Unit 4professional Ethics

MADHUBALA INSTITUTE OF COMMUNICATION & ELECTRONIC
MEDIA
(Guru Gobind Singh Indraprastha University, New Delhi)
BACHELOR OF JOURNALISM (MASS COMMUNICATION)
BAJ(MC): 2016-17
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UNIT 4 BAJ (MC) 107
Unit IV Professional Ethics
Lesson 1 Page No.
Importance of Time Management for Media 101
Lesson 2 110
Significance of Team Work and Leadership
Lesson 3 118
Decision Making, Problem Solving Techniques and Supportive

Supervision
Lesson 4 125
Managing Peer Relationships and Non-Violent Conflict

Resolution
101
BAJ (MC) 107 Unit 4, Lesson 1
Lesson 1 Importance of Time Management for Media

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STRUCTURE
1.0 Objectives
1.1 Introduction
1.2 Definition of Time Management
1.3 Time Management Tools
1.4 Summing Up
1.5 Possible answers to Self-Check Questions
1.6 Terminal Question
1.7 Suggested Further Readings
1.8 Keyword
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1. Importance of Time Management for Media

___________________________________________________________________
In Unit 4 of the course "Personality Development", we shall discuss importance of
professional ethics as an integral part of our personalities. Over the four lessons of
this unit we shall study time management, problem solving techniques etc. In this
lesson we shall discuss importance of time management.
__________________________________________________________________
1.0 Objectives
After going through this lesson you should be able to :
 Define time management

 Understand benefits of time management
 Understand time management tools
__________________________________________________________________
1.1 Introduction
Time can simply be defined as a dimension within which things change .
Webster defines time as a period during which action or process continues. Time
management is commonly defined as the various means by which people effectively
use their time and other closely related resources in order to make the most out of it.
1.2 Definition of Time Management

Time management means taking an active role in choosing how time is used,
as opposed to just letting things happen or allowing others to plan. It also implies
that there is a degree of decision‐making involved, which can include setting goals
and priorities, manipulating resources, monitoring progress, and taking
responsibility for the outcome.
The concept of time management involves how you plan, control, regulate, and
schedule your time.
Time management refers to how you plan, control, regulate and schedule your time.
The ways in which you spend your time, and what you accomplish with it are a
reflection of your current time management skills. Time management plays an
important role in helping you reach your goals and accomplish more out of life.
Benefits of Time Managements
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The main benefit of effective time management is that it can drastically

improve the quality of your life. Let's look at a few common problems that can be
solved with effective time management.
1. Reduce frustration and Anxiety: Many of the frustrating situations can be

avoided with effective planning and organizing techniques. When you have
overcome frustration, it is a lot easier to release the full power of your
creativity and productivity.
2. Get a sense of achievement and piece of mind: Much of dissatisfaction and
anxiety comes from that you are not sure where you are going, or you feel like
you are going nowhere. Effective time management includes smart goal
setting techniques, which will help you to realize where you are going and to
see the optimal path there.
3. Open yourself to more satisfaction: We are often burdened by subconscious
guilt for those undone things we think we should be doing or should have
done. With effective time management you learn to overcome procrastination
and you learn to prioritize. This will keep you feeling that you did most of the
important things you possibly could do. That makes you more confident and
decisive in your choices, leaving less space for guilt or unsatisfaction.
4. Increase your energy level: The undone things circulating in your mind cost
you much more time and energy than the things you have done or are doing.
With effective time management you get organized and unclutter your mind
from those energy drains of unhandled things and "unfinished businesses".
You will experience much higher energy level.
5. Get more of quality time: There are many things that don't get you much
forward, but you still have to do them to survive. Take eating for example.
Those maintenance tasks are a significant part of your total time spendings.
Learn how to organize them more efficiently and you will get more time for
making progress or enjoying life.
1.3 Time Management Tools

Time management starts with the commitment to change. Time management
is easy as long as you commit to action. You can train others and improve your own
time management through better planning; prioritising; delegating; controlling your
environment; understanding yourself and identifying what you will change about your
habits, routines and attitude, conditioning, or re-conditioning your environment.
Keys to Successful Time Management
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1. Self knowledge and goals: In order to manage your time successfully, having
an awareness of what your goals are will assist you in prioritizing your
activities.
2. Developing and maintaining a personal, flexible schedule: Time management
provides you with the opportunity to create a schedule that works for you, not
for others. This personal attention gives you the flexibility to include the things
that are most important to you.
Strategies on using Time:
 Develop blocks of study time

 Schedule weekly reviews and updates
 Prioritize assignments
 When studying, get in the habit of beginning with the most difficult subject or
task
 Develop alternative study places free from distractions • to maximize
concentration • Use your time wisely • Think of times when you can study
"bits" as when walking, riding the bus, etc. • Review studies and readings just
before class • Review lecture material immediately after class (Forgetting is
greatest within 24 hours without review) • Schedule time for critical course
events Papers, presentations, tests, etc.
Steps to Manage Time Effectively

Turning Your Time into a Schedule
 It helps you to become aware of how you are currently spending your time.
Once this determination is made, regardless of your current situation, you can
take action to make improvements.
 A good tool to monitor your time is a day-planner that breaks down each day
into certain time increments. Day-planners are readily available in bookstores or
you can easily create your own day-planner.
Prioritizing
 Your time is finite (there are only 24 hours in a day, after all) and finding a
way to work in all the things you need and want to do can be a challenge.
 Add deadlines to this and it becomes even more complicated. This is why
people who manage their time wisely focus on deciding what tasks or projects
should be scheduled, done first, or given a higher degree of importance when
scheduling their time. Assigning relative importance or priority is called
prioritizing.
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a. The Time Management Matrix

