Table of Contents

1 Write the major application of industrial management ?.........................................................................3

Application of Industrial Management....................................................................................................3
2,Explain in-detailand differentiate the following management theories ;scientific management ;
classical administrative,and buroucratic organization theories ;quantitative theory; contingency
theory;and system theory ?.........................................................................................................................8
Scientific Management Theory................................................................................................................8
Administrative Management.................................................................................................................10
Bureaucracy Theory...............................................................................................................................12
Modern Management Theory...............................................................................................................13
Quantitative Theory...............................................................................................................................14
Limitation of quantitative theory...................................................................................................15
Contingency Theory...............................................................................................................................15
Limitation of Contingency Approach.............................................................................................16
Systems Theory.....................................................................................................................................17
Feature/characteristics of Systems theory.....................................................................................18
Limitation of Systems theory..........................................................................................................18
3, Briefly distinguish the difference between classical and behavioral management theories ?...............21
4.discuss the difference between behavioral and modern management theory ?...................................23
5. write the difference between theoryx, theory y, theory z management approach?............................25
Theory X................................................................................................................................................25
Theory Y.................................................................................................................................................26
Theory Z.................................................................................................................................................27
6, summarize the management functions with in3-5 page?......................................................................28
Functions of Management are...............................................................................................................28
Planning.............................................................................................................................................29
Organizing..........................................................................................................................................31
Staffing...............................................................................................................................................32
Directing............................................................................................................................................33
Controlling.........................................................................................................................................34
7. list and discuss the general principles of management?.......................................................................35
 The General principles of management are..........................................................................................35
8, list and explain each types of depart-mentation in management?...................................................37
Types ofDepart mentation.....................................................................................................................37
9, what is leadership style, discuss autocratic,democratic\ participate and laissez-faire\free rein
leadership styles?......................................................................................................................................40
leadership styles....................................................................................................................................40
10, one of the basic skills of managers is communication.so, briefly explain its concepts importance
process and classification ?.......................................................................................................................42
Meaning and Nature of Communication:..............................................................................................42
Importance of effective communication skills for managers............................................................43
The Basic Communication Process........................................................................................................45
Classification of communication skill for manager................................................................................46
B. On the Basis of Flow or Direction:.................................................................................................47
C. On the Basis of Media or Expression:............................................................................................48
11.The staffing process has been representing by the following eight activities or steps so discuss each
step in detail? These are: Manpower Planning/human resource planning, Recruitment, Selection,
Induction and Orientation, Training and Development, Performance Appraisal, Transfers (promotion,
demotion, lateral transfer), Separations...................................................................................................50
1 Write the major application of industrial management ?
 Earlier, Industrial Management was mainly applied to manufacturing industries for
improving methods of productions, to develop work standards or to formulate production
control and wage policies. Later on it's use started in non-manufacturing activities such
as construction and transportation, farm and air-line operation and maintenance, public
utilities, government and military operations.
 Today also Industrial Management find major applications in manufacturing plants and
industries. In the present era of cut-throat competition at various stages of operations an
enterprise should produce goods and services keeping into consideration the requirements
and satisfaction of the potential customer.

. The objective should be to produce goods at least costs and to the maximum satisfaction of the
buyer

 Application of Industrial Management

 APPLICATION Initially the scope & application of industrial management was restricted to
manufacturing industry. Later on it spread to non- manufacturing activities such as construction
& transportation, farm and air- line operations and maintenance, public utilities govt. & military
operation

Major Application Of Industrial Management are

1 Pre- production Planning

2 Production Planning and Control

3 Total Quality Management

4 To Improve Process and Service

1 . Pre-Production Planning
 Plant Location
 Plant Layout
 . Capacity Planning .
  Selection Of Machinery And Equipments
 Machinery Handling

2 . Production Planning and Control Planning .

 Routing
 Scheduling
 Dispatching
 Controlling
3. Total Quality Management
Total Quality Management Refers to maintaining the quality of the goods produced, by setting
up a standard and checking up the produced parts as well as goods on a regular interval and if
found deviation from the standard than sending it back for maintenance so as to ensure quality,
quantity and functionality.
4. To Improve Process And Service

 Finance
 Marketing
 . Human Resource(HR)
Conclusion So we come to know that Industrial management helps industry to grow at
faster rate by giving maximum output in minimum possible cost. Ensures Best and
Maximum utilization of resources.

Application area of industrial management

 Design and development

 Plant layout and material handling
 Method Study and Work Measurement
 Production Forecasting
 Production planning and scheduling
 Proper inventory control
 Quality control
 Quality control
 Method Analysis
  Motivate workers
1. Design and development

Product design and development depends heavily on inputs from the marketing function and
several branches of manufacturing engineering.

e.g plant engineering,manufacturing engineering , including production engineering.

If the design of the production is not good from the production stand point it may require cost
adjustments to the production process in terms of equipment, material and man power.

If the design is good production costs may be low enough to substantially enhance a firm's
profit making position.

The key role of good and effective product design is rapidly becoming evident and firms
prominent in competitive market tends to exploit details of design that reduce production costs or
develop product features that allow it to appeal to a wider market.

2.Plant layout and material handling

The physical arrangement of manufacturing components and the equipmentand handling the
material during production process has considerable effect on cost of production.

The material handling system and the plant layout should be most efficient for the given
situation.

3. Method Study and Work Measurement

Method study and measurement techniques are applied to find out the relationship between
output of goods and services and input of human and material resources. If material including
scrap and waste can be accurately measured and controlled, it is possible to do so for labour
component too. The problem associated with measuringlabour efficiency are more difficult than
with material, but they are not unmeasurable. The measurement should try to find the most
appropriate method of performing various operation involved in a production system so as to
obtain optimum use of resources and man-machine relationship in increasing productivity.
4) Production Forecasting

Forecasting is necessary if the business firm is to anticipatethe demand for its products and
services. Sufficient time must be allowed to get inputs and transform them into output at right
time and right place. Forecasts can be used as an analysis of past data, consideration of current
events and future developments. These forecasts becomes the basis for the plants and schedules
for buying, manufacturing, selling and other activities of the firm.

5. Production planning and scheduling

In order to co-ordinate different activity and operation of the organization, a master plan of
activities and a schedule of their performance is needed. Careful planning anticipates the need
for people, materials and equipment so that sufficient time between order and delivery of goods
and services is available to make necessary changes, if required. The planning and scheduling of
a firm perform a coordinatedeffort with resources and available time in attempting to utilize the
full capacity to the firm to produces.

6. Proper inventory control

Inventory implies all the materials, parts,supplies, tools, and in-process or finished products kept
in stocks for some time the procurement policies of these items requires careful consideration
and analysis. The purchases should be planned in economic lot sizes and the time of purchase
should be so scheduled that the investment in the inventory is at lowest possiblelevel. This
implies determination of economic lot sizes and re-order level. It also involves exploring reliable
sources for obtaining materials and supplies.

7. Quality control

While planning, scheduling and inventory control are responcible for providing quantity and
timing of production. quality control is responsible for providing quality. Quality must be
designed and manufactured into the product. Although customers may desire higher quality, they
may not be willing to pay the resulting price. In such a way quality standard should be set up that
will be acceptable to the customers and yet economically feasible to the product. It is a matter of
finding a balance between too much and too little quality.
8.Quality control

It is very necessary in todays highly competative world that organisation should invest its
resources intelligently and carefully. A major part of these resources are utilised in production
activities. Through it is the prime responsibility of production manager to control the quantity of
the produced goods, proper Industrial Management avoids the situation of over-production and
under-production. In case of over-production the resources which are scare in nature will be
wasted and in the situation of under production organisation will be unable to meet the demand
in the market. So both the situations will adversely effect the profitability of the company.

9. Method Azalysis

There can be a number of ways in which some operation can be executed. Through Industrial
Management we select the most efficient and economical method to perform the operation.
Method analysis improves the productivity of the concern and minimizes the cost of production.

