics of controlling function of management-

 Controlling is an end function- A function which comes once the

performances are made in confirmities with plans.
 Controlling is a pervasive function- which means it is performed by
managers at all levels and in all type of concerns.
 Controlling is forward looking- because effective control is not possible
without past being controlled. Controlling always look to future so that
follow-up can be made whenever required.
 Controlling is a dynamic process- since controlling requires taking
reviewal methods, changes have to be made wherever possible.
 Controlling is related with planning- Planning and Controlling are two
inseperable functions of management. Without planning, controlling is a
meaningless exercise and without controlling, planning is useless. Planning
presupposes controlling and controlling succeeds planning.

Controlling and planning are interrelated for controlling gives an important input

into the next planning cycle. Controlling is a backwards-looking function which
brings the management cycle back to the planning function. Planning is a
forward-looking process as it deals with the forecasts about the future conditions.

Types of controlling
There are three types of control viz.,

1. Feedback Control: This process involves collecting information about a

finished task, assessing that information and improvising the same type of tasks
in the future.
2. Concurrent control: It is also called real-time control. It checks any
problem and examines it to take action before any loss is incurred. Example:
control chart.

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3. Predictive/ feedforward control: This type of control helps to foresee
problem ahead of occurrence. Therefore action can be taken before such a
circumstance arises.

In an ever-changing and complex environment, controlling forms an integral part

of the organization.

Operational Control

Operational control regulates the day-to-day output relative to schedules,

specifications, and costs. Are products and service output high-quality and
delivered on time? Are inventories of raw materials, goods-in-process, and
finished products being purchased and produced in the desired quantities? Are
the costs associated with the transformation process in line with cost estimates?
Is the information needed in the transformation process available in the right
form and at the right time? Is the energy resource being used efficiently?
Operational control can be a very big job, requiring substantial overhead for
management, data collection, and operational improvement. The idea behind
operational control is streamlining the process to minimize costs and work as
quickly and efficiently as possible.

Bureaucratic Control

Bureaucratic control is the use of formal systems of rules, roles, records, and
rewards to influence, monitor, and assess employee performance.

 Rules set the requirements for behavior and define work methods.
 Roles assign responsibilities and establish levels of authority.
 Records document activities and verify outcomes.
 Rewards provide incentives for achievement and recognize performance
relative to goals or standards.

Organizations use these systems when their size and complexity make more
informal practices based solely on interpersonal communication and relationships
impractical, unreliable, and ineffective. Bureaucratic controls are intended to help
an organization achieve its goals by shaping how employees perform, creating
accountability for outcomes, tracking actual performance, and correcting behavior
when necessary.
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Advantage of Bureaucratic Control

The biggest advantage of bureaucratic control is that it creates a command and

control cycle for the business leadership. Decision-making is streamlined when
fewer individuals are involved. Since standards and best practices are usually
highlighted during decision-making, bureaucratic control makes an entire
organization more efficient.

Disadvantages of Bureaucratic Control

One disadvantage of bureaucratic control is that it may discourage creativity and

innovation by making an organization more standardized and less flexible.
Business leadership may be versatile in some organizations, but it is not possible
for a few individuals to generate all possible ideas or plans. This means that
bureaucratic control can narrow the scope of possible ideas and plans. Another
disadvantage is that the front- line employees may feel unappreciated and
dissatisfied because they are not allowed to present their ideas; this can lead to
heavy employee turnover. Often organizations with strict bureaucratic control find
themselves less able to adapt to changes in the marketplace, their industry, or
the legal environment.

Internal and External Control

Control uses information from the past and present and projections for the future
to create effective control processes.

Feed forward

Feed forward is a management and communication term that refers to giving a

control impact to an employee or an organization from which you are expecting
an output. Feed forward is not just pre-feedback, because feedback is always
based on measuring an output and sending feedback on that output. Pre-
feedback given without measuring output may be understood as a confirmation or
just an acknowledgment of control command. Feed forward is predictive in
nature. Picture an analyst statistically measuring the quality and quantity of a
given output based on information gathering.

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Internal and External

The control process can be hindered by internal and external constraints that
require contingency thinking.