 it can help you focus your time and energy on what’s most important and
avoid those activities that are less important or not important.
 While that’s a great strategy for making decisions about prioritizing concrete
tasks, it is an invaluable guide for the much larger issue of realizing the life
goals you have and will set for yourself
Let’s examine the individual quadrants of the Time Management Matrix:
Quadrant I: Urgent and Important
 These tasks or activities must be done immediately and they are important;
they also tend to cause stress.
 Ignoring activities in this quadrant can cause problems that range from
serious (jeopardizing your life goals) to life-threatening.
 Examples: an engine warning light on the dashboard of your car, dangerously
high blood pressure, an emotionally or physically abusive relationship, writing
the final paragraph of your term paper (which is due tomorrow), etc.
 Strategy: Deal with it NOW!
Quadrant II: NOT Urgent but Important
 These tasks or activities which need not be done immediately, but are
important to you and your life goals—they lead to value in your life.
 Because the benefit for time spent on these activities tends to be long-term, it
is easy to ignore them and think that you’ll get to them eventually.
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 But in order to attain the value linked to these activities, you must plan and
commit both the time and effort the activities require.
 Examples: your college education, friendships, physical exercise, working on
your life vision
 Strategy: Pare down the other quadrants (I, III, and IV) by expanding this one.
This will lead to a rich life of rewarding and value-laden experiences. Covey
expresses it as, “the key is not to prioritize your schedule, but to schedule
your priorities.”
Quadrant III: Urgent but NOT Important
 These tasks or activities which need to be done or dealt with immediately, but
are unimportant to you and your life goals.
 Because we are attuned to responding to urgency, we tend to deceive
ourselves (or others) into believing that urgency itself indicates what is
important. It is possible to spend a life dealing with urgent, yet unimportant
activities.
 Examples: some job-related activities (the meeting that accomplishes little),
the political pollster ringing your doorbell, the friend who calls to chat when
he or she is bored, the ringing phone with a telemarketer on the other end,
waiting for the cable repairman to show up, etc.
 Note that an activity which would otherwise qualify as a Quadrant III activity
can be changed to a Quadrant I activity, if you are engaged in the activity
because it is important to someone else and they or their judgment are
important to you. For instance, participating in that business meeting that
doesn’t accomplish much can be a Quadrant I activity if your manager wants
you to be there and you want to keep your job. The same can be said for
many school-related activities such as passing an elective course. That
particular course may not be important to you personally, but because it is
important to those in charge of granting your degree (which IS important to
you), the fact that it is important to them makes it important to you.
 Strategy: As much as possible, delegate these tasks. If you cannot delegate
them, find a way to get out of them or get them done quickly.
Quadrant IV: NOT Urgent and NOT Important
 These are tasks or activities which need not be done immediately (if
ever), and are not important to you and your life goals—they are the very
definition of wasted time.
 Time spent on activities in this quadrant is time not spent on either urgent
OR important activities and can lead to feelings of regret.
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
Examples: watching mindless TV, playing video games, aimlessly surfing
the net, etc.
 Strategy: Only engage in these activities when everything else is done.
Or, better yet, drop them completely.
b. Learning Action Priority Matrix: Impact and Effort
Action Priority Matrix is somewhat similar to the Time Management Matrix, though it
is used for a different purpose. Use the Action Priority Matrix to help you decide what
type of task is the most rewarding and efficient use of your time, as you strive to
meet your goals. The Matrix can also be used as a way to take your time
management pulse—to see what kinds of projects or tasks take up the majority of
your time.
Impact (the vertical axis)
 Is the degree to which the task will advance your goals. If your goal is earning
a high grade on a math test, a high-impact task might be reviewing your
graded assignments and practicing any problems where you made mistakes.
 For the same goal of a high grade on a math test, a low-impact task might
include sharpening a couple of extra pencils for use during the test. Or, in the
words of Henry David Thoreau, “It’s not enough to be busy, so are the ants.
The question is, what are we busy about?”
Effort (the horizontal axis)
 Is the amount of time and energy required to accomplish a task.

 Sharpening pencils is generally
a low-effort task (unless you
don’t have a pencil sharpener).
Creating a table of the types of
errors you find yourself making
when solving math problems,
on the other hand, is a much
higher-effort task.
Tips for using the Action Priority Matrix:
 Create a version of the Matrix that has space in all four squares where you
can write down tasks that you need or want to accomplish
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 Keep your Matrix with you so that you can add tasks as they occur to you
 Remember that the Matrix doesn’t tell you what you should do; it is only a
tool to help you categorize your activities so that you can decide the most
efficient and impactful use of your time.
Self Check Questions
1. Time management starts with the _____________________ to change.

2. Time management means taking an active role in choosing how _________is
used.
________________________________________________________________
1.4 Summing Up
Time management refers to how you plan, control, regulate and schedule
your time. The ways in which you spend your time, and what you accomplish with it
are a reflection of your current time management skills. Time management plays an
important role in helping you reach your goals and accomplish more out of life.
1. Commitment
2. Time
1. Define time management.
2. Discuss the benefits of time management.
3. Discuss the tools for effective time management.
1. Singh, Abha (2012). Behavioural Science: Achieving Behavioural Excellence for

Success: Wiley India Private Limited.
2. Sharma, S. (2013). Body language and Self-Confidence. Jaipur: Sublime
Publications.
3. Hurlock, E. B. (1973). Personality Development. New York: McGraw-Hill.
1.8 Keyword
1. Time Management : Time management means taking an active role in choosing

how time is used, as opposed to just letting things happen or allowing others to plan
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Lesson 2 Significance of Team Work and Leadership

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STRUCTURE
2.0 Objectives
2.1 Introduction
2.2 Definition
2.3 Theories of Leadership
2.4 Team
2.5 Types of Team
2.6 Summing Up
2.10 Keyword
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2. Significance of Team Work and Leadership
In the last lesson we had discussed importance of time management. Team work
and leadership are two pillars of successful organization. In this lesson we shall
study significance if team work and leadership.
2.0 Objective
 Define types leadership
 Define team
 Understand team building
2.1 Introduction
It is often said that “the youth of today are the leaders of tomorrow.” Leaders
in the various walks of life are very popular. The images of leaders in sports, politics,
cinema, business are brought to our notice through mass-media. Leadership is
defined as ability to influence others to achieve certain goals. A good leader can
significantly influence the behavior, attitude and performance of the followers.
All managers, in a way, are business leaders, even though management primarily
relies on formal position power to influence people whereas leadership stems from a
social influence process.
2.2 Definition
An extremely simplistic yet profoundly meaningful definition of leadership
states it as the “Phenomenon of one person influencing the thinking or action or both
of another person or groups of persons”.
Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and
coherent.
Leadership is the art of influencing and inspiring subordinates to perform their duties
willingly, competently and enthusiastically for achievement of group’s objectives.
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A common definition of leadership states that it is ‘the process through which leaders
influence the attitudes, behaviors and values of others’. As with many other ‘soft’
issues, the definition is somewhat vague in that it does not address the question of
how leaders actually conduct the process of influencing.
According to Keith Davis, “Leadership is the process of encouraging and helping

others to work enthusiastically towards objectives”.
Thus, leaders are people who are able to influence the behavior of others without
recourse to threats or other forms of force towards the individuals. Leaders are the
people who are accepted by the other individuals, as a superior person to them.
2.3 Theories of Leadership