10. Motivate workers

We have to motivate workers to generate their interest in workand increase their efforts. This
can be done by providing them wage incentives. This will result in an increase of labour
productivity.

11. Other functions

Alongwith the above functions and responsibility othr inportant functions can be included in this
list of functions. Activities such as arrangement of efficient labour, attract funds, devise systems
for coordinated efforts, to be in touch with modern production techniques, interaction with
marketing, research and development departments, meeting environmental and other legislations
etc
2, discuss and differentiate the following management theories with clear
example; quantitative theory; scientific management; classical administrative,
and bureaucratic organization theories; contingency theory; and system
theory?

 Managers are expected to handle processes, people, information and other duties as
necessary. A manager may need to motivate their subordinate employees or determine
how best to improve operational processes.
 Management theories provide frameworks for successfully handling those
responsibilities.
 Effective management is the backbone of any business. It is important to consider
several factors when deciding which theories are most ideal for a small business. Often,
small businesses are less rigidly hierarchical and must operate with minimal staff. It is
important to select management theories and practices that are sustainable, especially if
business resources are limited.

Quantitative Theory

 Quantitative Theory arose out of the need for managerial efficiency during World War II.
It was developed using experts from multiple scientific disciplines to solve the issues
around integrating systems of people, materials and systems. This theory was developed
primarily to enhance and support military decision-making.
 The “quantitative management movement” centers on adapting mathematical models and
processes to management situations.

There are three major areas:

(1) management science;

(2) operations management;

(3) management information systems

  . Management science deals specifically with the development of mathematical models to
assist in decision making and problem solving.
 Operations management centers more on the application of management science to
organizations.
 Management information systems are complex communication systems designed to
provide information to managers.

Feature/characteristics of quantitative theory

The approach has following features:

A. Management is concerned with problem solving and must use mathematical tools to solve
them.
B. Mathematical models can be developed by quantifying various variables of the problems.
C. Mathematical symbols can be used to describe managerial problems.
D. Mathematical tools, operations research, simulation and model building are used to find out
solutions to managerial problems.

Limitation of quantitative theory

There is no doubt that this approach helps in defining and solving complex problems resulting in
orderly thinking. But the critics of this approach regard it as too narrow since it is concerned
merely with the development of mathematical models and solutions for certain managerial
problems.
This approach suffers from the following drawbacks:
A. This approach does not give any weight age to human element which plays a dominant
role in all organizations.
B. In actual life executives have to take decisions quickly without waiting for full
information to develop models.
C. The various mathematical tools help in decision making. But decision making is one part
of managerial activities. Management has many other functions than decision-making.
D. This approach supposes that all variables to decision-making are measurable and inter-
dependent. This assumption is not realistic.
E. Sometimes, the information available in the business for developing mathematical
models is not up to date and may lead to wrong decision-making.
 F. The data available in the business may not always be up to date and it may lead to wrong
decision-making.

Scientific Management Theory

 Scientific Management Theory is a very early management theory focused on

minimizing waste and reducing production times.
 It was developed by Frederick Taylor, who attempted using a scientific approach for
improving operations. Taylor’s theory emphasizes incentivizing employee performance
and reducing “hit and trial” practices.
 Scientific management was the first widespread promotion of rational processes to
improve efficiency. The goal was to develop a standard against which work performance
could be measured. Training became an important part of the management process. By
the 1930s, however, many unions and workers were suspicious of the intentions of
scientific
 The scientific management movement produced revolutionary ideas for the time—ideas
such as employee training and implementing standardized best practices to improve
productivity. Taylor’s theory was called scientific because to develop it, he employed
techniques borrowed from botanists and chemists, such as analysis, observation,
synthesis, rationality, and logic. You may decide as you read more about Taylor that by
today’s criteria, he was not the worker’s “friend.” However, Taylor must be given credit
for creating the concept of an organization being run “as a business” or in a “businesslike
manner,” meaning efficiently and productively.

Scientific management has at its heart four core principles that also apply to organizations today
areas they are also known as Taylors rule

 determine the “one best way” to perform the job

 rule of thumb
 Hire the right workers for each job``
 train them to work at maximum efficiency
 Contributors

Frederick Taylor and Scientific Management

 Taylor published "The Principles of Scientific Management." In this, he proposed that by

optimizing and simplifying jobs, productivity would increase.
 Taylor believed that all workers were motivated by money, so he promoted the idea of a
fair day's pay for a fair day's work. In other words, if a worker didn't achieve enough in a
day, he didn't deserve to be paid as much as another worker who was highly productive.

Frank and Lillian Gilbert

 Lillian and Frank collaborated on fatigue and motion studies and focused on ways of
promoting motion studies and focused on ways of promoting the individual worker's
welfare.

Despite its many advantages scientific management have the following limitations

 It is based up on one best way, so it is applicable for simple Organizations. Then for
today’s dynamics and complex Organizations.

 It is focused on specialization and repetitive of jobs to increase productivity which reduce

innovation & creativity.

 It neglects human factor b/c it motivates workers to work for monetary benefits rather
than human resource development.

It focuses on individual performance than effort and divides the workers in to efficient and
inefficient.

Administrative Management

 Theory was developed by Henri Fayol, who is considered to be a founder of management

theory. This theory considers all of the many activities that a business must conduct.
Management is considered a primary business activity and this theory provides detailed
guidelines for managers.
 The classical administrative theory concerned its self with ways in which the
 management departments could be structured and organized to increase productivity and
efficiency.
 Henri Fayol, who was a figure head in management theory, masterminded various
theories of management geared towards productivity and efficiency, such as creating a
consolidated and cooperative attitude and direction among managers, centralization, and
discipline of management and organizations.
 His other management theories looked into building confidence in teams, such as
establishing and encouraging team work, encouraging employees to use their own
initiative, and building equality in the work place.

Contributors

Henry Fayol

 Considered managerial activities the least understood but often the most crucial of the six
functions.
 He said “Management is neither an exclusive privilege nor a particular responsibility of
the head or senior members of the business; it is an activity spread, like all other
activities, between head and members of the body corporate”.

Fayol’s five duties of management were as follows:

 Foresight: Create a plan of action for the future.

 Organization: Provide resources to implement the plan.
 Command: Select and lead the best workers through clear instructions and orders.
 Coordinate: Make sure the diverse efforts fit together through clear communication.
 Control: Verify whether things are going according to plan and make corrections where
needed.

These duties evolved into the four functions of management: planning (foresight), organizing
(organization), leading (command and coordinate), and controlling (control).

Fayal also set out 14 management principles and he suggest that principles should not be rigid
rather adopted.
Chester I. Barnard

 Best known for his analysis of how formal and informal Orgn, operate and his
“acceptance of theory of authority”.
 He rejected the idea that authority is inherent in an organizational position. It
depends on subordinate’s acceptance of orders.

Chester was also known to be originator of management system concept

When we compare the above to theories

 Scientific theory, this was born from to the scientific behaviorisms of attempting to bring
about increased productivity. During the time the classical scientific theory was
predominantly used, theory practitioners would use almost machine like methods towards
the structure and planning of the organization and labor
 It was thought that this approach would help achieve goals of productivity and efficiency.
The basic approaches and techniques of the classical scientific theory include dividing
work between employees equally and creating standardized methods for a task.

However, the classical administrative theory concerned its self with ways in which the
management departments could be structured and organized to increase productivity and
efficiency.

Bureaucracy Theory

 Bureaucracy Theory promotes reason to guide management decisions, rather than

charisma or nepotism. Developed by sociologist Max Weber, this theory emphasizes
formal authority systems. Unity and the authority of organizational hierarchies are central
to Bureaucracy Theory.
 Bureaucratic management theory developed by Max Weber, contained two essential
elements, including structuring an organization into a hierarchy and having clearly
 defined rules to help govern an organization and its members.
 Max Weber (1864-1920), a German sociologist; described a theory to operate an
organization in an effective way which is known as the Bureaucratic management
approach or Weberian bureaucracy.
 Max Weber’s work was oftentimes interpreted as a caricature of modern bureaucracies
with all of their shortcomings. But it was more than that. Weber’s work was indented for
displacing the old organizational structures of the industrialization period.
 According to Max Weber, the Bureaucratic management approach emphasized the
necessity of organizations to operate in a rational way instead of following the “arbitrary
whims” or irrational emotions and intentions of owners and managers.
 He found different characteristics in bureaucracies that would effectively conduct
decision-making, controlling resources, protecting workers and accomplishment of
organizational goals.
 Bureaucratic management approach developed by Max Weber is not suitable for business
organizations but may be suitable for government organizations.

