CC – 1 Perspective Management

Unit 4: Management of Organisation

Concept of Organisation Management.

A set-up where individuals from diverse backgrounds, different educational qualifications
and varied interests come together to work towards a common goal is called an
organization.

The employees must work in close coordination with each other and try their level best to
achieve the organization’s goals.

It is essential to manage the employees well for them to feel indispensable for the
organization.

Organization management helps to extract the best out of each employee so that they
accomplish the tasks within the given time frame.

Organization management binds the employees together and gives them a sense of loyalty
towards the organization.

What is Organization Management?

 Organization management refers to the art of getting people together on a common

platform to make them work towards a common predefined goal.
 Organization management enables the optimum use of resources through
meticulous planning and control at the workplace.
 Organization management gives a sense of direction to the employees. The
individuals are well aware of their roles and responsibilities and know what they
are supposed to do in the organization.

An effective management ensures profitability for the organization. In a layman’s

language organization management refers to efficient handling of the organization as well
as its employees.

Need for Organization Management

 Organization management gives a sense of security and oneness to the employees.

 An effective management is required for better coordination among various
departments.
 Employees accomplish tasks within the stipulated time frame as a result of effective
organization management.
  Employees stay loyal towards their job and do not treat work as a burden.
 Effective organization management leads to a peaceful and positive ambience at the
workplace.

Essential Features of Organization Management

1. Planning
 Prepare an effective business plan. It is essential to decide on the future
course of action to avoid confusions later on.
 Plan out how you intend to do things.
2. Organizing
 Organizing refers to the judicious use of resources to achieve the best out of
the employees.
 Prepare a monthly budget for smooth cash flow.
3. Staffing
 Poor organization management leads to unhappy employees who eventually
create problems for themselves as well as the organization.
 Recruit the right talent for the organization.
4. Leading
 The managers or superiors must set clear targets for the team members.
 A leader must make sure his team members work in unison towards a
common objective. He is the one who decides what would be right in a
particular situation.
5. Control
 The superiors must be aware of what is happening around them.
 Hierarchies should be well defined for an effective management.
 The reporting bosses must review the performance and progress of their
subordinates and guide them whenever required.
6. Time Management
 An effective time management helps the employees to do the right thing at
the right time.
 Managing time effectively always pays in the long run.
7. Motivation
 Motivation goes a long way in binding the employees together.
 Appreciating the employees for their good work or lucrative incentive
schemes go a long way in motivating the employees and make them work for
a longer span of time.
Explain Staffing in organisation?
Staffing – Introduction
In a new enterprise, the staffing function follows the planning and organising function. In
the case of running an enterprise, staffing is a continuous process. So, the manager should
perform this function at all times. The staffing function includes recruitment, selection,
training, development, transfer, promotion and compensation of personnel.
It is obvious that the management must ensure a constant availability of sufficient number
of efficient executives in an enterprise for the efficient functioning of the enterprise. The
selected personnel should be physically, mentally and temperamentally fit for the job.
Staffing is a basic function of management. Every manager is continuously engaged in
performing the staffing function. He is actively associated with recruitment, selection,
training and appraisal of his subordinates. These activities are performed by the chief
executive, departmental managers and foremen in relation to their subordinates. Thus,
staffing is a pervasive function of management and is performed by the managers at all
levels.
It is the duty of every manager to perform the staffing activities such as selection, training,
performance appraisal and counselling of employees. In many enterprises, Personnel
Department is created to perform these activities. But it does not mean that the managers
at different levels are relieved of the responsibility concerned assistance to the managers in
performing their staffing function. Thus, every manager has to ensure the responsibility of
staffing.

Staffing – Meaning and Objectives

Staffing is concerned with manning various positions in the organisation. Staffing involves
the determination of manpower requirements of the enterprise and providing it with
adequate competent people at all its levels. Thus, manpower planning, procurement (i.e.,
selection and placement), training and development, appraisal and remuneration of
workers are included in staffing.
The staffing function of management pertains to recruitment, selection, training,
development, appraisal and remuneration of personnel. It is the duty of every manager to
perform this function.
The responsibility for the efficient planning and execution of staffing function rests upon
every manager at all levels. The responsibility increases as one moves up the organisational
hierarchy. Many managers believe in the myth that the staffing function is the
responsibility of the personnel department.
No doubt, the personnel department involves itself in staffing function. However, there
cannot be a greater folly a manager can commit than throwing the entire responsibility on
someone else’s lap. The responsibility for staffing is more at the higher echelons of the
enterprise. The policymakers cannot shirk from this basic responsibility.
One important factor that needs special consideration is the estimation of the number of
managers required in the enterprise. The number depends not only on its size but upon the
complexity of the organisational structure, its plan for expansion or diversification and the
turnover rate.
The degree of decentralization determines to a very large extent, the number of personnel
required. If the estimation is to be accurate and if the enterprise wants to avoid any
misadventure, then it must involve itself seriously in a manpower planning exercise.
Staffing function of management are as follows:
(i) Staffing is an important function of management.
(ii) The basic concern of staffing is management of manpower or human resources.
(iii) Staffing helps in getting right types of persons on right jobs.
(iv) Staffing is a pervasive function. It is performed by the managers at all levels of
management.
Staffing is an integral part of the process of management. It may be defined as the process
of hiring and developing the required manpower to fill the various positions in the
organisation. Every organisation is very much concerned with the quality of manpower for
managing the organisation effectively and efficiently.
As per views of Peter Drucker “man, of all the resources available to man can grow and
develop”. It is concerned with recruitment, selection, placement, utilisation and
development of employees of the organisation.
Important objectives of staffing:
(i) To procure right type of personnel for right jobs.
(ii) To train and develop human resources.
(iii) To develop personnel policies as regards transfer, promotion, etc.
(iv) To mould effectively the human resources and motivate them for higher performance.
(v) To establish desirable working relationship between employers and employees and
between groups of employees.
(vi) To ensure satisfaction of the needs of the workers so that they become loyal and
committed to the organisation.
(vii) To build high morale among employees by maintaining good human relations.

Staffing – Definitions Propounded by Koontz and O’Donnell, S. Benjamin, Hainmann,

Koontz and Weihrich, Dalton E. McFarland, Massie, Haynes and Others
According to Koontz and O’Donnell, “The managerial function of staffing involves managing
the organisation structure through proper and effective selection, appraisal and
development of personnel to fill the roles designed into the structure.”
S. Benjamin has defined staffing as – “The process involved in identifying, assessing,
placing, evaluating and directing individuals at work.”
According to Theo Hainmann, “Staffing function is concerned with the placement, growth
and development of all those members of the organisation whose function is to get things
done through the efforts of other individuals.”
“Staffing can be defined as filling and keeping filled positions in the organisation structure.”
—Koontz and Weihrich
Staffing is the function by which managers build an organisation through the recruitment,
selection, development, of individuals as capable employees. The staffing function of
management consists of few interrelated activities such as planning of human resource,
recruitment, selection, placement, training and development, remuneration, performance
appraisal, promotion and transfers. All these activities make up the elements of the process
of staffing. – Dalton E. McFarland
‘Staffing is the process by which managers select, train, promote and retire subordinates.’
[J. L. Massie]
“Staffing is a process through which an organisation ensures that it has, on a continuous
basis, the proper number of employees with the appropriate skills in the right jobs at the
right times to achieve the organisation’s objectives.” —Caruth, Caruth and Pane
“Staffing can be defined as the process of acquiring, deploying and retaining a workforce of
sufficient quantity and quality to create positive impacts on the organisation’s
effectiveness.” —Heneman, Judge and Kammeyer-Mueller
‘Staffing is the process of analyzing the jobs of an organization in terms of manpower
needs, recruiting and selecting candidates to fill them.’ ‘[W. Haynes]’
Thus, staffing plays a vital role in human resource planning. It ensures best utilization of
manpower in the organization. Staffing is the key to all other managerial functions. It helps
to maintain a satisfactory workforce in an enterprise.
From the above definitions of staffing it is observed that the staffing function has to
perform a number of sub functions and covers from managerial personnel to lower level
employees. It is the process of matching the jobs with capable people and tries to maintain
and develop employees through appropriate training and development programmes.