There are many theories of leadership and important among them are the
following:
Early views of leadership described that leaders are born. According to this theory
some people are born with the traits of leadership and possess inherent properties
to become leader. Subsequently many theories were developed.
1. Trait Approach : This approach attempts to tell which personal characteristics

lead to effective leadership. It has been found that the following are major traits
of leaders:
Belief in oneself (self-confidence), along with openness to the ideas of others, a
passion for the job and a drive that set an example for others, love of people,
acceptance of others, maturity and responsibility and desire to achieve goals are
other relevant leadership traits.
2. Behavioral of Approach: It has been noted that successful leaders exhibit two
types of behaviours, task centered and employee-centered. Task orientation
relate to the quality and the quantity of work. On the other hand, employee-
centered orientation focuses on meeting the personal needs of the group
members.
3. Situational Approach: We often notice that situational variables play important
role in effective leadership. The effectiveness of a particular style of leadership
behaviour depends on the situation. As situation changes different leadership
styles become appropriate.
4. Path-Goal Approach: Path-goal theory focuses on how leaders influence
followers’ expectations. According to it leader behaviour is acceptable when
followers view it as a source of satisfaction or showing the way to future
satisfaction. The four styles of leadership identified by path-goal theory are as
follows:
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i. Directive style provides guidance to followers about what should be done

and how to do it.
ii. Supportive style is primarily concerned with establishing interpersonal
relations with the followers.
iii. Participative style believes that follower participation improves the quality of
decisions.
iv. Achievement oriented style sets challenging goals for the followers. Minimal
supervision is required with this style of leadership.
5. Charismatic Leadership : This kind of leadership focuses on the interpersonal
transaction between leaders and followers. Leaders are engaged in behaviours
that maintain a quality interaction between themselves and followers. The main
characteristics of their leaders are as follows:
 They offer an unusual or far-out vision of reality.
 They make sacrifices or take risks to further their vision.
 They use unconventional methods to achieve their goals.
 They communicate with confidence.
Charismatic leadership transforms followers by creating changes in their goals,

values, needs, belief and aspirations. They accomplish this transformation by
appealing to followers selves.
Leadership Types:
This theory of leadership divides leaders into two types, based on their methods and
outcomes:
a. Transactional Leaders: those who guide or motivate their followers in the

direction of establish goals by clarifying role and task requirements.
b. Transformational Leaders: those who inspire followers to transcend their own
self- interests for the good of the organization and are capable of having a
profound or extraordinary effect on their followers.
Leadership of groups
In the case of formal and informal groups the phenomenon of leadership is of great
importance. Leadership is said to exist, when, one person influences the thinking or
action or both of another person or group of persons. The individual exhibiting the
phenomenon is the leader. The leader of a formal group has access to de jure
power and so can reward or punish individual members to ensure compliance with
norms, commands, stipulations etc.
The leader of the informal group who is devoid of any de jure power will have to rely
on de facto power and, will, by and large, be a respected and accepted member of
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the group. The members expect the informal leader to be their spokes-person who
will work for the redressal of grievances of the group in general and its members in
particular. The members expect the leader to maintain the group as a sound
functional unit on a long term basis. The members may replace the informal leader
if found necessary.
So, irrespective of whether the group is formal or informal, the leader has to possess
required knowledge and skills and exhibit the right attitudes to facilitate group task
achievement.
It will be prudent to identify and enumerate issues and processes found in groups.
These should be of interest to those in administration as they can greatly affect level
and quality of group performance.
2.4 Team
A simple, but effective, definition of a team is: - ‘A team is a group of people
working together towards a common goal’. Team-working dynamics need to be
understood to make the most effective use of teams in your organization.
Effective Team Building
It is defined as planned interventions facilitated by a third-party consultant that

developed problem solving procedures and skills, increase role clarity, solve major
problems and improve effectiveness of work groups. Experts have clustered team-
building activities into four general types such as interpersonal process, goal setting,
defining roles and problem solving.
1. Interpersonal Process: The resolution of conflicts between and among the team
members by creating a system of open communication by providing training on
listening skills, negotiation skills etc.
2. Goal Setting: Focusing on shared understanding of the mission and goals of the
team. During this activity the team members clarify general goals and define
specific tasks and sub goal to be accomplished within a specific time with set
measurement criteria and reporting mechanisms.
3. Defining Roles: The members must define the roles without any ambiguity and
ensure that instructions are very clear. The responsibilities, norms and
expressions and requirements of each role are clarified.
4. Problem Solving: The member must identify the problem and must follow steps
such as gathering and analyzing data, finding causes, understanding solutions,
choosing solutions, planning an action and implementing and evaluating the
action.
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2.5 Types of Teams