Max Weber described 6(six) principles of the Bureaucratic management approach.

 Proper Division of LaborDivision of labor specialization should be fixed and there should
be a balance between power and responsibilities.
 Chain of CommandThe chain of command or organizational hierarchy should be
constructed in a way that information related to decisions and works can flow effectively
from top to bottom.
 Separation of personal and official property Owners and organization’s assets are
separate and can to be treated as same by the owner or the organization.
 Application of Consistent and Complete Rules There should be proper rules and
regulations in the organization for running the organization.

These rules should be followed in every step of the organization and they are equally

applicable to every member of the organization.

 Selection and Promotion Based on Qualifications The selection and promotion of

workers should be based on equalization like; skills, experience, age. It should not be
 influenced by personal relations and benefits.
 Training in job requirements and skills, there is a difference between management and
other parts of organization and training and improving skills of management is important.

Comparison

Scientific management was concerned with individual tasks and how workers could do those
tasks most efficiently.Around the same time that Frederick Taylor was developing his theory of
scientific management, other theorists were considering entire systems, such as government
departments and large businesses, and trying to figure out how to manage them more effectively.

The most influential of these theorists were Max Weber (pronounced Vay’- ber), and Henri
Fayol. Between them, they defined the characteristics of organizations and the functions of
managers that we still accept today.

Modern Management Theory

 Modern organizations must navigate constant change and exponential complexities.

Technology is an element that can change and upend businesses very rapidly.
 Modern Management Theory seeks to incorporate these elements with human and
traditional theories

 A manager practicing Modern Management Theory might use statistics to measure

performance and encourage cross-functional cooperation.

There are three main types of modern management theory

Contingency Theory

 Contingency Theory was developed by sociologist Joan Woodward after she examined
why some companies performed better than others. She found that high performing
organizations make better use of technology and their managers made better decisions in
situational contexts.
  This theory recognizes that effective managers must be adaptable to unique situations and
circumstances.

 Contingency theory is anintegrative, meshing the ideas and concepts of the other schools
of management thought.
 It focuses on identifying and understanding the forces that shape an Organization
environment and on applying the management approach known to work best under those
conditions.

Feature/characteristics Contingency approach

This approach has the following features:

 Firstly, the contingency approach does not accept the universality of management theory.
It stresses that there is no one best way of doing things. Management is situation, and
managers should explain objectives, design organizations and prepare strategies, policies
and plans according to prevailing circumstances.
 Secondly, managerial policies and practices to be effective, must adjust to changes in
environment.
 Thirdly, it should improve diagnostic skills so as to anticipate and ready for
environmental changes. Fourthly, managers should have sufficient human relations skill
to accommodate and stabilise change.
 Finally, it should apply the contingency model in designing the organization, developing
its information and communication system, following proper leadership styles and
preparing suitable objectives, policies, strategies, programmes and practices. Thus,
contingency approach looks to hold a great deal of promise for the future development of
management theory and practice.

Limitation of Contingency Approach

A. Inadequate Literature
  Contingency approach suffers from inadequately of literature. Therefore, it has not
adequately spelled out various types of actions which can be taken under different
situations. It is not sufficient to say that ‘a managerial action depends on the situation.’
 The approach should provide ‘if this is the situation, this action can be taken.’ Unless,
this is done, the approach cannot offer much assistance to the practice of management.
No doubt, researches have been conducted in this direction but, by and large, they have
not satisfied the needs of managers.
B. Complex
 The suggestion of the approach is very simple, that is, managers should do according to
the needs of the situation. However, when put into practice, this becomes very complex.
 Determination of situation in which managerial action is to be taken involves analysis of
a large number of variables with multifarious dimensions. Therefore, there is a possibility
that managers, who are always short of time, may ignore the thorough analysis of all
these variables and may resort to short-cut and easier way.
C. Difficult Empirical Testing:
 Contingency approach being complex, presents problems in testing the percepts of the
theory. For empirical testing of the theory, it is necessary that some methodology is
available. No doubt, methodology is available but because of the involvement of too
many factors, testing becomes difficult.

D. Reactive not Proactive:

 Contingency approach is basically reactive in nature. If nearly suggests what managers
can do in a given situation. For a given organization, super system constitutes
environment and management can be applied to supra-system also. Therefore, managers
are responsible to manage the environment in such a way that they avoid the undesirable
aspects of environment.

Systems Theory

 Systems Theory views management as an interrelated component of the organization.

Instead of viewing the organization as a series of silos, each department is part of an
overall system or organism.
  Management must support goals and process flows that serve the overall organizational
health.

 A manager must be able to see the interrelationship of the different parts of his/her
organization and must understand how the organization fits into its larger environment.

Feature/characteristics of Systems theory

 A system consists of interacting elements. It is set of inter related and interdependent
parts arranged in a manner that produces a unified whole.
 The various sub-systems should be studied in their inter- relationships rather, than in
isolation from each other.
 An organizational system has a boundary that determines which parts are internal and
which are external.
 A system does not exist in a vacuum. It receives information, material and energy from
other systems as inputs. These inputs undergo a transformation process within the system
and leave the system as output to other systems.
 An organization is a dynamic system as it is responsive to its environment. It is
vulnerable to change in its environment.
 In the systems approach, attention is paid towards the overall effectiveness of the system
rather than the effectiveness of the sub-systems. The interdependence of the sub-systems
is taken into account.
 The idea of systems can be applied at an organizational level. In applying system
concepts, organizations are taken into account and not only the objectives and
performances of different departments (subsystems).

Limitation of Systems theory

This approach has an edge over the other approaches because it is very close to reality. This
approach is called abstract and vague. It cannot be easily applied to large and complex
organizations. Moreover, it does not provide any tool and technique for managers.
System Approach VS contingency Approach
 Emergency of contingency Approach was noticed after the popularization of system
approach. In fact contingency approach is an outgrowth of system approach.
 The contingency theorists accept open adaptive nature of the organization. But they have
pointed out that the systems approach does not adequately spell out the precise
relationship between organization and its environment it is too abstract and difficult to
apply in practice. The have tried to modify and operationalize the system frame work.
 The systems approach takes a broader view of organizational variables and employs a
comprehensive model of human beings. it takes into account the full range of human
needs and motives on the other hand, contingency approach is concerned mainly with the
structure adaptation of organizations to their task environment. But both these viewpoints
are not mutually exclusive.
 They should be treated as complementary to each other. The manager should use systems
and other approaches under the frame work of contingency approach.

Both approaches are related but they differ in certain context.

A comparison between the two can be presented as follows.

A. Model of Human Being:

The range of activities of human beings is different under two approaches. Systems approach
usually employs a richer model of human beings than contingency approach. The former takes
into account the full range of human behavior in the organization while contingency approach,
by and large, is interested in structural adaptation of organization to its task environment.
Therefore, contingency theorists talk mostly in terms of structural change in the organization in
response to a change in the environment.
B. Organizational Variables:
Systems approach is very broad in considering the organizational variables. It tries to cover
personal, social, technical, structural, and environmental variables. Therefore, managing involves
establishing relationships among these variables and considering them in taking any action.
Contingency approach on other hand concentrates on structural adaptation of organization. This
approach tends to predict the ultimate outcome of a disturbance of the organizational equilibrium
by a change in the task environment.