Staffing – Concept
Once the organisational goals are set, the plans are prepared and organisation is
appropriately structured to pave the path for achievement of the set goals. The next step is
to provide appropriate personnel to fill in the various positions created by the
organisational structure. The process putting people to jobs is termed as staffing. Staffing,
the management function involves appointing appropriate personnel, developing them to
meet organisational needs and ensuring that they are a satisfied and happy workforce.
Staffing is defined as a managerial function of filling and keeping filled the positions in the
organisational structure. The personnel appointed are a combination of permanent
employees, daily workers, consultants, contract employees etc.
Staffing includes:
1. Identifying the requirement of workforce and its planning.
2. Recruitment and selection of appropriate personnel for new jobs or for positions which
may arise as a result of existing employees leaving the organisation.
3. Planning adequate training for development and growth of workforce.
4. Deciding on compensation, promotion and performance appraisals for the workforce.

Staffing – 3 Important Aspects: Recruitment, Selection and Training

Staffing has three aspects:
1. Recruitment – Recruitment is a positives process which aims to attract larger number of
people with desirable profile to apply for positions vacant in the organisation. Higher the
number of applicants, greater is the possibility of finding a suitable employee.
2. Selection – Selection is a negative process which scrutinizes the applications received
and selects only those who are most suitable for the vacant position. Recruitment invites
applications but selection rejects applications.
3. Training – Training is another positive process which upgrades the knowledge and skills
of employees and enhances the ability to perform better.
Organisations follow the process of recruitment, selection and training to ensure that all
positions in the organisational structure remain Med with qualified and talented people.
However, the business environment influences the way these processes are carried out.
Staffing – 7 Step Process of Staffing: Estimating Manpower Requirements,
Recruitment and Selection, Placement and Orientation & a Few Other Steps
Staffing starts with the estimation of manpower requirements and proceeds towards
searching for talented personnel to fill the various positions in an organisation. Staffing,
therefore, should follow a logical step by step process.
Following are the important steps involved in the process of staffing:
Step # 1. Estimating Manpower Requirements/Manpower Planning:
The process of manpower planning can be divided into two parts. One is an analysis for
determining the quantitative needs of the organisation, i.e., how many people will be
needed in the future. The other part is the qualitative analysis to determine what qualities
and characteristics are required for performing a job.
The former is called the quantitative aspect of manpower planning in which we try to
ensure a fair number or personnel in each department and at each level. It should neither
be too high nor too low leading to overstaffing or under-staffing respectively. The second
aspect is known as qualitative aspect of manpower planning wherein we try to get a proper
fit between the job requirement and the requirement on the part of personnel in terms of
qualification, experience and personality orientation.
Step # 2. Recruitment and Selection:
The second step after manpower planning is recruitment and selection. These are two
separate functions, which usually go together. Recruitment aims at stimulating and
attracting job applicants for positions in the organisation. Selection consists of making
choice among applicants. To choose those which are most suited to the job requirement
keeping in view the job analysis information.
Selection processes must begin by precisely identifying the task to be performed and also
drawing a line between successful and unsuccessful performance. Thereafter, the process
of selection tries to find out how far a job applicant fulfils those characteristics or traits
needed to successfully perform the job.
Step # 3. Placement and Orientation:
Placement refers to place the right person on the right job. Once the job offer has been
accepted by the selected candidate, he is placed on his new job. Proper placement of an
employee reduces absenteeism, employee’s turnover and accident rates.
Orientation/Induction is concerned with the process of introduction or orienting a new
employee to the organisation.
The new employee is introduced to fellow employees, given a tour of the department and
informed about such details as hours of work, overtime, lunch period, rest rooms, etc. They
are mostly informed about the company, the job and work environment. They are
encouraged to approach their supervisors with questions and problems.
Step # 4. Training and Development:
It is more accurately considered as a process of skill formation and behavioural change. It is
a continuous process of the staffing function. Training is more effectively conducted when
the actual content of jobs for which people are being trained and developed is known.
Training programmes should be devised to impart knowledge, develop skills and stimulate
motives needed to perform the job. Development involves growth of an employee in all
respects. It is a wider concept. It seeks to develop competence and skills for future
performance. Thus, it has a long-term perspective.
Step # 5. Performance Appraisal:
It means evaluating a performance employee’s current and past performance as against
certain predetermined standards. This process includes defining the job, appraising
performance and providing feedback.
Step # 6. Promotion and Career Planning:
Managers must encourage employees to grow and realise their full potential. Promotions
are an integral part of people’s career. They usually mean more pay, responsibility and job
satisfaction.
Step # 7. Compensation:
It refers to all forms of pay or rewards paid to employees by the employer/firm. It may be
in the form of direct financial payments (Time based or Performance based) like salaries
and indirect payments like paid leaves.
Explain the concept and process of recruitment.
Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and attitude,
which are required for achieving the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate.
To increase the efficiency of hiring, it is recommended that the HR team of an organization
follows the five best practices (as shown in the following image). These five practices ensure
successful recruitment without any interruptions. In addition, these practices also ensure
consistency and compliance in the recruitment process.

Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.
  Recruitment Planning
Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its nature,
experience, qualifications and skills required for the job, etc.
A structured recruitment plan is mandatory to attract potential candidates from a pool of
candidates. The potential candidates should be qualified, experienced with a capability to
take the responsibilities required to achieve the objectives of the organization.
Identifying Vacancy
The first and foremost process of recruitment plan is identifying the vacancy. This process
begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains −

 Number of posts to be filled

 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-time, etc.
These parameters should be evaluated before commencing recruitment. Proper identifying,
planning and evaluating leads to hiring of the right resource for the team and the
organization.
Job Analysis
Job analysis is a process of identifying, analyzing, and determining the duties,
responsibilities, skills, abilities, and work environment of a specific job. These factors help
in identifying what a job demands and what an employee must possess in performing a job
productively.
Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the job relatedness of employment procedures such
as selection, training, compensation, and performance appraisal.
The following steps are important in analyzing a job −

 Recording and collecting job information

 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.
Job Description
Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process.
Job description provides information about the scope of job roles, responsibilities and the
positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities.
Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs

 Placing and orientation of new resources
 Promotions and transfers
 Describing the career path
 Future development of work standards
A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position

 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is going
to hire. The first step in job specification is preparing the list of all jobs in the organization
and its locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −

 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications
A job specification document provides information on the following elements −
  Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career
Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job commands how
much pay. There are several methods such as job grading, job classifications, job
ranking, etc., which are involved in job evaluation. Job evaluation forms the basis for salary
and wage negotiations.
 Recruitment Strategy
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and
job specifications, the next step is to decide which strategy to adopt for recruiting the
potential candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points −

 Make or buy employees

 Types of recruitment
 Geographical area
 Recruitment sources
The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −

 Setting up a board team

 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
 Setting the recruitment strategy
  Searching the Right Candidates
Searching is the process of recruitment where the resources are sourced depending upon
the requirement of the job. After the recruitment strategy is done, the searching of
candidates will be initialized. This process consists of two steps −
 Source activation − Once the line manager veri ies and permits the existence of the
vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the communication
of vacancies reaches the prospective candidates.
Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.
Internal Sources
Internal sources of recruitment refer to hiring employees within the organization through
−

 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants
External Sources
External sources of recruitment refer to hiring employees outside the organization through
−

 Direct Recruitment
 Employment Exchanges
 Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth
  Screening / Shortlisting
Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps −
Reviewing of Resumes and Cover Letters
Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression
Conducting Telephonic or Video Interview
Conducting telephonic or video interviews is the second step of screening candidates. In
this process, after the resumes are screened, the candidates are contacted through phone
or video by the hiring manager. This screening process has two outcomes −
 It helps in verifying the candidates, whether they are active and available.
 It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.
Identifying the top candidates
Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −

 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate
  Evaluation and Control
Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process, hence it is important that the performance of the recruitment process is
thoroughly evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −
 Salaries to the Recruiters
 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process
 Time spent by the Management and the Professionals in preparing job description,
job specifications, and conducting interviews.
Finally, the question that is to be asked is, whether the recruitment methods used are valid
or not? And whether the recruitment process itself is effective or not? Statistical
information on the costs incurred for the process of recruitment should be effective.

Explain Attitude Measurement.

A person may possess hundreds and thousands of attitudes, but organisational behaviour
focuses our attention on a very limited number of job related attitudes. These attitudes are
generally evaluations which employees hold about their work environment. These
attitudes may be favourable or unfavourable, positive or negative.