There are four common types of teams:
1. Problem-solving Teams: The primary goals of these teams are improving

quality, efficiency and the work environment. The members share ideas or offer
suggestions about how work process and methods can be improved. Quality
circles are one of the problem solving teams where the work group members
meet regularly to discuss and solve problems. The team members use tools and
techniques to examine these problems and to present to management solutions
and the costs and benefits of solving a problem.
2. Self-managed Teams: This refers to a team of employees who perform highly
related or inter-dependent jobs and to take on many of the responsibilities of their
former supervisors. Typically this includes planning and scheduling of work,
assigning tasks to members, collective control over the pace of work, making
operating decisions and taking action on problems. Self-managed teams meet
their own goals and measure their own performance once top management sets
the overall objectives. Fully self-managed work teams even select their own
members and have the members evaluate each other’s performance.
3. Cross-functional Teams: This refers to a type of teams where employees from
about the same hierarchical level, but from different work areas, who come
together to accomplish a task. Examples of Cross functional include task force to
resolve emergency cases, committee composed of members from across
departmental lines etc.
4. Virtual Teams: Teams that use computer technology to tie together physically
dispersed member in order to achieve a common goals. They allow people to
collaborate on-line using communication links such as wide area networks, video
conferencing or e-mail. The three primary factors that differentiate virtual teams
from face to face teams are:
 the absence of Para verbal and non- verbal cues
 limited social context and
 the ability to overcome time and space constraints.
In virtual teams the members will never have an opportunity to have an access of
Para language and non-verbal communication. And also suffer social support
and less direct interaction among members.
Difference between Groups and Teams:
Group: A group that interacts primarily to share information to make decision to help
each group member perform within his or her area of responsibility. Work groups
have no need or opportunity to engage in collective work that requires joint effort.
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Team: A group whose individual effort results in a performance that is greater than
the sum of the individual inputs. A team gets a greater degree of individual
commitment towards the common shared goal. The efforts of the team members
result in more synergy and may achieve a better total performance.
Self Check Questions

1. _____________________is the process of encouraging and helping others to
work enthusiastically towards objectives
2. __________________ is a group whose individual effort results in a performance
that is greater than the sum of the individual inputs.
3. A __________that interacts primarily to share information to make decision to
help each group member perform within his or her area of responsibility.
___________________________________________________________________
2.6 Summing Up
Leadership is an integral part of management and plays a vital role in

managerial operations. If there is any single factor that differentiates between
successful and unsuccessful organizations, it could be considered as dynamic and
effective leadership. Perhaps, it would be a valid assumption to state that the major
cause of most business failures would be ineffective leadership. All managers, in a
way, are business leaders, even though management primarily relies on formal
position power to influence people whereas leadership stems from a social influence
process. However, management is an integral component of technical as well as
social processes.

1. Leadership
2. Team
3. Group
1. Define leadership. Discuss therories if leadership
2. Define team. Discuss the steps required for team building.

1. Singh, Abha (2012). Behavioural Science: Achieving Behavioural Excellence
for Success: Wiley India Private Limited.
Publications.
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2.10 Keyword
1. Charismatic Leadership : This kind of leadership focuses on the interpersonal

transaction between leaders and followers
2. Team: A group whose individual effort results in a performance that is greater
than the sum of the individual inputs.
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Lesson 3 Decision Making, Problem Solving Techniques

and Supportive Supervision
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STRUCTURE
3.0 Objectives
3.1 Introduction
3.2 Decision Making and Problem Solving
3.3 What is Supervision?
3.4 Summing Up
3.8 Keyword
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3. Decision Making, Problem Solving

Techniques and Supportive Supervision
___________________________________________________________________
In the last lesson we had discussed importance of leadership and team. Team work
and leadership are two pillars of successful organization. In this lesson we shall
study importance of decision making, supportive supervision and various problem
techniques.
3.0 Objective
 Define decision making

 Define supportive supervision
3.1 Introduction
A leader is expected to plan, analyze situations, identify and solve problems
(or potential problems), make decisions, and set realistic and attainable goals for the
unit. These are the basic traits of a leader as it provides vision, purpose and define
goals. Decision-making and problem-solving are basic ingredients of leadership.
3.2 Decision Making and Problem Solving

These are important tools as the leader is expected to react promptly. As
Then, when circumstances dictate a change in plans, prompt reaction builds
confidence in them. As a leader, one takes decisions not only involving ones own
self but the morale and welfare of others. Some decisions, such as when to take a
break or where to hold a meeting, are simple decisions which have little effect on
others. Other decisions are often more complex and may have a significant impact
on many people. Therefore, having a decision making, problem-solving process can
be a helpful tool. Such a process can help you to solve these different types of
situations. Within business and the military today, leaders at all levels use some
form of a decision-making, problem-solving process. There are at least several
different approaches (or models) for decision-making and problem solving.
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Seven-Step Problem-Solving, Decision-Making Process
Having a logical thought process helps ensure that you will not neglect key factors
that could influence the problem, and ultimately your decision. In fact, you should
always apply a clear, logical thought process to all leadership situations that you
encounter. The seven-step process is an excellent tool that can guide you in solving
problems and making those sound and timely decisions. The seven steps are:
1. Identify (recognize/define) the problem: being able to accurately identify the

nature of a problem is a crucial undertaking. All leadership problems, whether
they involve a work-related situation or a counseling session, are exploratory in
nature — that is, leaders do not always identify the right cause of a problem or
develop the best plan. In fact, two of the most common errors of leaders are
identifying the wrong problem and identifying the wrong causes of a problem.
2. Gather information (facts/assumptions): If leaders are given false

information, it may lead them to incorrect problem identification and to incorrect
assumptions about the causes of a problem. Then, if leaders fail to determine
the true source of a problem, they may develop an inadequate plan. Learn to
identify the real problems. Consider all angles. Learn to seek only accurate
information that leads to the real causes of a problem. To ensure that
information is accurate, question its validity.
3. Develop courses of action (solutions): Then, they must consider the courses
of action that will be most likely to succeed. Even though leaders may use the
right problem-solving process, incorrect problem identification can lead to the
wrong decision.
4. Analyze and compare courses of action (alternatives/solutions): The next
step is to determine which course of action will best solve the problem.
Therefore, leaders should develop as many advantages and disadvantages for
each course of action as possible. Then, they must objectively and logically
analyze the advantages and disadvantages of each one against the advantages
and disadvantages of the others.
5. Make a decision; select the best course of action (solution): After you have
carefully analyzed the possible courses of action using all available information,
consider your intuitions and emotions. The decision-making process is not a
purely objective, mathematical formula. The human mind does not work that
way, especially under stress. Instead, the mind is both rational and intuitive, and
since the decision-making process is a thought process, it is also both rational
and intuitive.
6. Make a plan: that includes who would do what, when, where, how, and why. Be
as specific as time permits, but do not leave out vital information that could
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prevent mission accomplishment. Plus, ensure that you specify the what, when,
where, how and why for all personnel or elements under your authority.
7. Implement the plan (assess the results): you must put the plan into action,
then evaluate it to ensure that the desired results are being achieved. Evaluation
is often a neglected step in the decision-making process The key to evaluation
is to seek feedback constantly on how your plan is doing. Get feedback from
subordinates. Go to the point of the action and determine first hand if the plan is
working or not. If not, determine why not and take immediate action to correct
the plan.
3.3 What is Supervision?
There are several interpretations of the term "supervision", but typically