References:
 Library and Information Center Management, 9th Edition
Barbara B. Moran, Claudia J. Morner
ABC-CLIO, 16-Nov-2017 - Language Arts & Disciplines - 548 pages
 Design, Development, and Management of Resources for Digital
Library Services
edited by Ashraf, Tariq

Q. 3
Write comprehensive note on the job description of various positions in
University library.
Ans
Academic Librarian job description
Academic librarianship is a people-focused role, requiring individuals to manage
learning resources while keeping the library users' needs in mind. Duties vary
considerably according to the size of library, but typically include:

 selecting, developing, cataloguing and classifying library resources

 answering readers' enquiries
 using library systems and specialist computer applications
 management of staff, including recruitment, training and/or supervisory
duties
 liaising with departmental academic staff, external organisations and
suppliers
 ensuring that library services meet the needs of particular groups of users
(eg staff, postgraduate students, disabled students)
 managing budgets and resources
 supporting independent research and learning
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 developing IT facilities
 assisting readers to use computer equipment, conduct literature searches
etc
 promoting the library's resources to users
Library Assistants job decryptions
Library Assistants aid librarians in the management and operation of a library.
Their primary duties include helping customers locate books, checking books in
and out at the front desk and shelving books according to their categorization.
Library Assistant Responsibilities:
 Helping customers locate books.
 Helping customers find material online.
 Checking books in and out at the front desk.
 Sorting and shelving books according to their categorization.
 Register new customers and maintaining and updating customer profiles.
 Maintaining records of books taken out and books brought back.
 Cataloging new arrivals.
 Assisting customers with internet access and ensuring their technical needs
are met.
 Organizing the repair of damaged books.
 Inspecting the condition of books before and after check-out to ascertain
any damage on behalf of the customer.
 Managing inquiries over the counter and via email or telephone.
 Assisting with library events and reading sessions.
 Managing the payment of fines.
 Cataloging audio-visual material and other mediums.
 Settling any disruptions or disturbances in the library.

The following are examples of types of librarians:

User services librarian’s help patrons find the information they need. They
listen to what patrons are looking for and help them conduct research using both
electronic and print resources. These librarians also teach patrons how to use
library resources to find information on their own. This may include familiarizing
patrons with catalogs of print materials, helping them access and search digital
libraries, or educating them on Internet search techniques. Some user services
librarians work with a particular audience, such as children or young adults.

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Technical services librarians obtain, prepare, and classify print and electronic
library materials. They organize materials to make it easy for patrons to find
information. These librarians are less likely to work directly with the public.

Administrative services librarians manage libraries. They hire and supervise

staff, prepare budgets, and negotiate contracts for library materials and
equipment. Some conduct public relations or fundraising for the library.

Librarians who work in different settings sometimes have different job duties.

Academic librarians assist students, faculty, and staff in colleges and

universities. They help students research topics related to their coursework and
teach students how to access information. They also assist faculty and staff in
locating resources related to their research projects or studies. Some campuses
have multiple libraries, and librarians may specialize in a particular subject.

Public librarians work in their communities to serve all members of the public.

They help patrons find books to read for pleasure; conduct research for
schoolwork, business, or personal interest; and learn how to access the library’s
resources. Many public librarians plan programs for users, such as story time for
children, book clubs, or other educational activities.

School librarians, sometimes called school media specialists, work in

elementary, middle, and high school libraries, and teach students how to use
library resources. They also help teachers develop lesson plans and find
materials for classroom instruction.

Special librarians work in settings other than school or public libraries. They

are sometimes called information professionals. Law firms, hospitals,
businesses, museums, government agencies, and many other groups have their
own libraries that use special librarians. The main purpose of these libraries and
information centers is to serve the information needs of the organization that
houses the library. Therefore, special librarians collect and organize materials
focused on those subjects. The following are examples of special librarians:

 Corporate librarians assist employees in private businesses in conducting

research and finding information. They work for a wide range of
businesses, including insurance companies, consulting firms, and
publishers.

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  Government librarians provide research services and access to
information for government staff and the public.
 Law librarians help lawyers, law students, judges, and law clerks locate
and organize legal resources. They often work in law firms and law school
libraries.
 Medical librarians, also called health science librarians, help health
professionals, patients, and researchers find health and science
information. They may provide information about new clinical trials and
medical treatments and procedures, teach medical students how to locate
medical information, or answer consumers’ health questions.

References:
 Marketing Library and Information Services: International Perspectives
edited by Dinesh K. Gupta
 Challenges of Academic Library Management in Developing Countries
edited by Thanuskodi, S.