Most of the research in organisational behaviour has been concerned with the
following work related attitudes:

1. Job Satisfaction:
The term job satisfaction refers to the general attitude or feelings of an individual towards
his job. A person, who is highly satisfied with his job, will have a positive attitude towards
the job. On the other hand, a person who is dissatisfied with his job will have a negative
attitude about the job. For example, a person who is satisfied with his job will always be
punctual, absenteeism will be minimum, performance will be high, his attitude towards his
co-workers and boss will also be very positive.

In case of a dissatisfied person, he will generally be late for office, on small pretexts he will
absent himself from the job, turnover will be high, performance level will be poor and his
behaviour in the organisation will be very good. When people speak of employee attitudes,
they invariably relate these with job satisfaction. In fact, these two are used
interchangeably, though some differences do exist between these two.

2. Job Involvement:
As compared to job satisfaction, job involvement is a more recent addition to the literature
of organisational behaviour. Different authors have given different meanings to this term
and there isn’t complete agreement over what the term means. A general definition of job
involvement states that job involvement measures Job involvement is the degree to which a
person identifies psychologically with his or her job and considers his or her perceived
performance level important to self worth.

Employees who have a high level of job involvement very strongly identify with their jobs
and really care about the kind of work they do. High degree of involvement just like job
satisfaction will lead to less absenteeism and lower resignation rates. However, the
research has shown that it seems to more consistently predict turnover than absenteeism.
In case of turnover, the research has shown as much as 16% variation in the turnover
depending upon the level of job involvement.

3. Organisational Commitment:
The third job attitude that affects the organisation behaviour is the organisational
commitment. Organisational commitment is a state in which an employee identifies with a
particular organisation and its goals and wishes to maintain membership in the
organisation. In such a setup the employee feels proud of being the employee of a
particular organisation. Whereas job involvement refers to identification with one’s
specific job, organisational commitment means identifying with one’s employing
organisation and its goals.

Sometimes an employee may be involved or attached to his job but may not be committed
to the organisation and its objectives. Turnover and absenteeism are low when an
employee has organisational commitment. In fact, studies have indicated that
organisational commitment is a better indicator of turnover than the far more frequently
used job satisfaction predictor.

Sometimes, an employee may be dissatisfied with the job, but he may not be dissatisfied
with the organisation as a whole. In such a case, he may stick with the organisation because
he may consider it a temporary situation. But once the dissatisfaction spreads to the
organisation as a whole, he is most likely to consider resigning from the job.

Functions of Attitudes:
In studying organisational behaviour, it is very important to understand the functions of
attitudes : According to California Management Review, 1995, an analysis, based on
extensive review of surveys of employers concluded that “the most important
consideration in hiring and biggest deficit among new work force entrants are the attitudes
concerning work that they bring with them to their new jobs. ” Attitudes can help in
predicting human behaviour at work. An understanding of attitudes is also important
because attitudes help people adapt to their work environment.

Four Important Functions of Attitudes (According to D. Katz) :

1. The Adjustment Function:
Attitudes often help people adjust to their work environment. When employees are well
treated they are likely to develop a positive attitude towards the management and the
organisation, otherwise they are likely to develop a negative attitude towards management
and the organisation. These attitudes help employees adjust to their environment and are a
basis for future behaviour.

For example, if employees who are well treated are asked about management or the
organisation they are likely to say good things. These employees are very loyal to the
management also. On the other hand, if the employees are berated or they are given
minimum salary increases or they have less job satisfaction, the reverse may be true.

2. The Ego Defensive Function:

Along with the adjustment function, attitudes also help them defend their self images.
People often form and maintain certain attitudes to protect their own self images. For
example, workers may feel threatened by the employment or advancement of minority or
female workers in their organisation. These threatened workers may develop prejudices
against the new workers.

They may develop an attitude that such newcomers are less qualified and they might
mistreat these workers. This attitude helps the workers protect the ego and is known as an
ego defensive attitude. This ego defensive attitude is used by the employees in coping with
a feeling of guilt or threat. Unless this feeling is removed, this kind of attitude will Remain
unchanged.

3. The Value Expressive Function:

Attitudes provide people with a basis for expressing their values. Our value expressive
attitudes are closely related to our self concept. A person, whose value system is
centralized on freedom, will have a positive attitude towards decentralization of authority
in the organisation, flexible work schedules etc. Another person who is very ambitious will
have a positive attitude towards a job which will offer bright future prospects and chances
of promotion.
A manager who believes strongly in work ethics will tend to voice attitudes toward specific
individuals or work practices as a means of reflecting this value. For example, a supervisor
who wants a subordinate to work harder might put it this way “You’ve got to work harder.
That has been the tradition of the family since it was founded. It helped get us where we
are today and everyone is expected to subscribe to this ethic”. Thus, the attitudes serve as a
basis for expressing one’s central value.

4. The Knowledge Function:

Attitudes are often substituted for knowledge. Attitudes help supply standards and frames
of reference that allow people to organize and explain the world around them. Regardless
of how accurate a person’s view of reality is attitudes towards people, events and objects
help the individual make sense out of what is going on. Stereotyping is an example. In the
absence of knowledge about a person, we may use a stereotyped attitude for judging the
person.

Why should managers know about these attitude functions? Such a knowledge can help the
managers in two ways firstly, he will understand and predict how a certain person is likely
to behave. Secondly, it can help the management in changing the attitudes of another
person. They can do this by changing the conditions that sustain the attitude.

Measurement of Attitudes:
Undoubtedly the attitudes of people tend to be relatively stable but can always be notified
at least to some extent. Certain difference in employee’s attitudes is inevitable and is
responsible for the effectiveness of individuals within an organisation. There are certain
ways by which it is possible for the supervisor and managers to get some inkling of
attitudes of individuals such as listening to the chance remarks of individuals, the
behaviour of individuals in the work place etc.

A sensitive intuitive supervisor can always get a feeling with respect to the general reaction
of his work group even though he cannot pinpoint such reactions specifically. The other
way to find attitude change is the analysis of certain factors such as turnover rate,
absenteeism and production level. Various methods have been developed for doing this.

A few of these are as explained below:

1. Thurston Attitude Scale:
This method consists of questionnaires which are filled out by the employees.

To develop an attitude scale the following steps are involved:

(i) The first step is to write out a large number of statements, each of which expresses a
viewpoint of some kind towards the company.

(ii) Each of these statements is typed on a separate slip of paper and the judge is asked to
place each statement in one of several piles (usually 7, 9 or 11) ranging from statement
judged to express the least favourable view points to statements judged to express the
most favourable viewpoints (7, 9 or 11).
(iii) Statements judged to express varying degrees of favourable-ness in between these
extremes are placed in the piles that are judged best to characterize their relative degree of
favourable-ness.

(iv) Many judges are used in the process, sometimes as many as 100 or more. These judges
are assisting the construction of the scale. They are not having their attitudes measured.
The allocation of statements to the several piles is a part of the process of constructing the
scale.

The purpose of allocation is to determine the scale value of the various statements. If all
judges tend to place a statement in piles towards the favourable then we can conclude that
the statement expresses a favourable attitude towards the company. If the statement is
placed by the judges in piles towards unfavourable end of the series, then we may conclude
that an unfavourable attitude is expressed by that particular statement. So we can
determine the average location of the statement by the judge. Statements that are scattered
by the judge over several categories are eliminated.

The use of different statements in scales measuring the same attitude helps in checking
results by a repeat test in order to be sure of conclusion reached and to measure the
effectiveness of systematic company effort to improve employee morale.

2. Likert Scale:
Likert’s method is simpler than Thurstone method and does not require the use of judges
in scaling the statements. While a number of different procedures were tried and compared
but the simplest method described by Likert was found to give results that correlated very
highly with more complex methods.

Each statement has five degrees of approval and asks the person taking the scale to
check one of the five degrees:
1. Strongly approved

2. Approved

3. Undecided

4. Disapproved

5. Strongly disapproved.

There are three principal methods of establishing the validity of a measuring device:
(i) Comparing the results obtained from it with those of another device, the validity of
which has been established.

(ii) Judgment of experts and

(iii) Internal consistency

The validity of the Likert scale established by a comparison of the same with an already
established scale of Thurston is an example of judgment technique adopted.