supervision is the activity carried out by supervisors to oversee the productivity and
progress of employees who report directly to the supervisors. For example, first-level
supervisors supervise entry-level employees. Depending on the size of the
organization, middle-managers supervise first-level supervisors, chief executives
supervise middle-managers, etc. Supervision is a management activity and
supervisors have a management role in the organization.
What Do Supervisors Do?
Supervision of a group of employees often includes
1. Conducting basic management skills (decision making, problem solving,

planning, delegation and meeting management)
2. Organizing their department and teams
3. Noticing the need for and designing new job roles in the group
4. Hiring new employees
5. Training new employees
6. Employee performance management (setting goals, observing and giving
feedback, addressing performance issues, firing employees, etc.)
7. Conforming to personnel policies and other internal regulations
Supportive Supervision
Supportive supervision is a process of helping staff to improve their own work

performance continuously. It is carried out in a respectful and non-authoritarian way
with a focus on using supervisory visits as an opportunity to improve knowledge and
skills of health staff.
Supportive supervision encourages open, two-way communication, and building

team approaches that facilitate problem-solving. It focuses on monitoring perform-
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ance towards goals, and using data for decision-making, and depends upon regular
follow-up with staff to ensure that new tasks are being implemented correctly.
Controlling supervision versus supportive supervision
Control approach Supporting approach

 Focus on finding faults with  Focus on improving performance
individuals. and building relationships.
 Supervisor is like a  More like a teacher, coach,
policeman. mentor.
 Episodic problem-solving.  Use local data to monitor
 Little or no follow-up. performance and solve problems.
 Punitive actions intended.  Follow up regularly.
 Only support provided.
Setting up a supportive supervision system
The three main ’ Rs’ for an effective supportive supervision system are :
1. Right supervisors — a core set of supervisors, well

trained on supportive supervision techniques and with updated information
and skills on immunization issues.
2. Right tools — availability of training materials and job aids to update
skills of health workers during supervision visits, and checklists and forms for
recording recommendations and following up.
3. Right resources — sufficient vehicles, time allocated for supervision
and follow-up.
Supervising to Achieve Desired Results
Supervision is a vital aspect of communication. It means keeping a grasp on the

situation by ensuring that subordinates properly perform their duties and implement
unit plans and policies. Supervision includes:
 Setting the example.

 Specifying the goal, objective, or standard.
 Delegating authority/fixing responsibilities.
 Coordinating efforts and activities.
 Resolving conflicts with peers/subordinates.
 Inspecting and evaluating.
 Providing feedback.
122
Over supervision vs. Under supervision
There is a narrow line that determines the levels of adequate supervision. On one
side of the line is over supervision; on the other side is under supervision. Over
supervision can stifle initiative, make subordinates resentful, undermine trust, or
undermine delegation of authority. On the other hand, under supervision can lead to
mission failure, especially in cases where the leader’s intent was not fully
understood, or where there was disorganization or a lack of coordination between
units. Under supervision can also make leaders look as though they do not care.
Both extremes can lead to resentment and low morale.
Evaluating is a part of supervising that means judging the worth, quality, value, or
significance of people, ideas, or things. Evaluation includes: ·
 Looking at the way subordinates accomplish a task.

 Performing all types of firsthand checks and inspections.
 Assessing, gathering information, and asking subordinates questions.
 Obtaining feedback on how well something is being done.
 Interpreting feedback by asking: “Does the feedback indicate the plan will
succeed?” or “Does it indicate the need for a modification or a major change
in plans or policies?”
Self Check Question
1. _________________supervision is a process of helping staff to improve their

own work performance continuously.
2. _____________focus on finding faults with individuals.
3. ______________is a part of supervising that means judging the worth,
quality, value, or significance of people, ideas, or things.
________________________________________________________________
3.4 Summing Up
Problem solving and decision-making are important skills for business and
life. Problem-solving often involves decision-making, and decision-making is
especially important for management and leadership. There are processes and
techniques to improve decision-making and the quality of decisions. Decision-
making is more natural to certain personalities, so these people should focus
more on improving the quality of their decisions. People that are less natural
decision-makers are often able to make quality assessments, but then need to be
more decisive in acting upon the assessments made.
123

1. Supportive
2. Control Approach
3. Evaluating
1. Define decision making and problem solving.

2. Discuss the seven step decision making and problem solving
process.

1. Singh, Abha (2012). Behavioural Science: Achieving Behavioural Excellence
for Success: Wiley India Private Limited.
Publications.
3.4 Keyword
1. Evaluating is a part of supervising that means judging the worth, quality,

value, or significance of people, ideas, or things
124
Lesson 4 Managing Peer Relationships and Non-Violent

Conflict Resolution
___________________________________________________________________
STRUCTURE
4.0 Objectives
4.1 Introduction
4.2 Managing bosses and Working with Boss
4.3 Managing and Working with Peers
4.4 Conflict
4.5 Conflict Management Techniques
4.6 Preventing Conflict
4.7 Resolving Behavioural Conflict
4.8 Summing Up
4.12 Keyword
125
4. Managing Peer Relationships and Non violent Conflict

Resolution
___________________________________________________________________
In the last lesson we had discussed importance of decision making, problem solving
techniques and supportive supervision. In this lesson we shall study importance of
peer relationships and conflict resolution techniques.
4.0 Objective
 Understand boss
 Managing peers
 Define conflict
 Understand methods of conflict resolution
4.1 Introduction
Successful leaders and managers manage in all three directions at the same
time; downwards–their subordinates, upwards–their bosses, and horizontally–their
peers. To become a successful leader, the skills of managing self and managing a team
are to be complemented by skills of managing bosses and peers, an overlooked aspect
of leadership.
4.2 Managing bosses and Working with Boss