C. Evolution:
Major contributors in systems approach have been social (psychologists while sociologists have
contributed to contingency approach. Contingency approach has been built up over systems
approach. Therefore, it is possible that both approaches may merge or profoundly influence each
other.
Systems Approach
 The emphasis is on interdependence and interaction among sub-systems.
 The focus is on the internal environment and sub-systems of the organization. 
 It treats all organizations alike and the background of the organization is not taken into
account.
 The organization interacts with the environment and adjusts as per the changes.  
 It provides a theoretical model of understanding the organization and its sub-systems.
 It is silent on the validity of classical principles of management.
Contingency Approach: 
 It emphasizes the impact of environment on organizational design and managerial style.
 The focus is on external environment of the organization.
 Each organization is taken as unique entity. Different organizations have different nature
and face different situations.
 The impact of the environment on organization structure and managerial style is the
major concern of contingency approach.SSSS
 It suggests practical solutions to organizational problems.
3, Briefly distinguish the difference between classical and behavioral
management theories ?
 Classical management theory involves creating multiple levels of workers to
improve productivity. Employees at the lowest levels find their tasks overseen by
supervisors who in turn are overseen by managers. At every level, employees are
expected to perform tasks according to specific procedures designed to maximize
productivity. In addition, this theory focuses on an impersonal side of business.
 Employees and managers should not allow friendliness and personal interactions
tobecome involved with the organization. Rules must be followed exactly, and the
hiring and firing of employees must relate only to the skills they possess.
 behavioral management theory, focuses more on the individuals in a workplace
than the rules, procedures and processes. Instead of directives coming directly
from management, a human relations theory provides communication between
employees and managers, allowing them to interact with one another to help
make decisions. Instead of giving workers quotas and requiring certain
procedures, workers are exposed to motivational and emotional tactics to get
them to increase productivity. The focus of this style is creating fulfilled,
productive workers and helping workers invest in a company.
 Classical management theory and Behavioral management theory represent two
views of management on the opposite ends of the spectrum. One view focuses on
looking at workers solely as a means to get work done, while the other focuses on
developing an organization and the behaviors and motivations of employees.
Most managers find that a combination of the two theories serves them best in
their businesses.
 Classical management theory involves creating multiple levels of workers to
improve productivity. While some components of the theory, such as designing
procedures for completing a task and keeping personal issues out of business, help
an organization focus on the job at hand, the theory fails to recognize the
 differences among employees. Human relations theory, also known as behavioral
management theory, focuses more on the individuals in a workplace than the
rules, procedures and processes.
 Classical management theory is not used in many organizations because of its
shortcomings. While some components of the theory, such as designing
procedures for completing a task and keeping personal issues out of business, help
an organization focus on the job at hand, the theory fails to recognize the
differences among employees. When employee feelings and opinions are not
taken into account, the business may not grow or may experience high levels of
employee turnover as employees fail to develop a relationship with the business
and leave in search of a more satisfying job.

 While many companies operate based on the behavioral management theory, this
type of management has dangers. Companies risk workers becoming too social or
easily swayed by personal emotions and opinions when making decisions, rather
than relying on hard data. It may be more difficult to reprimand employees for
poor performance or dismiss them once they have become invested in the
company.
Despite these risks, human relations theory has the potential to increase employee
retention rates and productivity. As employees feel more valued by a company, they
invest in that company and its greater good.

 classical management treat productivity and efficiency are the most important things.
Whereas, behavioral management emphasis on human emotions and relationships.

 Now, you can see the difference between classical management and behavioral
management. The classical management is based on the achieving results, not
motivations. But behavioral management is based on employee behavior, satisfaction and
expectation. Both of them are to reach their goals, however, One of them emphasizes
regulation and how best to the work, another is emphasizes welfare of the workers and
how to motivate workers to improve production.
 The object of those theories is same that focus on the way how employers can manage
well their employees and people’s work. But they have different view point to reach it.

 The classical management theory says that it was devised to make more productivity and
efficiencyContributions and limitations of behavioral management perspective

 Behavioral management perspective, the human beings of current and future leaders to
improve productivity is a key element of the organization was regarded as a mere
machine, by the classical management perspective clearly had to reassess.

The other hand, however, as well as complex and abstract as a theory and there are many
managers reluctant to adopt behavioral concepts, have each different claim limits are causing
confusion in the selection of the executive

Comprehensively, Behavioral management contribute to reassess from classical management

regarding human is a kind of machine to that human is key element of improving productivity.

However, the other hands, it has limitation not only too much complex and abstract as to do real
action, but also causing confusion in the selection of executive

4.discuss the difference between behavioral and modern management theory ?

 The modern management theory delivers a more holistic approach to solving
management problems by looking at the organization as a whole, while classical
approach and neo classical approaches are based on task, organizational structure and
efficiency; and emotions and human behavior respectively.
 Modern Management Theory seeks to incorporate these elements with human and traditional
theories.
 A manager practicing Modern Management Theory might use statistics to measure
performance and encourage cross-functional cooperation.
 Modern management theory refers to emphasizing the use of systematic mathematical
techniques in the system with analyzing and understanding the inter-relationship of
management and workers in all aspect.
 Modern Management has grown with the growth of social-economics and scientific
institution. Modern view consists that a worker does not work for only money. They work for
their satisfaction and happiness with good living style. Here Non- financial award is most
important factor.
 Modern management theory focuses the development of each factor of workers and
organization.

 On the other hand behavioral Science Theory combines elements of psychology, sociology,
and anthropology to provide a scientific basis. It examines why employees are motivated by
specific factors, such as social needs, conflicts and self-actualization. This theory recognizes
individuality and the need for managers to be sociable.
 Behavioral management focuses on worker behavior and motivations
 Behavioral management theory is concerned with how to manage productivity by
understanding worker motivation, including expectations, needs and interests, and group
dynamics
 Behavioral management theory is sometimes referred to as the human relations movement
due to its focus on the human dimension of work. Theorists who contributed to behavioral
management include Mary Parker Follett, Elton Mayo, and Abraham Maslow.It is built on
the basis of classical management theories. It modified, unproved and extended the classical
theory.
 It originated from industrial psychology and sociology.
 Thus, behavioral mgt. theory/Human relation movement:
 Emphasizes on the interaction of people and understanding the individual as well as group
behavior in the organization.
 This theorist believed that a better understanding of human behavior at work (motivation,
conflict, expectations, etc.) improved productivity.
 behavioral management theory, focuses more on the individuals in a workplace than the
rules, procedures and processes. Instead of directives coming directly from management,
a human relations theory provides communication between employees and managers,
allowing them to interact with one another to help make decisions. Instead of giving
workers quotas and requiring certain procedures, workers are exposed to motivational
 and emotional tactics to get them to increase productivity. The focus of this style is
creating fulfilled, productive workers and helping workers invest in a company.

5. write the difference between theoryx, theory y, theory z management

approach?

Theory X

Theory X assumes that employees are naturally unmotivated and dislike working, and this
encourages an authoritarian style of management.

• The average worker dislikes work,finds it boring and will avoid it he/she can.

• Therefore most people must be motivated by forced/bribed with the threat of punishment (or
areward) to produce effort and work towards organizational objectives.

• The average worker prefers to be directed, to avoid responsibility, is relatively unambitious,

and wants security above all factors.

• The worker is motivated by tangible rewards such as money – and/or threats to job security.

The average person lacks creativity and initiative. The exception to this “rule,” however, is using
creativity to circumvent rules, tasks, and responsibilities.

According to this view, management must actively intervene to get things done.

This style of management assumes that workers:

• Dislike working.

• Avoid responsibility and need to be directed.

• Have to be controlled, forced, and threatened to deliver what's needed.

• Need to be supervised at every step, with controls put in place.

 • Need to be enticed to produce results; otherwise they have no ambition or incentive to
work.

X-Type management organizations tend to overloaded with managers and supervisors required
at every level to regulate workers and their actions. Little authority delegation and worker
autonomy exists.

Managerial control and oversight is therefore highly centralized.

Theory Y

The higher-level needs of esteem and self-actualization are ongoing needs that, for most
people, are never completely satisfied. As such, it is these higher-level needs through which
employees can best be motivated.