3. Opinions Surveys:
Attitude scales help to measure the attitudes of individuals by summarising data for all
employees within a group, such scale can be used to quantify ‘morale’ of employee groups.
Attitude scales can be useful in indicating the relative level of morale of employees group,
but these do not enable the management to identify specific factors that may be sources of
employee’s unrest or un-satisfaction. This specific information can be obtained by the use
of questionnaire that provides for giving opinions about specific matters such as working
conditions, future prospects, company policies, perquisites etc. The usual practice in
opinion questionnaire is that of obtaining a single response to each question in either ‘yes’
or ‘no’. In particular, the employees may be asked to check each item in one of the three
boxes.

He should also check each item as being of great importance. It is possible to develop a
questionnaire that can serve the purposes of obtaining opinions of employees and
measuring their attitudes. The data collected by the questionnaires can be compiled,
tabulated and analyzed to know about the attitude of workers towards management and
the organisation.

4. Interviews:
Still another method of obtaining information about personnel reaction is the use of
interviews. The workers should be interviewed by the representatives of some outside
organisations such as a consultancy firm or a university department. The employees are
given assurance that the information furnished will not be used for any administrative
function. In a guided interview, the interviewer asks a series of questions so that each of
which may be answered by a simple. Yes or No or by some other words or phrases. In the
unguided interview, the interviewer asks more general questions to encourage
the employee to express himself and solicit information about his job satisfaction, job
involvement and job commitment.
Explain Leadership.
Leadership can be defined as the ability of the management to make sound decisions and
inspire others to perform well. It is the process of directing the behavior of others towards
achieving a common goal. In short, leadership is getting things done through others.
Importance of Leadership
Leadership is very important in a firm as it leads to higher performance by the team
members, it improves motivation and morale within the members, and helps to respond to
change.
Leadership facilitates organizational success by creating responsibility and accountability
among the members of the organization. In short, it increases value in an organization.
Leader Vs Manager
A leader is someone whom people follow or someone who guides or directs others. A
manager is someone who is responsible for directing and controlling the work and staff in
an organization, or of a department within it.
The main difference between the two is that a leader works by example, while a manager
dictates expectations. If a manager goes against the rules, that will tarnish his position as a
manager. If a leader goes against the example he or she is trying to set, that will be seen as
a setback. Following are a few subtle differences between the two −
 A leader is an innovator and creator whereas a manager is a commander.
 A leader can’t be a manager but the opposite is possible, a manager is more than a
leader.
 A leader does what is right, while the manager makes things right.
 A leader deals with change whereas a manager plans for a change.
 A leader gives direction to do something whereas the manager plans for everything
that is to be done.
 A leader encourages people whereas the manager controls people.
 A leader handles communication, credibility, and empowerment whereas a manager
deals with organizing and staffing.
Leadership Styles
Different leadership styles exist in work environments. The culture and goal of an
organization determine which leadership style fits best. Some organizations offer different
leadership styles within an organization, depending on the necessary tasks to complete and
departmental needs.
We find five different leadership styles in the corporate world. They are as follows −
Laissez-Faire
A laissez-faire leader does not directly supervise employees and fails to provide regular
updates to those under his supervision. Highly experienced and trained employees with
minimal requirement of supervision fall under the laissez-faire leadership style.
But, not all employees possess these features. This leadership style blocks the production
of employees needing supervision. The laissez-faire style implements no leadership or
supervision efforts from managers, which can lead to poor production, lack of control and
increasing costs.
Autocratic
The autocratic leadership style permits managers to make decisions alone without the input
of others. Managers access total authority and impose their will on employees. No one
opposes the decisions of autocratic leaders. Countries like Cuba and North Korea operate
under the autocratic leadership style.
This leadership style benefits those who require direct supervision. Creative employees
who participate in group functions detest this leadership style.
Participative
This is also known as the democratic leadership style. It values the input of team members
and peers, but the responsibility of making the final decision rests with the participative
leader. Participative leadership motivates employee morale because employees make
contributions to the decision-making process. It accounts to a feeling that their opinions
matter.
When an organization needs to make changes within itself, that is internally, the
participative leadership style helps employees accept changes easily as they play a role in
the process. This leadership style meets challenges when companies need to make a
decision in a short period of time.
Transactional
Transactional leadership style is formed by the concept of reward and punishment.
Transactional leaders believe that the employee's performance is completely dependent on
these two factors. When there is an encouragement, the workers put in their best effort and
the bonus is in monetary terms in most of the cases. In case they fail to achieve the set target
they are given a negative appraisal.
Transactional leaders pay more attention to physical and security requirements of the
employees.
Transformational
Transformational leadership has the ability to affect employee's perceptions through the
returns that organization gets in the form of human capital benefits. These leaders have the
ability to reap higher benefits by introducing knowledge management processes,
encouraging interpersonal communication among employees and creating healthy
organizational culture.
It helps in flourishing organizational innovation by creating a participative environment or
culture. It promotes a culture where the employees have autonomy to speak about their
experiences and share knowledge.
It has been seen that transformational leaders are more innovative than transactional and
laisse-faire leaders.
Traditional Theory
Traditional theory is a theory based on different traits of a human beings. It assumes that
leaders are born and not made. According to this theory, leadership behavior is the sum
total of all traits that a leader possess.
Thus this theory gives the profile of a successful and complete leader. According to this
theory, there are five human traits. They are −
 Physical trait − it includes energy, activity, appearance, and height.
 Ability trait − it includes judgement, knowledge, and luency in speech.
 Personal trait − it includes self-confidence, creativity, and enthusiasm.
 Work trait − it includes organization and achievement.
 Social trait − it includes interpersonal skill, cooperativeness, popularity and
prestige.
Drawbacks
Following are the major drawbacks of this theory −

 Traits are not arranged according to their importance.

 There is no quantitative tool to judge the human traits.
 This trait can’t be used universally.
 This trait can be achieved and developed.
 Situational factors are avoided.

Features of Leadership

 Influence the behaviour of others: Leadership is an ability of an individual to influence

the behaviour of other employees in the organization to achieve a common purpose or
goal so that they are willingly co-operating with each other for the fulfillment of the
same.

 Inter-personal process: It is an interpersonal process between the leader and the

followers. The relationship between the leader and the followers decides how
efficiently and effectively the targets of the organization would be met.
  Attainment of common organizational goals: The purpose of leadership is to guide the
people in an organization to work towards the attainment of common organizational
goals. The leader brings the people and their efforts together to achieve common goals.

 Continuous process: Leadership is a continuous process. A leader has to guide his

employees every time and also monitor them in order to make sure that their efforts
are going in the same direction and that they are not deviating from their goals.

 Group process: It is a group process that involves two or more people together
interacting with each other. A leader cannot lead without the followers.

 Dependent on the situation: It is situation bound as it all depends upon tackling the
situations present. Thus, there is no single best style of leadership.

Importance of Leadership:

 Initiating Action: Leadership starts from the very beginning, even before the work
actually starts. A leader is a person who communicates the policies and plans to the
subordinates to start the work.

 Providing Motivation: A leader motivates the employees by giving them financial and
non-financial incentives and gets the work done efficiently. Motivation is the driving
force in an individual’s life.

 Providing guidance: A leader not only supervises the employees but also guides them in
their work. He instructs the subordinates on how to perform their work effectively so
that their efforts don’t get wasted.

 Creating confidence: A leader acknowledges the efforts of the employees, explains to

them their role clearly and guides them to achieve their goals. He also resolves the
complaints and problems of the employees, thereby building confidence in them
regarding the organization.

 Building work environment: A good leader should maintain personal contacts with the
employees and should hear their problems and solve them. He always listens to the
point of view of the employees and in case of disagreement persuades them to agree
with him by giving suitable clarifications. In case of conflicts, he handles them carefully
and does not allow it to adversely affect the entity. A positive and efficient
work environment helps in stable growth of the organization.

 Co-ordination: A leader reconciles the personal interests of the employees with the
organizational goals and achieves co-ordination in the entity.

 Creating Successors: A leader trains his subordinates in such a manner that they can
succeed him in future easily in his absence. He creates more leaders.
  Induces change: A leader persuades, clarifies and inspires employees to accept any
change in the organization without much resistance and discontentment. He makes
sure that employees don’t feel insecure about the changes.
Often, the success of an organization is attributed to its leaders. But, one must not forget that
it’s the followers who make a leader successful by accepting his leadership. Thus, leaders and
followers collectively play a key role to make leadership successful.