Managing bosses and peers is referred to as managing up (bosses) and across
(peers) in literature. One always has a boss or bosses at every level of one's work from
entry upto the top. At the top level, boss may be a bureaucrat or a minister or a chair of
the governing board. One needs to deal with their expectations, needs, and demands.
Managing up is the process of consciously working with your boss to obtain the best
possible results for you, your boss, and your organization. It is understanding your
boss's position and requirements and making yourself known as a stellar employee by
exceeding her expectations and needs.
Failure to manage the boss often results in misunderstandings, wastage of time and
efforts, inability to convert one's ideas into action, lack of promotion, and reduced
influence within and outside the organization.
126
Building Symbiotic Relationship with Your Boss
1. “Know him.” One needs to observe the boss's way of working, behavior, and
communication and understand what is expected of oneself and what one would
expect if one is in the boss's position. The following points summarize the
approach to manage the boss for a win-win situation for self, the boss, and the
organization. Know your boss and build on to complement his/her skills
2. Know boss's priorities: It is critical to meeting boss's needs. Priorities change and
it is important to talk to the boss regularly. The boss will be glad that you are
interested in his/her priorities and might ask for your support in achieving these.
3. Know boss's strengths/weaknesses to build on: If you are aware of the strengths
and weaknesses of the boss, you can tap into the strengths for your benefit and
parallel work toward to benefitting the boss by supporting the weaknesses.
4. Know your boss's reputation In your organization and sector: If the boss
manages up well, he/she is well-regarded. You can build this reputation to
achieve team objectives.
Effective communication with your boss
Know the boss's preferred way to receive information. Some prefer to read and others
hear. If the boss prefers reading, write an e mail or a formal letter as the situation
demands. If the boss prefers to hear, then go prepared for a brief chat. In both the
cases, if the boss is analytical, substantiate your arguments with evidence (facts and
figures). Keep the following in mind:
 Keep the boss briefed on your activities

 Keep the boss always updated on the activities you are handling and major
events in your work or your department/team so that there are no surprises.
 Request feedback on the activities you are involved in.
 Complement flagging problems with solutions for problem solving. When
problems arise, it is good to flag them. However, do the ground work and suggest
solutions to address the problems.
 Look at issues from boss's point of view
 Imagine yourself in the boss's shoes when you think about issues you want to
flag with the boss.
 Provide feedback: It is a difficult task. As one moves up, honest feedback
becomes rare, hence it will help the boss, if you can provide an honest feedback.
It is important to avoid unsolicited feedback.
 Be an effective member of your boss's team
 Keep a good attitude
127
 Do the best job you can

 Keep your mind and efforts focused on top performance.
 Be honest and trustworthy while dealing with your boss.
 Seek new responsibilities
 Keep learning
 Keep asking relevant questions, if something is not clear. This is refreshing to the
team and makes you more interesting to work with. Your boss will enjoy having
you on the team and feel like it improves everyone's work.
4.3 Managing and Working with Peers

Managing peers is important in today's world. One needs to collaborate with
peers to get work done and remain effective in an organization. Managing across in the
organization is important to increase your power in your organization. It tests your ability
to build trust and to influence organizational power with your colleagues. Everyone's
had a taste of managing across while working in groups but this skill becomes essential
when you are part of a management team. The success of an organization depends on
how well the management team works together or in other words, how well it manages
across. The ways to manage peers are different from the ones used for your
supervisees and supervisors. These include setting mutually beneficial goals;
establishing ones credibility, persuasion skills, and the ability to tap into ones network.
The skill needed to strengthen managing across is emotional intelligence: Self-
awareness, self-regulation, motivation, empathy, and social skills. This will help better
understand ones own–and others–priorities, pressures, and work styles.
The following help in improving effectiveness of managing across in the organization:
1. Identify centers of power and influence in the organization and associate with
them to increase sphere of ones own influence.
2. Maximize team efficiency with colleagues of similar rank in your institution.
3. Seek out information about the goals and pressures of the individuals you have
identified in the first two activities.
4. Manage and lead more fluidly and efficiently across departments, across
divisions, and across sister institutions.
Skills Common to Strengthen Managing Bosses and Peers
1. These skills include

2. Effectively deal with disagreements and conflict
3. Conflict and disagreement is inevitable when you work in a team. People have
different viewpoints, and openness to accept different viewpoints adds value to
the team's work. Whenever there is a sense of disagreement, one can choose to
ignore it, complain about it, blame someone for it, or try to deal with it through
128
hints and suggestions; or you can be direct, clarify what is going on, and attempt
to reach a resolution through techniques like negotiation or compromise.
4. Active listening is an important skill in addressing conflicts for a leader and a
referee in conflict resolution.
Managing peers and bosses is equally important if not more to managing a team.
Inability to manage bosses and peers effectively results in loss of influence within the
organization, frustration, may cost promotions and opportunities. The good relationship
between supervisor and supervisees can be described as symbiotic which benefits
both. Unfortunately this important aspect of leadership and management does not
receive the attention it deserves.
For managing bosses, it is not only important to know the boss's strengths and
weaknesses but also be aware of one's own. The goals and objectives of the supervisor
and supervisees need to overlap with that of the organization. An effective and good
relationship with peers is very important to achieve goals and to get work done
effectively within the organization.
4.4 Conflict
Human beings experience conflict in their everyday life. Hence organizations are
not free of it. Conflict has considerable influence on individual and organizational
performance. Therefore conflict management is very very necessary. According to Kolb
and Bartinek, “conflict can be a disagreement, the presence of tension, or some other
difficulty within or between two or more parties.
Types of Conflict
1. Intrapersonal Conflict: When conflict occurs within an individual, it is called

intrapersonal conflict. It occurs in three ways.
a. Approach-Approach Conflict-Here an individual must choose between two
alternatives which have expected positive outcome.
b. Avoidance-Avoidance Conflict- Here an individual must choose between two
alternatives which have expected negative outcome.
c. Approach-Avoidance Conflict- Here an individual must decide whether to do
something that is expected to have both positive and negative outcome.
2. Interpersonal Conflict: When conflict occurs in between individual to individual
it is called interpersonal conflict.
3. Intra-group Conflict: When conflict occurs within one group, it is called intra-
group conflict.
4. Intergroup Conflict: When conflict occurs amongst different groups, it is called
intergroup conflict. It occurs in three ways.
129
a. Vertical Conflict-It refers to conflicts that occur between individuals at

different levels. Conflict between the superior and subordinate is an example
of vertical conflict.
b. Horizontal conflict-It refers to tensions between employees or groups at the
same hierarchical level. Horizontal conflict occurs because of
interdependence among the parties concerned in the work situation.
c. Line & Staff Conflict- It refers to the conflicts that arise between those who
assist or act in an advisory capacity (staff) and those who have direct
authority to create the products, process, and services of the organizing
(line).
4.5 Conflict Management Techniques