In strong contrast to Theory X, Theory Y management makes the following assumptions:

 Work can be as natural as play if the conditions are favorable.

 People will be self-directed and creative to meet their work and organizational
objectives if they are committed to them.
 People will be committed to their quality and productivity objectives if rewards are in
place that address higher needs such as self-fulfillment.
 The capacity for creativity spreads throughout organizations.
 Most people can handle responsibility because creativity and ingenuity are common in
the population.

Under these conditions, people will seek responsibility

• Take responsibility and are motivated to fulfill the goals they are given.

• Seek and accept responsibility and do not need much direction.

• Consider work as a natural part of life and solve work problems imaginatively.
• Workers are motivated to work and they take a personal interest in what they do and how they
perform.

• Workers are self-directed and target oriented.

• Workers will therefore apply measures of self-control and self-direction in the pursuit of
organizational objectives, without external control or the threat of punishment.

• Commitment to objectives is a function of rewards associated with their achievement.

• People usually accept and often seek responsibility – under the appropriate work and
organizational conditions.

• Such conditions invite workers to realize and work toward their own potential.

• The capacity to use a high degree of imagination, ingenuity and creativity in solving

organizational problems is widely, not narrowly, distributed in the population.

Many people get great satisfaction from their work and take great pride in it, Others may view it
as a burden and simply work to survive.

The X Theory and the Y Theory. McGregor promoted Theory Y as the basis of good
management practice, pioneering the argument that workers are not merely cogs in the company
machinery, as Theory X-Type organizations seemed to believe.

Theory Y expounds a participative style of management that is de-centralized. It assumes that

employees are happy to work, are self-motivated and creative and enjoy working with greater
responsibility.

Theory Z

 Theory Z, however, advocates a combination of all best attributes of theory Y

andmodern Japanese management principles, which place a large amount of freedom and
trust with workers, and assumes that workers have a strong loyalty and interest in team-
working and the organization.
  Theory Z also places more reliance on the attitude and responsibilities of the workers,
whereas McGregor's XY theory is mainly focused on management and motivation from
the manager's and organization's perspective.

 Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for
Theories X and Y, went on to propose his own model of workplace motivation, Theory
Z. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and
worker motivation.
 An optimal managerial style would help cultivate worker creativity, insight, meaning and
moral excellence excellence Another innovative management style developed by
William Ouchi is also called Theory Z.
 Theory z is built on the premise that it is not technology that is important in
counting the efficiency of the organization. But he ‘special way of managing people’..
This is a managing style that focuses on a strong company philosophy, distinct
corporate culture, long range staff development and consensus decision making.
The desire, under this theory, is to develop a work force which has more loyalty towards
staying with the company and be permanent in their career.
 This theory presumes that workers tend to build a happy and intimate working
relationship with those that they work for and work with. Employees highly expect that
they be supported by the company.
 They value a working environment in which such things as family culture,
tradition, and social institutions are regarded as equally important as work itself.

6, summarize the management functions with in3-5 page?

Functions of Management are

 Planning
 Organising,
 Staffing,
 Directing and
  Controlling.

Planning

 The first and the most important function of management is Planning.

 Planning involves setting objectives in advance, a goal which is to be achieved within a
stipulated time. Various alternatives are formulated in order to achieve the goals.
 The best alternative courses of action is then selected which will help the organization to
achieve its objectives.
 Planning is the most basic function of management. It is deciding in advance what to do
and how to do when to do and by whom it is to be done.
 All the organization have to make a concrete plan before they start business or execute
any project.

 “Planning is deciding in advance what is to be done When a manager plans, he projects a

course of action for the future, attempting to achieving a consistent, coordinated structure
of operationaimed at desired result”.

Importance of Planning

1. Planning increase efficiency

2. Planning reduces business related risks
3. Planning provides direction
 4. Planning encourages creativity and innovation
5. Planning helps in motivation
6. Planning helps in decision making
7. Planning helps to achieve objectives
8. Planning provides basis of control

Steps in Planning Process

1. Establishing verifiable goals-

2. Establishing Planning Premises
3. Deciding the Planning Period
4. Finding alternative course of action
5. Evaluating and selecting a course of action
6. Implementing the Plan
7. Measuring and Controlling the Programmed

Types of Plans

1. Objectives - Objectives may be defined as the goals which an organisation tries to

achieve. Objectives are the ends towards which the activities of the enterprise are aimed.

2. Strategies - A strategy is a special kind of plan formulated to meet the challenge of the
policies of the competitors.
3. Policies - A policy is a standing plan which assist decision making and should be referred as a
general statement of the established rule.
4. Procedure – Procedure lays down the manner or method by which work is to be performedin
a standard and uniform way. Procedure is a standing plan acting as a means of implementing a
policy.
5. Programs– Programs are precise plans which need to be made to discharge a non–repetitive
task. The essential ingredient of every programs are time phasing and budgeting.Specific dates
should be laid down for the completion of each successive stage of a programs.
6. Rules – Rules are an explicit statement that tells the members of the organization what they
can or cannot do.
7. Budgets - Budgets are plans for future period of time containing statements of expected
results in numerical terms. Being expressed in numerical terms, they facilitate comparison of
actual results with planned ones and serve as a control devise.

Organizing

 After planning the next function of management is organizing.

 Organizing involves division of work among people whose efforts must be coordinated to
achieve specific objectives and to implement pre-determined strategies.
 It is the backbone of management. After the objectives of an enterprise are determined
and the plan is prepared, the next step in the management process is to organize
the activities of the enterprise.

Importance of Organizing
1. It facilitates efficient management
2. It facilitates coordination and communication
3. It facilitates growth and diversification
4. It ensures optimum use of resources
5. It provides for optimum use of technological innovations
6. It facilitates specialization
Steps in the process of organizing
The process of organizing involves the following steps
1.Determination of objective
2.Identification and grouping of activities
3.Assignment of duties
4. Establishing relationship among individuals and group
Types of Organization
1.Formal organization
 Formal organization refers to a structure which is consciously designed to
enable people of the organization to the work together in accomplishing the
common objectives.
 It is predetermined by top management to facilitate smooth
functioning of the organization. It is created as result of Company’s. rules and
policies.
2.Informal Organization
 Informal Organization refers to the relationship between the people in the
organization based on personal likes, dislikes, emotions, attitude etc.

Staffing

 After planning and organizing the next function of management is ‘Staffing’ .It is
important to have a good organization structure, but it is even more important to fill
the jobs with the right people. Filling and keeping the position provided for by the
organization structure with right people at the right place is the staffing phase of the
management function.
 All the managers have a responsibility for staffing.
 The staffing function deals with the human elements of management.
 The staffing function has assumed great importance these days because of rapid
advancement of technology, increasing size of organizations and complex behavior
of human beings.
 Staffing involves manning the organization structure through proper and effective
selection appraisal and development of personal to fill the roles designed into the
structure.
Importance of Staffing
a) Helps in finding efficient worker
b) Helps in increased Productivity
c) Maintains Harmony
d) Helps in morale boosting
e) Helps in Optimum utilization of human resources

Staffing process
1. Manpower planning
2. Recruitment
3. Selection
4. Placemen
5. Induction and Orientation
6. Training and Development
7. Performance Appraisal
8. Promotion and Transfers
9. Compensation

Directing

 Directing is concerned with the initiation of organized action and stimulating people to
work. It involves issuance of orders, instructions and leading and motivating the
employees to execute them.
 Directing is the inter-personal aspect of management which deals directly with
influencing, guiding, supervising and motivating the subordinates for the accomplishment
of pre-determined objectives.
 Planning, organizing, staffing are merely preparations for doing the work but the work
actually initiates through directing function.
  The manager must stimulate action by giving direction to his subordinates through orders
and also supervise their work to ensure that the plans and policies achieve the desired
actions and results

Importance of Directing
1) Initiates action
2) Creates a Sound work environment
3) Develops managers
4) Behavioral satisfaction
5) Increase in productivity
6) Achieves coordination
7) Facilitates control
8) Facilitates change
9) Facilitates growth

Elements of Directing

1) Supervision Supervision is an important element of directing. It implies overseeing the

work of subordinates in order to guide and regulate their efforts.
2) Communication It is the process of passing information view point, facts, ideas ,
opinion and understanding from one person to another.
It is a two way process and is complete when there is some response from the receiver of
information.
3) Leadership Leadership may be defined as the process by which a manager guides
and influences the work of his subordinates.
4) Motivation Motivation means inspiring the subordinates with a zeal to do work for
accomplishment of organizational objectives.