Qualities of a Leader

 Personality: A pleasing personality always attracts people. A leader should also friendly
and yet authoritative so that he inspires people to work hard like him.

 Knowledge: A subordinate looks up to his leader for any suggestion that he needs. A
good leader should thus possess adequate knowledge and competence in order to
influence the subordinates.

 Integrity: A leader needs to possess a high level of integrity and honesty. He should have
a fair outlook and should base his judgment on the facts and logic. He should be
objective and not biased.

 Initiative: A good leader takes initiative to grab the opportunities and not wait for them
and use them to the advantage of the organization.

 Communication skills: A leader needs to be a good communicator so that he can explain

his ideas, policies, and procedures clearly to the people. He not only needs to be a good
speaker but also a good listener, counsellor, and persuader.

 Motivation skills: A leader needs to be an effective motivator who understands the

needs of the people and motivates them by satisfying those needs.

 Self-confidence and Will Power: A leader needs to have a high level of self-confidence
and immense will-power and should not lose it even in the worst situations, else
employees will not believe in him.

 Intelligence: A leader needs to be intelligent enough to analyze the pros and cons of a
situation and take a decision accordingly. He also needs to have a vision and fore-
sightedness so that he can predict the future impact of the decisions taken by him.

 Decisiveness: A leader has to be decisive in managing his work and should be firm on the
decisions are taken by him.

 Social skills: A leader should possess empathy towards others. He should also be a
humanist who also helps the people with their personal problems. He also needs to
possess a sense of responsibility and accountability because with great authority comes
great responsibility.
Leadership and Management
Leadership and management are the terms that are often considered synonymous. It is
essential to understand that leadership is an essential part of effective management. As a
crucial component of management, remarkable leadership behaviour stresses upon
building an environment in which each and every employee develops and excels.
Leadership is defined as the potential to influence and drive the group efforts towards the
accomplishment of goals. This influence may originate from formal sources, such as that
provided by acquisition of managerial position in an organization.

A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders
develop and begin strategies that build and sustain competitive advantage. Organizations
require robust leadership and robust management for optimal organizational efficiency.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous

planning, vision, and strategy. Workforce empowerment and adaptive decision-making also
add up to the crucial attributes of leadership. Most often, people relate leadership with
one’s position in an organization. But leadership has nothing to do with titles, management,
or one’s personal agendas. It’s also not restricted to personality traits such as better vision
or charismatic personality.
It is more like a process of social influence, which maximizes the efforts of others towards
the achievement of a common goal. It stems from social influence and requires human
resources to achieve the intended outcomes. A leader is someone who always takes the
initiative and invests a great effort to accomplish the company’s vision. That is the only
reason why people around start following them.

Next, in this leadership vs management article, we will discover what management is all
about.

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of
subordinates. A manager is completely responsible for carrying out the four important
functions of management: planning, organizing, leading, and controlling. Managers can only
become leaders if they adequately carry out leadership responsibilities, including
communication of good and bad, providing inspiration and guidance, and encouraging
employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often
outlined in a job description, with subordinates following because of the professional title
or classification. A manager's primary focus is on meeting organizational goals; they often
do not take much else into consideration. With the title comes the authority and the
privilege to promote, hire, or reward employees based on their performance and behavior.
Difference Between Leadership and Management

It is possible to be a manager and a leader at the same time. But keep in mind that just
because someone is a great leader doesn't mean they'll be a great manager or the other
way around. So, what factors distinguish these two roles? Moving ahead in this leadership
vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational
growth. They always examine where their organization stands, where they want to go, and
how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing

processes, such as budgeting, organizational structuring, and staffing. Managers' vision is
bound to the implementation strategies, planning, and organizing tasks to reach the
objectives set out by leaders. However, both of these roles are equally important in the
context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They
break down long-time goals into tiny segments and organize available resources to reach
the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than
how to assign work to them. They achieve this by assisting individuals in envisioning their
function in a wider context and the possibility for future growth that their efforts may give.

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions how and when.
To do justice to their duties as a leader, one might question and challenge the authority to
reverse decisions that may not be in the better interests of the team. If a firm has a
stumbling block, a leader will be the one to step up and ask, What did we learn from this?
and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job
description emphasizes asking How and When, which assists them in ensuring that plans
are carried out correctly. They prefer to accept the status quo and make no attempt to
change it.
4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's

structure, whereas the term leader has a more ambiguous definition. Leadership emerges
as a result of your actions. You are a leader if you act in a way that inspires others to do
their best. It makes no difference what your title or position is. On the other hand, a
manager is a job title that comes with a fixed set of responsibilities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four
important functions of management: planning, organizing, leading, and controlling. But are
all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the
leadership responsibilities of management, which include communication, motivation,
providing inspiration and guidance, and encouraging employees to rise to a higher level of
productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities,
and employees follow orders from their managers because they are obligated to do so—not
necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a
result of the professional title or designation. A manager’s chief focus is to meet
organizational goals and objectives; they typically do not take much else into consideration.
Managers are held responsible for their actions, as well as for the actions of their
subordinates. With the title comes the authority and the privilege to promote, hire, fire,
discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don’t
necessarily hold or occupy a management position. Simply put, a leader doesn’t have to be
an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A
leader personally invests in tasks and projects and demonstrates a high level of passion for
work. Leaders take a great deal of interest in the success of their followers, enabling them
to reach their goals to satisfaction—these are not necessarily organizational goals.

There isn’t always tangible or formal power that a leader possesses over his followers.
Temporary power is awarded to a leader and can be conditional based on the ability of the
leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it
comes to leadership. Leadership works on inspiration and trust among employees; those
who do wish to follow their leader may stop at any time. Generally, leaders are people who
challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and
adaptive.

What Are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The ability to execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to
follow.

2. The ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources,
and anticipating needs to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and
operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are
responsible for: listening to them, involving them in certain key decisions, and
accommodating reasonable requests for change to contribute to increased productivity.

What Are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision

A leader knows where they stand, where they want to go and tend to involve the team in
charting a future path and direction.

2. Honesty and Integrity

Leaders have people who believe them and walk by their side down the path the leader
sets.

3. Inspiration

Leaders are usually inspirational—and help their team understand their own roles in a
bigger context.

4. Communication Skills

Leaders always keep their team informed about what’s happening, both present and the
future—along with any obstacles that stand in their way.

5. Ability to Challenge

Leaders are those that challenge the status quo. They have their style of doing things
and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just
because someone is a phenomenal leader, it does not necessarily guarantee that the person
will be an exceptional manager as well, and vice versa. So, what are the standout
differences between the two roles?
1. A leader invents or innovates while a manager organizes

The leader of the team comes up with new ideas and kickstarts the organization’s shift
or transition to a forward-thinking phase. A leader always has his or her eyes set on the
horizon, developing new techniques and strategies for the organization. A leader has
immense knowledge of all the current trends, advancements, and skillsets—and has a
clarity of purpose and vision. By contrast, a manager is someone who generally only
maintains what is already established. A manager needs to watch the bottom line while
controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons
from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is
someone who “establishes appropriate targets and yardsticks, and analyzes, appraises
and interprets performance.” Managers understand the people they work with and
know which person is the best fit for a specific task.

2. A manager relies on control, whereas a leader inspires trust:

A leader is a person who pushes employees to do their best and knows how to set an
appropriate pace and tempo for the rest of the group. Managers, on the other hand, are
required by their job description to establish control over employees, which, in turn,
helps them develop their assets to bring out their best. Thus, managers have to
understand their subordinates well to do their job effectively.

3. A leader asks the questions “what” and “why", whereas a manager leans more
towards the questions “how” and “when”:

To be able to do justice to their role as a leader, some may question and challenge
authority to modify or even reverse decisions that may not have the team’s best
interests in mind. Good leadership requires a great deal of good judgment, especially
when it comes to the ability to stand up to senior management over a point of concern
or if there is an aspect in need of improvement. If a company goes through a rough
patch, a leader will be the one who will stand up and ask the question: “What did we
learn from this?”Managers, however, are not required to assess and analyze failures.
Their job description emphasizes asking the questions “how” and “when,” which usually
helps them make sure that plans are properly executed. They tend to accept the status
quo exactly the way it is and do not attempt a change.
Leadership and Environmental
The need for Environmental Leadership
There is no escaping the fact that responding to climate change (and breaking through the
inertia associated with climate change action) is now a global priority for all governments,
businesses and organizations. The global ability to develop and deploy environmental
leaders into societal beneficial roles must now be a priority in our response.