The various strategies for minimizing and resolving conflicts can be classified into
five categories:
a. Avoidance,
b. Accommodating,
c. Compromise,
d. Competition and
e. Collaboration.
a. Avoidance: This strategy involves a general disregard for the causes of the
conflict and the person might diplomatically sidestep a conflicting issue,
postpone addressing it till later, or withdraw physically or psychologically from a
threatening situation. Avoiding mode is used when the individual is both
unassertive and uncooperative – that is, the person has a very low concern for
his own and his opponent’s needs. The individual follows the following three
methods
i) Non-attention: The manager totally avoids or ignores the dysfunctional
situation. Individuals tend to “look the other way” or disregard hostile
action in hopes that the situation will resolve itself in time
ii) Physical separation: It involves moving conflicting groups physically apart
from each other. The rationale is that if the groups cannot interact, conflict
will diminish.
iii) Limited interaction: Groups are allowed to interact only on formal
situations.
b. Accommodation: Accommodation is a negotiation style where one party is
willing to oblige or adapt to meet the needs of the other party. That party that
accommodates loses and the other party wins. Accommodation is useful for
negotiation on minor matters. The negotiation parties may not look for creative,
new solutions. Accommodation might take the form of selfless generosity, or
130
obeying another’s order rather unwillingly or giving in to another person’s point of

view. In all these cases, the individual neglects his or her own concern to satisfy
the concerns of their other party. There is an element of self-sacrifice.
c. Competition: Competition occurs when one party negotiates to maximize its
results at the expense of the other party’s needs. Competition leads to one party
gaining the advantage over the other. One party wins while the other party loses.
Although it is quick and can be used as counter against another person, this
option usually produces a win-lose result. Competing is a power oriented mode
of resolving tensions and one uses whatever power one has or can muster such
skills, knowledge, abilities, rank being well-connected etc. to win.
d. Compromising: Compromise is the settlement of differences through
concessions of one or both parties. In compromising, the party tries to find some
expedient, mutually acceptable solutions with partially satisfies both parties,
though neither is fully satisfied. A compromising stance addresses the issue
without avoiding it, but does not explore the alternative in a way that would be
completely satisfying to both parties as in the case of collaboration.
Compromising involves “splitting the difference”, exchanging concessions and
seeking quick middle-ground solutions.
e. Collaboration: Collaboration occurs when people cooperate to produce a
solution satisfactory to both. Collaborating involves an attempt to work with the
other person to find solutions that would be satisfying to both parties. Here, the
underlying concerns of both parties are explored in depth, the disagreements
examine in detail and resolutions arrived at by combining the insights of both the
parties. A creative solution usually emerges because of the joint efforts of both
the parties who are keen on both gaining from the situation without hurting the
other.
4.6 Preventing Conflict

Except in very few situations where the conflict can lead to competition and
creativity so that in such situations the conflict can be encouraged, in all other cases
where conflict is destructive in nature, it should be resolved as soon after it has
developed as possible, but all efforts should be made to prevent it from developing. •
Some of the preventive measures that the management can take, according to Schein
are:
a) Goal structure: Goals should be clearly defined and the role and contribution of
each unit towards the organizational goal must be clearly identified. All units and the
individuals in these units must be aware of the importance of their role and such
importance must be fully recognized.
131
b) Reward System: The compensation system should be such that it does not create
individual competition or conflict within the unit. It should be appropriate and
proportionate to the group effort and reflect the degree of interdependence among units
where necessary.
c) Trust and communication: The greater the trust among the members of unit, the
more honest and open the communication among them would be. Individuals and units
should be encouraged to communicate openly with each other so that they can all
understand each other, understand each other’s problems and help each other when
necessary. d) Co-ordination: Co-ordination is the next step to communication. Properly
co-ordinated activity reduce conflict. Wherever there are problems in co-ordination, a
special liaison office should be established to assist such co-ordination.
4.7 Resolving Behavioural Conflict

Various researchers have identified five primary strategies for dealing with and
reducing the impact of behavioural conflict. Even though different authors have given
different terminology to describe these strategies, the basic content and approach of
these strategies remain the same. These are:
1. Ignoring the conflict: In certain situations, it may be advisable to take a passive role
and avoid it all together. From the manager’s point of view, it may be specially
necessary when getting involved in a situation would provoke further controversy or
when conflict is so trivial in nature that it would not be worth the manager’s time to get
involved and try to solve it. It could also be that the conflict is so fundamental to the
position of the parties involved that it may be best either to leave it to them to solve it or
to let events take their own course. The parties involved in the conflict may themselves
prefer to avoid conflict, especially if they are emotionally upset by the tension and
frustration created by it. People may intrinsically believe that conflict is fundamentally
evil and its final consequences are never good. Thus people may try to get away from
conflict causing situations.
2. Smoothing: Smoothing simply means covering up the conflict by appealing for the
need for unity rather than addressing the issue of conflict itself. An individual with
internal conflict may try to “count his blessings” and forget about the conflict. If two
parties have a conflict within the organization, the supervisor may try to calm things
down by being understanding and supportive to both parties and appealing them for co-
operation. The supervisor does not ignore or withdraw from the conflict nor does he try
to address and solve the conflict but expresses hope that “everything will work out for
the best of all.” Since the problem is never addressed, the emotions may build up
further and suddenly explode. Thus smoothing provides only a temporary solution and
conflict may resurface again in the course of time. Smoothing is more sensitive
132
approach than avoiding in that as long as the parties agree that not showing conflict has
more benefits than showing conflicts, the conflict can be avoided.
3. Compromising: A compromise in the conflict is reached by balancing the demands