Controlling

 Controlling is seeing that actual performance is guided towards expectedperformance .

  All other functions of management cannot be completed effectivelywithout performance
of the control function.
 It implies measurement of accomplishment against the standards and correction of
deviation, if any, toensure achievement of organizational goals.
 The efficient system of control help to predict deviation before they actually occur.
Importance of Controlling
Significance of good control system are as follows-
1) Basis of future action
2) Facilitates decision making
3) Facilitates discipline and order
4) Facilitates Coordination
5) Facilitates motivation
6) Effective plan Implementation

Controlling Process
Controlling as a management function involves following steps-
1) Establishment of standards
2) Measurement of Performance
3) Comparison of Actual and Standard Performance
4) Taking remedial action

7. list and discuss the general principles of management?

The General principles of management are

 Universal application
 General guidelines
 Flexibility
 Behavioral in nature
 Based on cause and effect relationship
 Contingent
 1. Universal application:
 The principles of management are universal in nature that means they can be
applied to all types of organizations irrespective of their size and nature. Their
results may vary and application may be modified but these are suitable for all
kinds of organizations.
 For example, the principle of division of labor can be applied to all the
organizations and results in specialization although the degree of specialization
may vary depending upon the nature and size of the organization.
2. General guidelines:
 Management principles are not static or absolute statements. These cannot be
applied blindly in all the situations. The applicability of management principles
depends on conditions and nature of organization.
 The manager must apply these principles according to the size and nature of
organization keeping in mind the requirements of the organizations.
 A management principle gives guidelines to solve the problems these principles
do not provide readymade solution for all the problems.

3. Flexibility:

 Management principles can be applied differently under different conditions.

Some changes can be made in application of principles according to the
requirement of the company. These are not set of rigid statements. These can be
modified by the managers who are using them.

4. Behavioral in nature
  Management principles are formed to guide and influence the behavior of
employees. These principles insist on improving relationship between superior,
subordinates and all the members of organization.
 They also establish relations between human and material resources.
 For example, principle of Discipline improves commitment of employees towards
the organization and principle of Esprit de Corps mould the behavior of
employees towards team spirit.
5. Based on cause and effect relationship:
 Management Principles are based on cause and effect that means these principles
tell us if a particular principle is applied in a situation, what might be the effect.
Although these principles cannot state perfectly absolute result because these are
applied on human being but it helps in knowing some idea about the effect.
 When principles are applied in similar situation in different organizations then
their effects can be known with more perfection.

6. Contingent:
 Management Principles are contingent or dependent upon the situations prevailing in
organization. Their application and effect depend upon the nature of organization.
The application of principle has to be changed according to the nature, size and type
of organization.
 For example principle of team spirit is very important for an organization where work
is carried out by a group of people whereas it is of no use in the companies where
work is performed by individual and not by a group.

8, list and explain each types of depart-mentation in management?

 Depart mentation may be defined as the process of forming departments or grouping

activities of an organization into a number of separate units for the purpose of efficient
functioning.

Types ofDepart mentation

 1. Depart mentation by functions.
2. Depart mentation by product or service.
3. Depart mentationby regions (area or location) or territory.
4. Depart mentation by customers.
5. Depart mentation by process.
6. Depart mentation by time.
7. Depart mentation by numbers.
8. Depart mentation by marketing channels.

1.Depart mentation by Functions:

 The most common form of grouping activities prevalent almost in every enterprise is
the functional departmentation.
 The word function refers to the principal activities of an enterprise.It may be defined as
any task involved in the performance of activities of an enterprise that can be clearly
distinguishedmany other task.
 In a manufacturing organization , the important functions are production, sales, finance,
and personnel.
Functional departmentation may also be carried out at the lower levels of the
organization .
 In other words, the process of functional differentiation may take place through
successive levels in the hierarchy.
The process can continue as long as there exists a sound base for further differentiation.
The most commonly followed basis of departmentation is by functions. Under this
departmentation, the activities are grouped on the basis of functions which are to be
performed.

2. Departmentation by Product or Service:

 This type of departmentation is made by the large-scale business unit. A single business
unit may manufacture and sell different types of products. Then, each type of product or
service is allocated to a separate department. Functionalised units for each product are
 created within the general structure of the organisation. Manufacturing, sales, finance and
personnel functions are arranged separately for each type of product.
 In the case of product departmentation, departments are created on the basis of products.
Product departmentation is useful when product expansion and diversification, and the
engineering, manufacturing and marketing characteristics of the product are of primary
concern.

3. Departmentation by Region or Area:

 Departmentation by Region or Area takes place when a company is organised into a

number of divisions located in different areas.
 It is also known as geographical departmentation Temtorial departmentation is
specially useful for banks, insurance companies,
transport companies, etc.

They can divide their activities into zones, divisions and branches.

4. Departmentation by Customers
 Under this basis of departmentation, separate departments are created to serve the
needs of particular customers. Such an organisation helps managers to satisfy the
customer's requirement more conveniently and successfully.
 A marketing organization may group its activities according to the classes of customers
served by it, depending on theirvolume of demand, languages and liking.

5. Departmentation by Process
 Under this departmentation, activities are grouped on the basis of various
manufacturing processes. In this process similar types of labor and equipment are
brought together. A manufacturing enterprise may departmentalize its activities on the
basis of production process of equipment involved.

6. Departmentation by Time
  The business activities are grouped together on the basis of the time of the performance.
If the work is not completed within the normal working hours, extra time will be given to
complete it afterthe normal working hours. Only interested persons are requested to do
the job and one person is responsible to supervise them.

7. Departmentation by Numbers
 Similar types of duties are performed by small groups. Each group is controlled by a
supervisor or an executive.
 The principles of span of management span of control or span of supervision is used
under this type of departmentation.
8. Departmentation by Marketing Channels
 This type of departmentation is adopted on the basis of the channel of distribution chosen
by the particular business unit.
 Normally the channel of distribution is selected by the business unit onthe basis of nature
of goods and marketability of the product.
 This method of departmentation has grown in importance as business has become
increasingly market-oriented.

9, what is leadership style, discuss autocratic,democratic\ participate and

laissez-faire\free rein leadership styles?

leadership styles

 A leader is a person who influences a group of people towards the achievement of a goal
while leadership is the art of motivating a group of people to act towards achieving a
common goal. Different leadership styles will result in different impact to organization.
The leader has to choose the most effective approach of leadership style depending on
situation because leadership style is crucial for a team success.
  By understanding these leadership styles and their impact, everyone can become a more
flexible and better leader.
 Leadership Styles Leadership is the ability to move a group towards a common goal that
would not be met if a leader had not been here . categorized leadership styles into three
main styles of leadership, which helped to organize the observations into more simplified
data.

1 Autocratic (authoritarian) leadership;

 Under the autocratic leadership styles, all decision-making powers are centralized in the
leader as shown such leaders are dictators.
 Autocratic leadership is an extreme form of transactional leadership, where a leader
exerts high levels of power over his or her employees or team members. People within
the team are given few opportunities for making suggestions, even if these would be in
the team’s or organization’s interest.
 Autocratic leadership style is often considered the classical approach. It is one in which
the manager retains as much power and decision-making authority as possible.
 The manager does not consult employees, nor are they allowed to give any input.
Employees are expected to obey orders without receiving any explanations.
 The motivation environment is produced by creating a structured set of rewards and
punishments.
 Autocratic leaders make decisions without consulting their teams. This is considered
appropriate when decisions genuinely need to be taken quickly, when there’s no need for
input, and when team agreement isn’t necessary for a successful outcome.