There are a myriad of environmental leaders out there holding down responsible posts in
business, political, and public leadership. In their work they focus on a wide variety of
issues covering environmental policy and management, single issue activism, the
regulation of licensed activities and service provision. It is not the intention of this blog to
define WHAT is being led across these various interests, rather to help those who are
interested in Environmental Leadership, or those individuals who I work with, to develop
the skills and approaches they can use to ‘Get ‘Green Done’ in their respective roles.

What is Environmental Leadership

The concept of ‘Leadership’ and a wide variety of models have evolved over the last century
to guide our thinking. In reality, there is no universally accepted definition of what
leadership is, or what makes a ‘leader’, but there is a recognition that some of the older
leadership styles need adaptation to face tomorrow’s climatic and environmental realities.

Traditional business models and the organisational leadership that has arisen around such
models have evolved with a bias that firstly, natural resources are limitless and secondly,
that Business behaviours were separate from environmental and social concerns. This has
given rise to a long catalogue of environmental disasters, the pollution of ecosystems and
examples of social harm through industrial activities. The risk has been that businesses are
encouraged to view the exploitation of natural resources and their eco-systems as free
commodities for exploitation. Slowly, as unintended consequences of industrial activity
have arisen there has been a transformative shift towards more responsible management
behaviours as societal opinions have determined what is unacceptable business behaviour
in the pursuit of growth and profit.

This raises an interesting question for business regarding environmental leadership. In

most companies ‘leaders’ are employed to lead only on internal issues that arise within the
day to day running of organisations. Environmental professionals and executives with
environmental accountabilities are employed to manage these organisational elements
internally. However, it is clear that to be an environmental leader you must possess not
only an internal focus on matters such as waste, pollution, resource management and
efficiency, but also an external focus perceive and respond to a wide range of factors which
safeguard the rights and safety of other communities and the environments they inhabit.
Holding the organisation responsible in part or entirely for these factors, citing an ethical
responsibility to safeguard the wellbeing of others. This outward focusing aspect of
environmental leadership is often forgotten when it is being compared with other
leadership models. .

Leadership experience
With experience comes wisdom. How do you gain experience? often through repeated lack
of experience! One of the most startling concepts of environmental leadership, and one that
many experienced environmental leaders come to realise, is that environmental and social
issues permeate virtually all area boundaries within an organisation and its business
activities. These often comprise the intangible factors in business management,

WH AT ARE TH E IN TANGIB L E F ACTO R S

Businesses often own a variety of physical assets, such as buildings, machinery, computers
and equipment. These things are tangible — they can be touched or seen. They also operate
and are aligned along established pathways – Production, Marketing, Finance, IT or
Transport. These groups tend to operate in a similar manner across all business sectors.
These roles are tangible in that they have established goals and roles, that are accepted and
common to most organisational frameworks

Companies also own a variety of assets that cannot be touched or seen; these are intangible
assets, such as goodwill (employee or customer), patents, trademarks, copyrights and
more. They also have undefined activities, responsibilities and services that merge between
business units or are external to the organisation. Ill-defined in nature or emerging they
can have a critical impact on business success ands future growth.

KE Y I N T AN G I B L E ASSE T G RO U PS
To help simplify matters, these asset groups can be summarised between three common
types

 Human capital – the value driven by the accumulated skills, knowledge and
experience of a business’s employees
 Relationship capital – the value tied up in positive relationships between an
organisation and its employees, suppliers, partners and customers
 Brand capital – the value realised through consistent visual and verbal
communications, and idiosyncratic corporate behaviours
Collectively these intangible asset groups can now comprise the majority share of
corporate value. Despite their impact on value intangible assets are not widely understood
or well managed by many leadership teams. Equally important in todays business world –
many of these intangible parameters have an environmental or social (sustainability)
origin! The lack of ‘ownership’ and environmental leadership within many organisation of
these assets means that they are often ignored as risks.
Environmental Leadership – The Management of Tangible and Intangible Value
It is still common for many environmental management posts to be set at mid or junior
level responsibilities with organisations. Many operate as sole traders without any direct
line responsibilities for other staff. In these roles the post holders are expected to influence
without any defined authority, set the environmental culture and process organisational
change across departmental boundaries. The expectation is that they exert influence up &
down and across established management power chains, and through peer-to-peer
contacts inside and outside their organisation.

Few other roles in organisational management have such an undefined change

management role and are positioned at such a distance from the senior leadership. In such
circumstances, the more traditional transactional command-and-control leadership models
that exist — the “I leader, you follow” approach — doesn’t get an environmental advisor,
manager or director with environmental accountability very far!

Berry and Gordon stated that leadership, at least in terms of environmental leadership, is
not yet sufficiently contained within any accepted theory of leadership for it to provide a
reliable basis for thought and action. In their view environmental leaders were more
reliant on their past experience, current observation, and individual thinking when
undertaking their professional duties.

The Personal Values required in Environmental Leadership

Perhaps we can agree that at their core environmental leaders, in the absence of
professional leadership training have:

 a central altruism and commitment to environmental beliefs, philosophy and

approaches;
 The desire to utilise their personal capabilities and professional expertise to
influence not only organisational and regulatory processes but equally:
 the values, culture and individual behaviours of a multitude of function holders
within an organisation;
 to define a balance between the economic performance of an organisation with
its social and environmental performance;
 the environmental governance controls on impacts arising from their
employers activities currently and in future years; and
 to protect the interests of external stakeholders and their environments.
 To achieve these aims through a transformational, holistic and ethical approaches to
leadership that fulfils social responsibilities and contributes ultimately to the concept
of sustainability.
Environmental leaders who promote environmental sustainability infuse their desire to
protect the natural environment into their decision-making and actions.
Becoming an Environmental Leader
A significant proportion of environmental professionals – now in leadership positions or
with a portfolio that includes environmental leadership, have developed their career from
undergraduate disciplines that focussed on biological sciences, earth sciences or natural
resource management. Few in their initial training received any training in the relationship
between leadership and the natural environment, and many have yet to receive any formal
business management training within their organisations. Thus whilst the World Economic
Forum Global Risks Report (2018) identified:

 Five environmental & social risks within its top 10 risks likely to influence global
business stability (Extreme weather, Natural disasters, Failure of climate-change
mitigation and adaptation, Large-scale involuntary migration and Man-made
environmental disasters); and that
 Eight of the Top 10 business risks were attributable to environmental or social
factors (Extreme weather events, Natural disasters, Failure of climate-change
mitigation and adaptation, Water crises, Food crises, Biodiversity loss and ecosystem
collapse, Large-scale involuntary migration, Spread of infectious diseases)
Few of those tasked with addressing these issues in business, government or society are
likely to have attended leadership training courses or have achieved significant formal
business management training!

Today, the challenge for the environmental professions is how Higher Education,
Professional Institutes and business in general can be encouraged or retrofitted to provide
the Environmental Leaders we will need to safeguard our collective future.
Leadership and power
An ordinary person can influence, grow, and help others without essentially being the
team’s coach. Similarly, it is feasible to wield power without being in such a position of
authority in many settings.
An ordinary person can influence, grow, and help others without essentially being the
team’s coach. Similarly, it is feasible to wield power without being in such a position of
authority in many settings.
Power is widely described as an individual’s capacity to exert a certain type of control over
another human. Power comes from an authority position, and it is classified into legitimate,
coercive, and expert power. Individuals frequently utilize power for their own selfish
enrichment, as the expression goes, ‘Power Corrupts.’

Leadership entails developing a vision, persuading others to strive toward that aspiration,
and forming a team. In order to influence people, a leader must be believable. Power is
required for effective leadership. To properly inspire followers, all leaders must wield
some type of the influence.

Comparison Table Between Power and Leadership

Parameters of
Power Leadership
Comparison

The capacity of a person to Capacity to persuade others to do

Definition exert some type of influence what you want them to do without
over another person using force.