Q. 4
Define communication. What possible barriers that effect communication
process? Discuss
Ans
Definition of communication
Communication is the sharing of information between two or more individuals or
groups in an organization to reach a common understanding. Communication
serves four major functions in organizations: providing knowledge, motivating
organizational members, controlling and coordinating individual efforts, and
expressing feelings and emotions.

Communication is the sharing of information between two or more individuals or

groups to reach a common understanding. Communication has two components:
the sharing of information and the reaching of a common understanding. (This
does not mean agreement, rather an understanding of the message). If people
either do not receive the information or understand the meaning, then
communication has not taken place.
Possible barriers that effect communication process
Noise interferes with the communication process. Managers should decrease
noise by increasing the readability and clarity of written communication or fixing
broken answering machines and problematic e-mail systems.
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There are four communications problems in organizations: filtering and
information distortion, poor listening, lack of or inappropriate feedback, and
rumors.
Filtering occurs when senders withhold part of a message because they think the
receiver does not need or want the information. Supervisors filter information by
not telling subordinates’ details about downsizing. Withholding negative
information results in real or potential disasters. A supervisor remains unaware of
a minor problem until it is too late to resolve. Investigations into airline crashes
revealed that junior crew members were reluctant to transmit important
information to the captain, information that could have prevented the crash.
People in the world are not exactly alike. Cultures or countries are not the same.
These differences, however, can cause problems in conveying your meanings.
Each person’s mind is different from others. As a result, message sender’s
meanings and the receiver’s response are affected by many factors, such as
individual:
 Semantic barriers
 Conventions of meaning
 Physical Barrier
 Psychological barriers
 Emotional barriers
 Perceptual barriers
 Barriers involving values attitudes etc

Semantic Barrier
A basic principle of communication is that the symbols the sender uses to
communicate messages must have the same meaning in both the sender’s and
receiver’s minds. You can never be sure that the message in your mind will be
clearly sent to your receiver. The world is full with errors, as a result of
differences in semantic (meaning) understanding.
Physical Barriers
Communication does not consist of words alone. Another set of barriers is caused
by your own physical appearance, your audience, or the context of the document
or the presentation. Your ideas, however good and however skillfully imparted,
are at the mercy of various potential physical barriers.
 For Writing
 For Speaking
 For Writing

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Psychological Barriers
Because of the changing world, everyone has his own concept of reality. Also,
human beings, sensory perceptions touch, sight, hearing, smell, and taste are
limited, and each person’s mental filter is unique. In our daily interaction with
others, we make various abstractions, inferences and evaluations of the world
around us.

One possible psychological block is emotional, you may be emotionally block is

you are announcing a new policy you may become popular or unpopular
 First mayor presentation
 Writing someone you dislike
 Other may feel hostile
The psychological state of the communicators will influence how the message is
sent, received and perceived.

For example:

If someone is stressed they may be preoccupied by personal concerns and not

as receptive to the message as if they were not stressed.

Stress management is an important personal skill that affects our interpersonal

relationships.

Barriers Involving Values, Attitudes etc

Both personality and attitude are complex cognitive process. The difference is
that personality usually is thought of as the whole person whereas attitude may
makeup the personality. The term attitude describes people and explains their
behavior. More precisely an attitude can be defined as a persistent tendency to
feel and behave in a particular way towards some object.

Barriers Involving Values, Attitudes etc

A receiver’s attitude toward a message can determine whether it is accepted or
rejected. The effectiveness is influenced also by the values, attitudes, and
opinions of the communicators. People react favorably when they receive
agreeable message. Receivers’ views of the information will affect their response.
This response could be what the sender desires or just the opposite.

The receiver then responds, starting the feedback loop. A variety of responses are
possible: acknowledging receipt of the message, ignoring receipt of the message,
responding with the requested information, or asking for clarification. The
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 receiver encodes the message, choosing a medium the sender monitors. The
sender decodes the response and determines if the receiver properly interpreted
the message. If so, the process is complete. If not, the process continues until
both parties reach an understanding.
• Selective Perception
Receivers in the communication process selectively see and hear based on their
needs, motivations, experience, background, and other personal characteristics.
• Defensiveness
When individuals interpret another’s message as threatening, they often respond
in ways that retard effective communication.
• Language
Words mean different things to different people.
Improve Sending Messages
• Clarify ideas before communicating
• Motivate the receiver
• Communicate feelings as well as facts

• Be aware of nonverbal behavior

• Obtain feedback
Effective Listening
• Make eye contact
• Exhibit affirmative head nods and appropriate facial expressions.
• Avoid distracting actions or gestures.
• Ask questions.
• Avoid interrupting the speaker.
• Don’t over talk.
• Make smooth transitions between the roles of speaker and listener.