2.Democratic Leadership or Participative Leadership

 democratic leadership involves getting everyone’s consensus on decisions.

 The democratic leaders were those who took a very relaxed yet in-control approach to
leading the group.
 Although a democratic leader will make the final decision, he or she invites other
members of the team to contribute to the decision-making process. This not only
 increases job satisfaction by involving employees or team members in what’s going on,
but it also helps to develop people’s skills. Employees and team members feel in control
of their own destiny, and so are motivated to work hard by more than just a financial
reward.
 Democratic leadership can produce high quantity work for long periods of time.
 Many employees like the trust they receive and respond with cooperation, team spirit,
and high morale.
 As participation takes time, this style can lead to things happening more slowly than an
autocratic approach, but often the end result is better
 It can be most suitable where team working is essential, and where quality is more
important than speed to market or productivity
3 .Laissez-Faire Leadership/Free rein

 This leadership style is the opposite of the autocratic leadership type, focusing
mostly on delegating many tasks to team members and providing little to no
supervision. Because a laissez-faire leader does not spend their time intensely
managing employees, they often have more time to dedicate to other projects.
 Managers may adopt this leadership style when all team members are highly
experienced, well-trained and require little oversight. However, it can also cause a
dip in productivity if employees are confused about their leader’s expectations, or if
some team members need consistent motivation and boundaries to work well.
 The laissez-faire leadership style is also known as the “hands-off ¨ style. It is one in
which themanager provides little or no direction and gives employees as much
freedom as possible. All authority or power is given to the employees and they must
determine goals, make decisions, and resolve problems on their own.

10, one of the basic skills of managers is communication.so, briefly explain its
concepts importance process and classification ?

Meaning and Nature of Communication:

 The exchange of information or passing of information, ideas or thought from

one person to the other or from one end to the other is communication.
  communication is, “a process of meaningful interaction among human beings.
More specifically, it is the process by which meanings are perceived and
understandings are reached among human beings.” Newman and summer defined
communication as “an exchange of facts, ideas, opinions or emotions by two or
more persons.”
 Communication involves at least two people: the sender and the receiver of
information. Communication implies understanding.
 The sender presents information which is filtered through attitudes and
assumptions and which summarizes her position or ideas.
 The receiver hears through filters of perspective, experience, values, and attitudes
that may be similar or different from the sender's
 In an organisation communication facilitates the flow of information and
understanding between different people and departments through different media
using all the channels and networks.
 This flow of information is vital for managerial effectiveness and decision
making in general and for human resource manager in particular as he has to be
in contact with the managers of various departments, employees and workers and
trade union leaders.
 Communication thus helps understand people better removing misunderstanding
and creating clarity of thoughts and expression. It also educates people.
 The communication may be written or oral, formal, informal, and upward,
downward, horizontal, diagonal, interpersonal, intrapersonal, interdepartmental,
intra-organisational.

Importance of effective communication skills for managers

1. Giving feedback to employees

 It is the responsibility of managers to provide regular feedback to employees based on
their behavior and performance. Now, how well a manager communicates will decide on
the way employees receive their feedback. In a way, this will directly have an impact on
the way employees behave and perform going ahead.
  If the communication provided by the manager is concise and clear then employees are
able to perform better and behave properly in an organizational setup.
 However, when the communication skills of managers are insufficient, a lot of confusion
and even decrease in productivity at workplaces can be seen. Therefore, whether in a one-
on-one or group situation, managers need to communicate well to ensure the team
performance is on the right track.

2. Relationships with other departments

 Effective communication skills for managers are also important when the employees are
required to deal with other departments in an organization, in one way or the other. More
often than not, managers are required to interact with employees belonging to other
departments for exchanging ideas and information.
 When a manager has excellent communication skills it helps build trust across various
departments and enable them to work towards achieving a common goal.

3. Conflict resolution
 Managers need to have excellent listening abilities if they were to improve their
communication skills.
 Managers who tend to listen better to their employees gain confidence from them and let
them know that their opinions too count. This also helps employees to discuss all their
problems freely that have been affecting their performances.
 When managers have excellent communication skills, they can keep their team morale
high and help resolve conflicts in time before they go out of hand.

4. Managing performances
 To improve performance levels of employees, it is important for managers to hone their
communication skills.
 Managers who exercise open and candid communication with their employees actually
facilitate a two-way dialogue that is critical in executing performance-based appraisals.

5. Building teams
 Effective communication skills for managers also help build teams. For example,
managers can use their communication skills to set rules, define employee roles,
 encourage employees to take their own decisions, and obtain goals for their teams. That’s
not all; excellent communication skills also allow managers to increase morale,
productivity, and team unity easily and effectively.

6. Base for Action:

 Communication acts as a base for any action. Starting of any activity begins with
communication which brings information necessary to begin with.

The Basic Communication Process

• Sender
– Decides what message to send
– Encodes it using symbols he or she assumes the receiver will understand
– Converts message to a signal
– Sends message over communication channel to receiver
• Communication channel
– Person's voice
– Electronic device
– Written medium
– Video medium
• Receiver
– Decodes message and interprets its meaning
– Responds to message by acting in a manner consistent with that interpretation
• Communication media
– Telephone
– E-mail
– Letter or memorandum
– Videoconference
– Face-to-face meeting
– Internet chat rooms
• Choosing medium
– Written media for formality and a clear message
– Face-to-face meeting to convey a sense of teamwork
 – E-mail use is largely based on availability and ease of use to the receiver
• Feedback loop
– Interdependence between sender and receiver during communication process
– Sender interprets the receiver’s response
– Can send an additional message for clarification
• Noise: distortions, errors, and foreign material often affect the quality of the signal
• Additions to the signal not intended by the sender
• Surrounds entire communication process
• Can make communication less effective
• Diversity, domestic and international, adds additional noise

Classification of communication skill for manager

A. On the Basis of Relationship or Organizational Structure:

1. Formal Communication:
• Formal communication is that which takes place through the formal channels of the
organization structure deliberately and consciously established by the management. It
implies the flow of the information along the lines of authority formally established in the
enterprise.
• Such communications are generally in writing and may take any of the following forms
 policy manuals
 procedural and rule books

2 .Informal communication
  Informal communication is casual communication between coworkers in the
workplace. It is unofficial in nature and is based in the informal, social
relationships that are formed in a workplace outside of the normal hierarchy of
business structure.
 does not follow any rules of predetermined policy that formal does and is the
opposite of formal communication. Without looking at specifics, the answer to the
question

B. On the Basis of Flow or Direction:

1. Downward Communication:
 Downward communication means communication which flows from a superior
to a subordinate.
 Communication between a superior and subordinate is known as vertical
communication. Vertical communication may be downward vertical
communication or upward vertical communication.
 It follows the line of authority from the top to the bottom of the organization
hierarchy. Downward communication is a must in any organization

2.Upward Communication:

 Upward communication means the flow of information from the lower levels of
the organization to the higher levels of authority.
 It passes from subordinate to superior as that from worker to foreman, from
foreman to manager, from manager to general manager and from general
manager to the chief executive or the board of directors.
 It includes opinions, ideas, suggestions, complaints, grievances, appeals, reports,
etc.

3. Horizontal, Lateral or Sideward Communication:

 The transmission of information and understanding between people on the same level of
organization hierarchy is called the horizontal communication.
  This type of communication is also known as lateral or sideward or crosswise
communication. Usually, it pertains to inter-departmental communication, i.e. the
communication between two departmental managers working at the same level of
organization or among subordinates working under one boss.
 Horizontal communication speeds up information and promotes mutual understanding. It
enables the managers working at the same level to exchange.
 The horizontal communication is generally of an informal nature. Whenever a
departmental head requires some information from another departmental head,

4. Diagonal Communication:
 The transfer of information between people who are neither in the same department nor
on the same level of organization hierarchy is called diagonal communication. For
example, when the Assistant Marketing Manager communicates with the accounts clerk
directly, it is the case of diagonal communication.
 This type of communication increases the organizational efficiency by speeding up
information and cutting across departmental barriers.