Credibility Not a necessity to be in power It is needed to be in a leadership

Comes from the stance of

Source It is a human characteristic.
authority

Autocratic, democratic,
Types Coercive, legitimate, referent
transformational, monarchical

Power does not rely on To be successful, leadership

Co-dependence
leadership necessitates power.
What is Power?

Power is widely described as an individual’s capacity to exert some type of influence over
another human. Power and influence have a separate connection. It is a causal efficacy that
can be a visible change in economic or an emotional strain that drives humans to pick a
specific choice over another.

As a child, your family had a strong impact on your activities, and you would frequently
strive to replicate their favored behavior in order to please them. The same is true at
school, where teachers may readily persuade you to do one thing over another. In both of
these circumstances, your parents and instructors have acquired authority that allows
them to exert influence over you.

Furthermore, there are alternative sources of power that may be used. The capacity to
award followers or provide some type of benefit is referred to as reward power. While
coercive power stems from the ability to impose penalties or sanctions.

Few instances of different kinds of power are legitimate power which is obtained by a role
of official status in an organization or through a vote. Referent power which is entirely
dependent on those who follow. Lastly, integrated power is gained from one’s capacity to
bring others together.

Power is vital in the political arena. There have been cases where novices have inherited
enormous authority as they were born as the child or grandchild member of a
constitutional monarch. Army leaders have also been able to seize control of
administrations by force or by attempting a coup.

What is Leadership?

The phrase ‘leadership’ conjures up a variety of images, such as a political figure, an

adventurer directing a group of people through a jungle, or an executive inside a firm.

A leader is a successful individual who sets a vision, encourages others to work toward that
vision, educates and forms the team that will spearhead the fulfillment of the aspiration,
and oversees the vision’s final delivery.

Leadership in contrast frequently is formally bestowed by an organization. Leadership is

also a set of behaviors that lead to effective organizations. Theories and practices can help
leaders ensure success for the development of employees. Best practices draw on research
and studies completed in the fields of psychology and others.
There are several styles of leadership, just as there are various sorts of power. There are
twelve varieties in all, while 5 of them are the most common that we see in our day-to-day
life.

Some of the types of leadership are autocratic leadership that is characterized by the
leader’s complete accountability and ownership over his or her subordinates. Democratic
leadership, which entails including employees in decision-making. and finally,
transformational leaders are the style of leadership that is focused on starting some sort of
reform.

With each degree of advancement or position, every leader gains a proportionate amount
of inherent authority. The capacity to generate devoted followers is a characteristic shared
by all excellent leaders.

Main Differences Between Power and Leadership

1. Power is defined as the ability to exercise control over others and leadership is
defined as the ability to inspire others without coercion.
2. People in power need not to always be credible but leaders need to be credible.
3. A stance of authority confers power, whereas leadership is a human trait.
4. Power can be coercive, legitimate, or referent, while leadership can be autocratic,
democratic, transformative, or dynastic.
5. Power is not dependent on leadership, but effective leadership need power.

Conclusion

Power and leadership are inextricably related ideas. Power is defined as the capacity to
influence people. Leaders utilize power to achieve collective goals and understanding how
power works in an organization improves your ability to be a successful leader. A good
leader can be characterized in a variety of ways.

The lines that separate the concepts of power and leadership are frequently determined by
the sort of power utilized in conjunction with various leadership styles. Most leadership
and management positions include some form of power. The main idea is to detect it and
utilize the appropriate combination without jeopardizing the purpose or intended goal.
Explain Managerial Communication – Barriers, process & Forms.
Managerial communication is the process by which a manager in an organization
shares ideas or information with other managers or members of their team.
Depending on how well it is done managerial communication has a great impact on the
staff morale, the achievement of company goals, and organizational culture.

Managerial communication could be done in two ways depending on the medium,

audience, or method involved. It could be top-down otherwise known as downward
communication where information comes from the upper management and goes down to
the subordinates. Downward communication could be to communicate directives or
strategies.

Upward communication is the opposite of downward communication, it comes from the

employees and goes to the management. It is important because it helps staff communicate
with their leaders and helps managers be in touch with what is going on below.

Types of Managerial Communication

Managerial communication can be put into two categories:

 Interpersonal Communication-This occurs between two or more members of

staff. An example would be a meeting between a manager and a team member to
conduct a performance review or a meeting to brainstorm with team members. This
form of communication is likely to be verbal and less formal than organizational
communication.
 Organizational Communication-Is the sharing of information between the
various levels of an organization. For example, when a CEO holds a conference
call with his VP level managers to communicate strategic objectives. This is a
more formal mode of communication and is likely to be written i.e. emails,
memos than verbal. The purpose of organizational communication would be
to establish objectives, link plans with actions, etc.

Managers in an organization need to not only be skilled in their job but also in their
communication abilities. Lack of the latter may lead them not to have good relations with
fellow employees and managers and proper authorization may not be established.

Why is Managerial Communication Important in an Organization?

 Information Sharing-The key purpose of communication is to pass on information

to individuals or groups. Different types of information are shared in a company like
rules and regulations, changes in the organization, work deadlines, and more.
 Feedback-Employees need to be given feedback on their achievements also
departments need to be told of their performance. Upper management also needs to
 be told on the achievement of goals. When feedback is given difficulties encountered
during the process can be known and rectified for a smoother process.
 Influence-Information can be used to outline how people will act, when a manager
communicates well it will create a good work environment, develop the right
attitudes, and develops teamwork relationships.
 Problem Solving-Managerial communication is key in finding solutions to
difficulties encountered at the workplace. Good communication between the
managers and employees on issues will find solutions to problems and easily
develop consensus.
 Assist in Decision Making- The most important role of a manager is decision
making. To make the right decisions a manager needs to get all the
information necessary to decide. Also, the way decisions are communicated
will have an impact on how they will be taken in terms of co-operation and
support to achieve the goal desired. For decisions to be made the exchange of
information, views is a must between the managers and their teams.
 Facilitating Change- How clearly organization change is communicated will
determine how effectively it is implemented. Managerial communication will show
the difficulties in the changes implemented and what corrective measures must be
taken.
 Team Building- Great relationships are built on communication. If a manager
doesn’t allow for proper communication within his team a breakdown in the group
may occur leading to friction. Communication is, therefore, the lubricant for proper
working between a manager and his team.
 Development of Managerial Skills- When a manager communicates frequently
with his team he understands them better. When communication facts, ideas,
feelings, opinions the manager becomes more knowledgeable about the ongoing at
work and the behavior of his staff. What he learns through these interactions will
help him know how best to handle people and various tasks.
 Motivating People– If managers don’t communicate to their staff frequently about
their expectations, plans regarding their career growth, welfare measure they may
be frustrated and de-motivated. Through managerial communication, managers can
inform staff of rewards and incentives to motivate them.
 Giving Job Instructions– Managers need to be clear to their subordinates about the
job requirement such as what is expected and the time it should be completed.
Failure to do so may lead to confusion about what is expected leading to inefficiency
in the company. Subordinates can also seek clarification from their seniors if they
don’t understand what is expected of them, through upward communication.
 Controlling People– Every company has a clear way it operates outlined in its
rules, regulations, and procedures. This information is communicated by managers
to ensure plans are carried out within the guidelines of these parameters.
Managerial communication is, therefore, key to ensuring staff knows this and
adhere to it.
Process of Communication

Communications is a continuous process that mainly involves three elements viz. sender,
message, and receiver. The elements involved in the communication process are explained
below in detail:

1. Sender
The sender or the communicator generates the message and conveys it to the receiver. He is
the source and the one who starts the communication

2. Message
It is the idea, information, view, fact, feeling, etc. that is generated by the sender and is then
intended to be communicated further.

3. Encoding
The message generated by the sender is encoded symbolically such as in the form of words,
pictures, gestures, etc. before it is being conveyed.

4. Media
It is the manner in which the encoded message is transmitted. The message may be transmitted
orally or in writing. The medium of communication includes telephone, internet, post, fax, e-
mail, etc. The choice of medium is decided by the sender.

5. Decoding
It is the process of converting the symbols encoded by the sender. After decoding the message
is received by the receiver.

6. Receiver
He is the person who is last in the chain and for whom the message was sent by the sender.
Once the receiver receives the message and understands it in proper perspective and acts
according to the message, only then the purpose of communication is successful.