 The use of jargon. Over-complicated, unfamiliar and/or technical terms.

 Emotional barriers and taboos. Some people may find it difficult to
express their emotions and some topics may be completely 'off-limits' or taboo.
Taboo or difficult topics may include, but are not limited to, politics, religion,
disabilities (mental and physical), sexuality and sex, racism and any opinion that
may be seen as unpopular.
 Lack of attention, interest, distractions, or irrelevance to the receiver. 
 Differences in perception and viewpoint.
 Physical disabilities such as hearing problems or speech difficulties.
 Physical barriers to non-verbal communication. Not being able to see
the non-verbal cues, gestures, posture and general body language can make
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 communication less effective. Phone calls, text messages and other
communication methods that rely on technology are often less effective than
face-to-face communication.
 Language differences and the difficulty in understanding unfamiliar accents.
 Expectations and prejudices which may lead to false assumptions or
stereotyping.  People often hear what they expect to hear rather than what is
actually said and jump to incorrect conclusions.
 Cultural differences.  The norms of social interaction vary greatly in
different cultures, as do the way in which emotions are expressed. For example,
the concept of personal space varies between cultures and between different
social settings.

Language Barriers
Language and linguistic ability may act as a barrier to communication.

However, even when communicating in the same language, the terminology used
in a message may act as a barrier if it is not fully understood by the receivers.  
For example, a message that includes a lot of specialist jargon and abbreviations
will not be understood by a receiver who is not familiar with the terminology
used.

Physiological Barriers
Physiological barriers to communication may result from the receiver’s physical
state.

For example, a receiver with reduced hearing may not fully grasp the content of a
spoken conversation especially if there is significant background noise.

Systematic Barriers
Systematic barriers to communication may exist in structures and organisations
where there are inefficient or inappropriate information systems and
communication channels, or where there is a lack of understanding of the roles
and responsibilities for communication. In such organisations, people may be
unclear of their role in the communication process and therefore not know what is
expected of them.

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References:
 Library and Information Science in Developing Countries:
Contemporary Issues ...edited by Tella, A.
 Libraries in the Information Society edited by Tatiana V. Ershova,
Yuri E. Hohlov
Q. 5
Write notes on each of the following
i. Democratic leadership style
ii. Communication channels /media
iii. Situational theory
iv. Hurdles in merit system

Ans part i
Democratic leadership
Democratic leadership, also known as participative leadership or shared
leadership, is a type of leadership style in which members of the group take a
more participative role in the decision-making process.1 This type
of leadership can apply to any organization, from private businesses to schools to
government.
Everyone is given the opportunity to participate, ideas are exchanged freely, and
discussion is encouraged. While the democratic process tends to focus on group
equality and the free flow of ideas, the leader of the group is still there to offer
guidance and control.
The democratic leader is charged with deciding who is in the group and who gets
to contribute to the decisions that are made.One of the most critical aspects of
any leadership style is understanding the situations in which it helps the
company excel.
In a way, participative leadership is similar to affiliative leadership in that it
promotes teamwork and collaboration.

Characteristics

Some of the primary characteristics of democratic leadership include:

 Group members are encouraged to share ideas and opinions, even though
the leader retains the final say over decisions.
 Members of the group feel more engaged in the process.
 Creativity is encouraged and rewarded.2
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 Researchers suggest that good democratic leaders possess specific traits that
include:

 Honesty
 Intelligence
 Courage
 Creativity
 Competence
 Fairness

Benefits
 More ideas and creative solutions
 Group member commitment
 High productivity
Because group members are encouraged to share their thoughts, democratic
leadership can lead to better ideas and more creative solutions to problems.
Group members also feel more involved and committed to projects, making them
more likely to care about the end results. Research on leadership styles has also
shown that democratic leadership leads to higher productivity among group
members.
 increased Staff Productivity – Participative leadership style encourages
involved engagement and input, two things that improve employee morale and
performance. Employees are more likely to be happier when they feel that their
work and voice matters and it increases their quality of work.
 A Diversity of Ideas – Leaders are not only made to seek views from
those in similar positions as them. They can receive valuable input from frontline
employees or those who have a better grasp on a decision then senior leaders.
This increases the likelihood that democratic leaders can make decisions that
benefit as many people as possible.
 Creative Environment – This free flow of ideas creates an environment
where workers feel comfortable sharing their thoughts and plans for the
company. Democratic leaders would increase the prevalence of this, and facilitate
a workplace where workers are always seeking ways to collaborate.
 Strong Teams – Since groups will likely spend a lot of time together
discussing decisions and working with leaders, then it is likely that strong team
units will form. Workers will understand the importance of working with others,
respecting the thoughts and ideas of co-workers, and helping them reach their
goals. This can increase trust and admiration among team members.