C. On the Basis of Media or Expression:

 The term communication media refers to the medium used in the transmission of message
and mutual understanding. Words, pictures and actions are the media used for exchanging
information and understanding between different persons.
 The most important medium through which communication takes place is the words.
Pictures in the form of charts, models or blue prints and gestures such as smile, silence,
twinkling of eyes etc., are used to make the communication effective.

The various media of communication have been studied as under:

 1. Written Communication
 Communication through words, may be in writing or oral.
 Written communication implies transmission of message in black and
white.
 It includes diagrams, pictures, graphs, etc. Reports, policies, rules,
procedures, orders, instructions, agreements, etc. have to be transmitted in
writing for efficient running of the organization.
 Written communication ensures that everyone concerned has the same
information. It provides a permanent record of communication for future
reference. Written instructions are essential when the action called for is
vital and complicated. To be effective, written communication should be
clear, concise, correct and complete.

2. Oral Communication:
 Oral or verbal communication implies the conveying of message through spoken words.
It is face to face communication between individuals and includes communication
through telephone, intercom and public speech, etc.
 In every organization, a great deal of information is exchanged orally and it is generally
preferred to written communication.

It may take the following forms depending upon the need and situation:
(i) Face to face talks.

(ii) Telephonic conversation,

(iii) Interviews.

(iv) Meetings,

(v) Lectures.

3. Gestural or Non-Verbal Communication:

 Communication does not mean merely written or oral messages.
  It includes everything that may be used to convey meanings from one person to another,
e.g., movement of lips or the wink of an eye or the wave of hands may convey more
meaning than written or oral words. Expression through body parts is known as gestural
or non-verbal communication.
 It includes facial expression, movement of lips, wink of an eye, nodding of heads,
movement of hands, a sense of humour or a mere silence, etc. Gestural communication is
also known as ‘Gesticulation’ and is frequently used as a supplementary method of
communication.

11.The staffing process has been representing by the following eight activities
or steps so discuss each step in detail? These are: Manpower Planning/human
resource planning, Recruitment, Selection, Induction and Orientation,
Training and Development, Performance Appraisal, Transfers (promotion,
demotion, lateral transfer), Separations.

 Staffing is concerned with procurement of people and placement and managing them to
achieve the goals of an enterprise. Staffing is a continuous process of repetitive nature.
Many employees may leave the organization and may join other and vice versa.
 The staffing process is a systematic attempt to implement die human resource plan by
recruiting, evaluating and selecting qualified candidates for the job-positions in the
organization. Thus, like planning and organization, staffing is also an important function
of management.

1. Manpower Planning
  Manpower planning is the process of determining human resource needs relative to an
organization strategic plan and devising steps necessary to meet those needs. It plans
the organisational requirement of manpower.
 It involves comparing the organisation’s forecasted personnel needs with the number
and the skills of its present and anticipated labour supply.
 It forecasts the requirement of manpower at various posts so that right persons with
right skills can be appointed and placed at the right jobs.
 Manpower planning is the process — including forecasting, developing, implementing
and controlling — by which a firm ensures that it has the right number of people and
right kind of people, at the right place, at the right time, doing things for which they are
economically most suitable.

Manpower planning is important for the following reasons

1. It helps in optimum utilisation of the manpower. It becomes the basis for recruitment

2. It helps to know the future quantity and quality of manpower to run the organisation.

3. It helps to know the extent to which the manpower requirement can be met through the
internal sources. Managers can find the number of employees they have to appoint from
outside sources.

4. It maintains balance between the people needed and people available and, thus, avoids the
situations of overstaffing and understaffing.

5. It helps the organisation adjust to environmental changes. Changes in government policies

and consumer preferences may require changes in goods produced by the organisation. New or
altered goods may require changes in the existing manpower.

6. It helps organisation appoint more people when they are growing and diversifying their
operations.

7. It helps in developing managers to hold middle and top-level managerial positions from
within the organisation.
8. It helps to deal with situations of high labour turnover and absenteeism.

9. It creates satisfaction amongst employees

2. Recruitment

 After determining the need for manpower, if the present manpower is unable to fill this
requirement, managers hire people from outside. Applications are invited for the
required posts. The process of inviting applications is known as recruitment.

3. Selection

 After receiving job applications, the next step is to select the person most appropriate
for the job. Selection means appointment of a person at the particular post. “It is the
process of filling the organisational position.
 Selection process consists of a series of steps. These include job specification,
application form, preliminary interview, tests, cross checking, formal interview, medical
examination, employment decisions and job offer.
 While selection is the process of appointing people at various job positions, placement
means placing the person at the job which best suits his ability. It means putting the
right person at the right job. Selection is “the process of determining which job
candidates best suit organisational needs” and placement is the “process of deciding
which of several jobs is best suited to an individual who has been selected and hired.”
 When a person is hired for a specific job, it is selection and when a person is hired,
trained and placed at the job which best suits his specifications, it is placement.
Placement matches job description (requirements of a job) with job specification (skills
and competence of people performing the job) so that right person is placed at the right
job.

4. Induction and Orientation:

 After accepting the job offer, it is important that individual’s expectations from the
organisation and organisation’s expectations from the individual match each other. On
 joining, employees want to know their superiors, co-workers, organisation structure,
basis of departmentation, framework of authority-responsibility structure etc.
 Induction and orientation programmes enable trainees know about the organisation.
They introduce the trainees to the organisation and help them carry out their work
effectively.

Orientation programmes serve the following purposes

1. They give general information to trainees, like, company’s goals, products, services, structure
and the basis of departmentation.

2. Information about the activities of different departments is communicated to the trainees.

3. Detailed policies, programmes, procedures, schedules etc. are explained to them.

 Though organisation manuals and brochures can be helpful, orientation is useful

because face-to-face interaction amongst trainees, their immediate bosses and the
personnel manager can clear doubts that brochures cannot. It also develops
belongingness amongst employees for the organisation.
 Orientation programmes help to know the organisation structure. Trainees know their
position in the organisation, interact with the peer groups, share the innovative abilities
with the management, become part of the informal groups and above all, work towards
organisational goals.

5. Training and Development

  The employees may not be able to fully satisfy the job requirements. Their performance
may be short of planned performance. Training increases the skills and competence of
employees to improve their performance.
 Training increases employees’ job-related skills and performance on the current job.
Development improves their performance on future jobs. It develops their ability to
assume jobs of higher skill, competence and responsibility.

6. Performance Appraisal

 It measures actual performance with standard performance. Performance appraisal mes

appraising the performance of employees on a continuous or intermittent basis and
providing them the feedback. It ranks employees in the order of merit and finds
candidates suitable for promotion to higher positions.

Benefits of Performance Appraisal:

Performance appraisal has the following benefits:

1. It helps in finding candidates suitable for promotions, demotions or transfer.

2. It identifies candidates who need to be trained and motivated to achieve the desired
standards.

3. It allows subordinates to assess their performance, analyse the strengths and weaknesses,
promote their strengths and overcome the weaknesses.
7. Transfers

 After employees are ranked according to performance, they are transferred to higher,
lower or different positions at the same level.

Transfers can take the following forms:

1. Promotions;
– Employees whose performance is good are promoted to higher positions.

2. Demotions:

– Employees whose performance is poor and below standards are denoted to lower

positions.

– This practice is generally not followed as it negatively affects morale and

motivation to work.

3. Transfer at the same level(lateral)

– When employees do not perform well at their jobs, they are transferred to other
departments where job activities are more suitable to their skills and interest.

8. Separations

 When employees are not able to cope with the environment in the organisation and
training programmes remain ineffective to improve their skills, it is in the interest of the
organisation and the individuals that employees separate themselves from this
enterprise and join another organisation where their job potential can be better
exploited.