7. Feedback
Once the receiver confirms to the sender that he has received the message and understood it,
the process of communication is complete.
8. Noise
It refers to any obstruction that is caused by the sender, message or receiver during the process
of communication. For example, bad telephone connection, faulty encoding, faulty decoding,
inattentive receiver, poor understanding of message due to prejudice or inappropriate
gestures, etc.

Barriers of Communication

A skilled communicator needs to have information about the different types of barriers to
effective communication and try to prevent them. These barriers to effective communication
can be overcome by active listening, reflection, etc. The communicator must seek feedback
from the receiver of the information to check if the message was understood in its true sense.
Listed below are some of the common barriers to effective communication.

1. Using Jargon:
If one uses unfamiliar terms or over-complicated technical terms, it could not be
understood well.

2. Lack of Attention or Interest:

If the message is irrelevant to the receiver or there are distractions around (like
others speaking at the same time) then the message might not be communicated
properly.

3. Perception Difference:
If two people see things differently then their viewpoints might come in the way of
deciphering the message correctly.
4. Physical Disabilities:
If the receiver has hearing problems, or the speaker has speech disabilities, then
communication will not be effective. It will distort the message.

5. Emotional Barriers:
Sensitive topics make it difficult for the speaker or the receiver to engage properly in
the communication exchange. It could also be that some people are not comfortable
expressing themselves; hence their words might not reflect the true meaning of what
they want to convey. Topics that may be taboo or off-limits for some people are
politics, religion, mental or physical disabilities, racism, sexuality, and any other
unpopular options.

6. The Difference in Culture:

Social interactions have different norms in different cultures. For example, the idea of
space exists in some cultures and social settings but not in the same form in others.
These cultural differences could prevent effective communication.

7. Physical Barriers to Communication:

A face-to-face communication has a lot of parts to the communication than just the
words. Facial expressions, body language, gestures, etc. are also involved in the whole
communication process. If you can’t see the person, then some messages might get
lost. Text messages, phone calls, etc. are some of the technological ways of
communicating which lack the effect of a personal meeting.

8. Language Difference:
The difference in dialects of different regions or unfamiliar accents can make it
difficult to understand the message sent.

9. Prejudices:
Most people have preconceived notions about many things; hence they hear only
what they want to listen to, not what is being said. These false assumptions and
stereotyping lead to barriers in communication.

OR
Managers need to interact with each other as well as with their team members on a regular
basis not only to get things done effectively but also to ensure peace at the workplace.

Effective communication at all levels within an organization helps resolve problems within
the desired time frame.

Let us go through various barriers to effective managerial communication at the

workplace:
 Partiality and workplace politics are the major barriers to effective
communication at the workplace.
 Managers must not be partial to any of their team members. It is considered strictly
unprofessional. Each employee should be treated as one. Do not ignore any of your
team members just because you do not like him. A good manager is one who is
impartial to all. Managers have a tendency to communicate with individuals who are
their friends or say a yes to whatever they say. This indeed is a wrong practice. You
must speak to all your team members and address their queries. Problems and
misunderstandings arise when there is lack of communication and employees feel
ignored.
 As responsible managers one must stay away from nasty politics at workplace.
Politics leads to negativity all around and increases stress levels of employees. Do
not believe rumours and prefer speaking to employees directly rather than finding
out from others.
 Listen carefully what the other person has to say before jumping to conclusions.
Being a patient listener helps improve managerial communication. Do not interrupt
while the other person is speaking. One needs to very careful about his choice of
words. Managers must ensure their speech makes sense and well understood by
people around.
 Do not address your team members just for the sake of it. Take care of your
pitch and tone. For effective managerial communication, one should be neither too
loud nor too soft. Make sure you are audible to all. Address employees in a noise free
zone. Noise is one of biggest barriers to effective communication.
 Employees fail to understand the speaker“s message and eventually dilute the
meaning of effective communication. Do not address employees during lunch
hours or when they are about to leave for the day. Employees are absolutely in a
different frame of mind and fail to understand what the speaker intends to
communicate. Organizations must have board rooms or conference rooms where
employees come on a common platform and communicate effectively without
disturbances.
 Prefer not to interact verbally. In verbal communication, employees tend to forget
what was communicated to them a month ago. Managers must promote
communication through emails at the workplace. Do not mark separate mails to
team members. Mark a cc to all related employees. The emails need to be self
explanatory and employees must be able to understand as to what is expected out of
them. Emails must not be rude and ought to have a proper subject line.
 Do not communicate separately with your team members as information
might not reach in its desired form. Transparency at all levels is essential for
effective managerial communication. Communicating through middle men is
unprofessional and affects communication.
Forms of Managerial Communication
Managerial communication refers to interaction among managers and their
subordinates within an organization.

It is essential for managers to communicate with their team members and vice a versa to
ensure maximum productivity and peace at workplace.

Communication generally takes place as:

Downward communication - Flow of information from managers to employees

Upward Communication - Flow of information from employees to managers

If you want to learn more about forms of communication, you don’t need to look too far.
Different types of communication skills can be easily observed in the workplace itself. The
way you interact with your colleagues will be different from the way you communicate
with, say, the CEO of the organization. From the way you hold yourself when giving a
presentation to how you write an email also constitutes different types of communication.
Let’s answer the question, “what are the types of communication skills?” to get a better
understanding. Explore the forms of communication and different types of skills below:

1. VERBAL COMMUNICATION
Do you know that communication and productivity are interlinked? Every successful
organization instills a culture of effective verbal communication. Verbal communication
helps deliver messages quickly. It helps employees receive clear directions and rewards
good performance with prompt appreciation. All this boosts the morale and, hence, the
productivity of employees.
Remember the attendant at your bank branch who gives clear instructions, and is calm,
patient, and supportive. That’s because she possesses excellent verbal communication
skills. You can improve your verbal communication skills by developing active listening
skills and confident body language. You can learn the ABC (affective, behavioral, and
cognitive) of active listening by taking Harappa Education’s Listening Actively course.

2. NONVERBAL COMMUNICATION
Have you ever watched a Kathakali performance? This classical Indian dance form portrays
mythological stories. The performance embodies three types of characters: the virtuous,
those with grey shades and those who are evil. These characteristics are expressed through
postures, gestures, and facial expressions.
Nonverbal communication delivers a message without the use of words. Nonverbal cues
through body language, facial expressions, and tone of voice are given and interpreted in
this form of communication. A shrug of the shoulders could indicate indifference while
waving of hands could be enough to say goodbye and a simple nod may show acceptance.
3. WRITTEN COMMUNICATION
Written communication is one of the most trusted types of communication. Emails,
business letters, project proposals, blogs, books, brochures, and websites are examples of
written communication. This type of communication can be edited, revised, and changed to
optimize quality. It can also be kept as a record or proof for further reference.
Enrolling in Harappa Education’s Writing Proficiently course that teaches the SCQR
(Situation, Complication, Question, and Resolution) Storytelling Framework can help you
master the art of storytelling in your written communication.

4. VISUAL COMMUNICATION
Visual communication is a graphic representation of ideas. Visuals are created with the
help of art, drawings, sketches, charts, graphs, infographics, or videos.
Remember the superhit Amul advertising campaign? One of the longest-running creative
campaigns, it is an excellent example of visual communication. The Amul Girl is much-loved
and the tagline ‘Utterly Butterly Delicious’ is an all-time hit. Over the years, Amul ads have
commented on social issues, politics, global affairs, films, sports, and other topics with ease.

5. FORMAL COMMUNICATION
A business meeting, a legal document, a real estate agreement, and an appointment letter
are all examples of formal communication. Formal communication is done through defined
channels backed by certain organizational procedures. Formal language and the use of
jargon are hallmarks of this type of communication. The communication usually follows a
predefined format or structure.
These are some advantages of formal communication:
 It streamlines processes saving you time and effort that would’ve been spent if you
communicated over text
 It increases work efficiency because everyone’s on the same page about work that
needs to be done
 It creates documented records because it’s essential to have a paper trail for
important tasks
 It reaches the target audience in time without the message being filtered or
something getting left out
These are the different types of communication skills you’ll need in the workplace. Active
listening and storytelling are some other skills that can help you streamline and establish
communication processes. Whatever the form of communication, what you need to keep in
mind is the purpose of your communication, your audience and your message. An in-depth
analysis into what you’ll be communicating and how will help you streamline your process.