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Drawbacks
 Communication failures
 Poor decision-making by unskilled groups
 Minority or individual opinions overridden

While democratic leadership has been described as the most effective

leadership style, it does have some potential downsides. In situations where
roles are unclear or time is of the essence, democratic leadership can lead to
communication failures and uncompleted projects. 1 In some cases, group
members may not have the necessary knowledge or expertise to make quality
contributions to the decision-making process. Democratic leadership can also
lead to team members feeling like their opinions and ideas aren't taken into
account, which may lower employee satisfaction and morale.
Ans part ii
Communication channels /media
A communication channel refers either to a physical transmission medium such as
a wire, or to a logical connection over a multiplexed medium such as a radio
channel in telecommunications and computer networking. A channel is used
to convey an information signal, for example a digital bit stream, from one or
several senders (or transmitters) to one or several receivers. A channel has a
certain capacity for transmitting information, often measured by
its bandwidth in Hz or its data rate in bits per second.
Media or channel is the means or ways of transmitting the messages from sender
to the receiver. The media of oral communication are face to face conversation,
telephone or mobile, conference, meetings etc. The media of written
communication are newspaper, letter, report, memo, mail etc.
Media or channel of communications is the means or ways that are used to
transitioning the messages or information from the sender to the receiver.
Communicating data from one location to another requires some form of pathway
or medium. These pathways, called communication channels, use two types of
media: cable (twisted-pair wire, cable, and fiber-optic cable)
and broadcast (microwave, satellite, radio, and infrared). Cable or wire line media
use physical wires of cables to transmit data and information. Twisted-pair wire
and coaxial cables are made of copper, and fiber-optic cable is made of glass.
In information theory, a channel refers to a theoretical channel model with certain
error characteristics. In this more general view, a storage device is also a kind of
channel, which can be sent to (written) and received from (reading).
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Types of media communication

Verbal communication

Verbal communication is the expression or exchange of information or messages

through written or oral words. Forms of verbal communication are as follows:

1. Oral communication: Oral communication is the process of

communication in which messages or information is exchanged or
communicated within sender and receiver through the word of mouth. It
can be divided into two ways: a. Speaking b. Listening.
2. Written communication: Written communication is the process of
communication in which messages or information is exchanged or
communicated within sender and receiver through written form. It can be
divided into two ways: a. Writing b. Reading.

Nonverbal communication

Nonverbal communication is the expression or exchange of information or

messages through without using any spoken or written word. Some of the forms
of non-verbal communications are as follows:

1. Facial expression
2. Gestures
3. Body language
4. Proximity
5. Touch
6. Appearance
7. Silence
8. Paralinguistic
9. Eye Gaze or eye contact etc.

Ans part iii

Situational theory

The situational theory of leadership suggests that no single leadership style is

best. Instead, it all depends on the situation at hand and which type of leadership
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and strategies are best-suited to the task. According to this theory, the
most effective leaders are those that are able to adapt their style to the situation
and look at cues such as the type of task, the nature of the group, and other
factors that might contribute to getting the job done.

Situational leadership theory is often referred to as the Hersey-Blanchard

Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of
"The Situational Leader," and Kenneth Blanchard, author of "One-Minute
Manager."

Hersey and Blanchard’s Leadership Styles

Hersey and Blanchard suggested that there are four primary leadership styles:

 Telling (S1): In this leadership style, the leader tells people what to do and
how to do it.
 Selling (S2): This style involves more back-and-forth between leaders and
followers. Leaders "sell" their ideas and message to get group members to
buy into the process.
 Participating (S3): In this approach, the leader offers less direction and
allows members of the group to take a more active role in coming up with
ideas and making decisions.
 Delegating (S4): This style is characterized by a less involved, hands-off
approach to leadership. Group members tend to make most of the decisions
and take most of the responsibility for what happens.

Maturity Levels

The right style of leadership depends greatly on the maturity level (i.e., the level
of knowledge and competence) of the individuals or group.

Hersey and Blanchard's theory identifies four different levels of maturity,

including:

 M1: Group members lack the knowledge, skills, and willingness to complete

the task.
 M2: Group members are willing and enthusiastic, but lack the ability.
 M3: Group members have the skills and capability to complete the task, but
are unwilling to take responsibility.
 M4: Group members are highly skilled and willing to complete the task.
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Matching Leadership Styles With Maturity Levels

The Hersey-Blanchard model suggests that the following leadership styles are the
most appropriate for these maturity levels:

 Low Maturity (M1)—Telling (S1)

 Medium Maturity (M2)—Selling (S2)
 Medium Maturity (M3)—Participating (S3)
 High Maturity (M4)—Delegating (S4)

The SLII Model

The Situational Leadership II (or SLII model) was developed by Kenneth

Blanchard and builds on Blanchard and Hersey's original theory. According to the
revised version of the theory, effective leaders must base their behavior on the
developmental level of group members for specific tasks. The developmental level
is determined by each individual's level of competence and commitment. These
levels include:

 Enthusiastic Beginner (D1): High commitment, low competence.

 Disillusioned Learner (D2): Some competence, but setbacks have led to
low commitment.
 Capable But Cautious Performer (D3): Competence is growing, but the
level of commitment varies.
 Self-Reliant Achiever (D4): High competence and commitment.

Important Situational Factors

Experts suggest that there are four key contextual factors that leaders must be
aware of when making an assessment of the situation. These factors include:

1. Leaders need to consider the relationship between the leaders and the
members of the group. Social and interpersonal factors can play a role in
determining which approach is best. For example, a group that lacks
efficiency and productivity might benefit from a style that emphasizes order,
rules, and clearly defined roles. A productive group of highly skilled workers,
on the other hand, might benefit from a more democratic style that allows
group members to work independently and have input in organizational
decisions.

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 2. The leader needs to consider the task itself. Tasks can range from simple to
complex, but the leader needs to have a clear idea of exactly what the task
entails in order to determine if it has been successfully and competently
accomplished.
3. The level of authority the leader has over group members should also be
considered. Some leaders have power conferred by the position itself, such
as the capacity to fire, hire, reward, or reprimand subordinates. Other
leaders gain power through their relationships with employees, often by
gaining respect from them, offering support to them, and helping them feel
included in the decision-making process.

Ans part iv

Hurdles in merit system

The merit system is the process of promoting and hiring government employees

based on their ability to perform a job, rather than on their political connections.
It is the opposite of the spoils system.

The merit system is the vast, sprawling yet rigid set of rules and regulations that
theoretically guide the implementation of the merit principle. It is fully understood
by few, if any, including those who work within its confines. The system has
grown incrementally over nearly 125 years and has been comprehensively
reformed only once and the quality of that reform has always been under debate.
The merit system suggested standardization (in terms of equal treatment within
the system) but was founded on exceptionally (it initially covered only 10% of the
federal workforce) and has created additional exceptions throughout its
development. One notable example is veterans. Others are contract employees,
temporary employees, and special authority hires. Increased numbers of lower
level political appointees exacerbate the problem by obfuscating authority and
accountability even further.

The system was not created for nimble problem solving, nor can it serve that
purpose well in the current information heavy, rapid decision environment. This is
not to say that most members of the civil service do not try. But their efforts are
made more difficult by a hostile political environment and by rhetoric that
characterizes them as incompetent thugs. Still, are there civil servants who do
egregious things? Yes, and there have been too many examples in recent years.
Are they difficult to fire? Yes, firing is possible, but difficult in the current system.
Does this attenuate bureaucratic accountability? Absolutely. But these are system
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problems, not merit principle problems. Nonetheless, the system is broken and
needs to be fixed.

1- Due to many posts in different sections, there are members who did not get
points ( because  most users read the topic and just few posts ) even though
there are acceptable quality posts in every topic ( As a matter of fact, in every
topic there are just 1 or 2 members who get a merit point )

2- People who have multiple accounts are manipulating the merit system  and
making other members rank up.

3- The majority of points are sent to legendary members and the trusted ones
and especially for those who know each other, even though they don’t need these
points because they are at the highest rank.

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