of the conflicting parties and bargaining in a give and take position to reach a solution.
Each party gives up something and also gains something. The technique of conflict
resolution is very common in negotiations between the labour unions and management.
It has become customary for the union to ask for more than what they are willing to
accept and for management to offer less than what they are willing to give in the initial
stages. Then through the proces of negotiating and bargaining, mostly in the presence
of arbitrators, they reach a solution by compromising. This type of compromise is
known as integrative bargaining in which both sides win in a way. Compromising is a
useful technique, particularly when two parties have relatively equal power, thus no
party can force its viewpoints on the other and the only solution is to compromise. It is
also useful when there are time constraints.
4. Forcing: As Webber puts it, “the simplest conceivable resolution is the elimination of
the other party – to force opponents to flee and give up the fight – or slay them.” This is
technique of domination where the dominator has the power and authority to enforce his
own views over the opposing conflicting party. This technique is potentially effective in
situations such as a president of a company firing a manager because he is considered
as a trouble-maker and conflict creator. This technique always ends up in one party
being a loser and the other party being a clear winner. Many professors in colleges and
universities have lost promotions and tenured re-appointments because they could not
get along well with their respective chairpersons of the departments and had conflicts
with them. This approach causes resentment and hostility and can backfire.
Accordingly, management must look for better alternatives, if these become available.
5. Problem solving: This technique involves “confronting the conflict” in order to seek
the best solution to the problem. This approach objectively assumes that in all
organizations, no matter how well they are managed, there will be differences of
opinions which must be resolved through discussions and respect for differing
viewpoints. In general, this technique is very useful in resolving conflicts arising out of
semantic misunderstandings. It is not so effective in resolving non-communicative
types of conflicts such as those that are based on differing value systems, where it may
even intensify differences and disagreements. In the long run, however, it is better to
solve conflicts and take such preventive measures that would reduce the likelihood of
such conflicts surfacing again.
If there is a single contributory factor that helps in reducing and eliminating negative
conflict, it is "trust". Our ability to trust each other has great impact on our working lives,
on our family interactions and our achievement of personal and organizational goals. In
133
order to create trust and be trustworthy, it is necessary to avoid aggressive behaviours

and at the same time develop supportive behaviours where people are respected for
what they are or what they believe in and are treated equally without bias or prejudice.
In case, a conflict develops at any level, it should be resolved with mutual benefit in
mind.
Self Check Question
1. __________________mode is used when the individual is both unassertive and

uncooperative.
2. __________________is a negotiation style where one party is willing to oblige or
adapt to meet the needs of the other party.
3. _____________________occurs when people cooperate to produce a solution
satisfactory to both.
______________________________________________________________________
4.8 Summing Up
It is important for successful managers to understand it, have the required skills
and effectively use these to achieve self, team, and organizational goals through
building a good network within the organization. The focus in building good network with
peers and supervisor is to achieve results for everyone including that of the
organization.

1. Avoiding
2. Accommodation
3. Collaboration
1. Discuss why it important to maintain relationship with boss. Also discuss the
methods for maintaining effective relationship with boss.
2. Define conflict and discuss the types of conflict.
1. Singh, Abha (2012). Behavioural Science: Achieving Behavioural Excellence for
Success: Wiley India Private Limited.
134

Publications.
4.12 Keyword
1. Conflict can be a disagreement, the presence of tension, or some other difficulty

within or between two or more parties.
135

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MADHUBALA INSTITUTE OF COMMUNICATION & ELECTRONIC

(Guru Gobind Singh Indraprastha University, New Delhi)

BACHELOR OF JOURNALISM (MASS COMMUNICATION)

Unit IV Professional Ethics

Lesson 1 Page No.

Importance of Time Management for Media 101

Significance of Team Work and Leadership

Decision Making, Problem Solving Techniques and Supportive

Managing Peer Relationships and Non-Violent Conflict

Lesson 1 Importance of Time Management for Media

1.2 Definition of Time Management

1.3 Time Management Tools

1.5 Possible answers to Self-Check Questions

1.6 Terminal Question

1.7 Suggested Further Readings

1. Importance of Time Management for Media

 Define time management

1.2 Definition of Time Management

Benefits of Time Managements

The main benefit of effective time management is that it can drastically

1. Reduce frustration and Anxiety: Many of the frustrating situations can be

1.3 Time Management Tools

Keys to Successful Time Management

Strategies on using Time:

 Develop blocks of study time

Steps to Manage Time Effectively

a. The Time Management Matrix

Let’s examine the individual quadrants of the Time Management Matrix:

Quadrant I: Urgent and Important

Quadrant II: NOT Urgent but Important

Quadrant III: Urgent but NOT Important

Quadrant IV: NOT Urgent and NOT Important

Impact (the vertical axis)

Effort (the horizontal axis)

 Is the amount of time and energy required to accomplish a task.

Tips for using the Action Priority Matrix:

Self Check Questions

1. Time management starts with the _____________________ to change.

1.5 Possible answers to Self-Check Questions

1.7 Suggested Further Readings

1. Singh, Abha (2012). Behavioural Science: Achieving Behavioural Excellence for

1. Time Management : Time management means taking an active role in choosing

Lesson 2 Significance of Team Work and Leadership

2.3 Theories of Leadership

2.5 Types of Team

2.7 Possible answers to Self-Check Questions

2.8 Terminal Question

2.9 Suggested Further Readings

2. Significance of Team Work and Leadership

 Define types leadership

 Understand team building

Leadership is a process by which a person influences others to accomplish an

According to Keith Davis, “Leadership is the process of encouraging and helping

2.3 Theories of Leadership

1. Trait Approach : This approach attempts to tell which personal characteristics

i. Directive style provides guidance to followers about what should be done

Charismatic leadership transforms followers by creating changes in their goals,

a. Transactional Leaders: those who guide or motivate their followers in the

Effective Team Building

It is defined as planned interventions facilitated by a third-party consultant that

2.5 Types of Teams

1. Problem-solving Teams: The primary goals of these teams are improving

Difference between Groups and Teams: