Controlling Process and Effective Control Controlling Process and Effective Control

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controlling process and effective control
PRINCIPLES OF MANAGEMENT (Anna University)
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MAHALAKSHMI
ENGINEERING COLLEGE
TIRUCHIRAPALLI – 621213
MG2351- PRINCIPLES OF MANAGEMENT
UNIT IV
in
DIRECTING
ot.
1) Define creativity.
Creativity is defined as the ability to produce new and useful ideas through
the components in novel and non obvious ways. Creativity exists throughout the populations,
largely independent of age, sex and education.
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2) What is a SCAMPER tool?
SCAMPER is a check list that helps us to think of changes. We can make to an

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existing product to create a new one. These changes can be used either as direct suggestions
or as starting points for lateral thinking.
3) What is meant by reframing matrix?

.b
Reframing Matrix is a simple technique that helps to look at business problems
from a number of different viewpoints. It expands the range of creative solutions that you can
generate. The approach relies on the fact that different people with different experience
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approach problems in different ways.
4) State the function of mind mapping tool?
This tool is similar to concept an except looking one step back from main topic. A
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mind map consists of a central word or concept with 5 to10main ideas that relate to that word,
similar to creating a spider-web.
5) Mention the use of DO IT process for creativity?

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DOIT is a process for creativity. Techniques explained earlier in this chapter

focus on specific aspects of creative thinking. DOIT bundles them together introduce formal
methods of problem definition and evaluation. These help you to get the best out of the
creativity techniques. DO IT is an acronym that stands for:
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D – Define problem
O – Open mind and apply creative techniques
I -Identify best solution
K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 1
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T -Transform
6) Differentiate innovation and invention.
Innovation means the use of creative ideas. Invention means really finding
new things which are not already available.
7) How can be harmonizing objectives achieved?
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1. Mutual trust.
2. Cooperation and understanding.
ot.
3. Worker’s participation in management, and
4. Balancing the objectives of the organization with those of individuals.
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8) Define “multiplicity of roles”.
Individuals are not only the productive factor in management’s plans. They
are members of social system of many organizations.
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9) What is meant by Brain storming? [May 2013]
Brain storming is an excellent way of developing many creative solutions to a

problem. It works by focusing on a problem, and then coming up with very many radical
solutions to it. The essence of brainstorming is a creative conference, ideally of a to 8 to12
.b
people meeting for less than an hour to develop along listed without criticism on a backboard
or newsprint as they are offered ;one visible idea leads to others. At the end of this session,
participants are asked how the ideas could be combined or improve.
tas
10) Define motivation. [May 2011, Nov 2012]
According to koonts and O’Donnell” Motivation is a general terms applying to

the entire class of drives, desires, needs wishes and similar forces that induce an individual or
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a group of people to work”
11) Names the steps involved in motivation process.

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1. Analysis of situation.
2. Preparing, selecting and applying a set of appropriate motivating tools.
3. Follow up.
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12) What are the types of motivation?
1. Positive motivation
2. Negative motivation
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3. Extrinsic motivation
4. Intrinsic motivation
13) What is organizational culture? [May 2011]
The basic pattern of values & assumptions shared by employees within an

organization.
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14) Who is a leader? [Nov2012]
Leader is one who makes his subordinates to do willingly what he wants.
ot.
15) What are the different types of management strategies involved in leadership?
[May 2013]
sp
1. Exploitative- autocratic
2. Benevolent-autocratic
3. Consultative-democratic
4. Democratic-participative
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16) Mention the elements of directing. [May 2012]
1. Supervision
2. Communication
3. Leadership &
.b
4. Motivation.
tas
17) List the components of communication process. [May 2012]
1. Sender
2. Communication channels
3. Symbols
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4. Receiver
5. Noise & feedback in communication.
Part-B
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1) Explain the concept of motivation & satisfaction.

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Management is the art of getting workdone by the subordinates in order to attain

common goals of the organization. Getting workdone is a difficult task. For this purpose, the
management should inspire & motivate the people for the accomplishment of organizational
objectives.
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The force of motivation is a dynamic force setting a person into motion or action. The
word motivation is desired from motive which is an active form of a desire or need, which must
be satisfied. All motives are directed towards goals & the needs & desires affect or change your
behaviour.
According to koonts and O’Donnell” Motivation is a general terms applying to the entire
class of drives, desires, needs wishes and similar forces that induce an individual or a group of
people to work”
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Scott defines, ‘Motivation means a process of stimulating people in action to accomplish
desired goals”.
ot.
Edwin B. Flippo, “Motivation is the process of attemping to influence others to do your
will through the possibility of reward”.
Dubin has defined motivation as, “Motivation is the complex forces starting & keeping a
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person at work inan organization. Motivation is something that moves the person to action &
continues him in the course of action already initiated”.
Dolton E. McFarland, “The concept of motivation is mainly psychological. It relates to

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those forces operating within the individual employee or subordinate which impel him to act or
not to act in certain ways”.
In simple words, Motivation is the process of inducing people inner drives & actions
towards certain goals & committing his energies to achieve these goals.
.b
tas
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in
ot.
sp
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2) Write short note on Maslow’s hierarchy of needs. Compare & discuss Maslow’s
Herzbergs theory of motivation. [May 2013]
.b
Hierarchy of Needs (a.k.a. Maslow's Pyramid)

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 Physiological
Includes hunger, thirst, shelter, sex and other bodily needs
 Safety
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Includes security and protection from physical and emotional harm
 Social
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Includes affection, belongingness acceptance, and friendship
 Esteem
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Includes internal esteem factors such as self-respect, autonomy, and achievement; and
external esteem factors such as status, recognition, and attention
 Self-actualization
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The drive to become what one is capable of becoming; includes growth, achieving one’s
potential, and self-fulfillment
Theory X and Theory Y
Douglas McGregor proposed two distinct views of human beings: one basically
negative, labeled Theory X, and the other basically positive, labeled Theory Y.
in
Theory X
 The assumption that employees dislike work, are lazy, dislike responsibility, and must be
coerced to perform. (Lower order needs dominate)
ot.
Theory Y
 The assumption that employees like work, are creative, seek responsibility, and can
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exercise self-direction. (Higher order needs dominate)
McGregor believed Theory Y assumptions were more valid than Theory X and proposed such
ideas as participative decision making, responsible and challenging jobs, and good group
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relations as approaches that would maximize an employee's motivation.
**Question = what type of manager will you be (or are you)? One who believes in Theory X or
Theory Y? Be honest! Do you think this is important? Why? Why not?
Two-Factor Theory
.b
•Intrinsicfactors are related to job satisfaction, while extrinsic factors are related to job
dissatisfaction.
tas
•Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied).
Examples include quality of supervision, company policies and administration.
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•Motivators = examines factors contributing to job satisfaction. Thus there are factors which
lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-
satisfying” and “dissatisfying factors”)
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3) Explain different styles of leadership based on authority. Explain them critically.

[May 2011]
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Leadership Styles:
1. Autocratic Leader:–
Commands and expects compliance, is dogmatic and positive, and leads by the ability to
with hold or give rewards and punishment.
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2. Democratic or Participative:–
Consults with subordinates on proposed actions and decision and encourage

participation from there.
3. Free-rein leader/laissez-faire Leadership:–
Uses his or her power very little, giving a high degree

ofInterdepenceintheiroperations.Leadersdependlargely
in
onsubordinatestosettheirowngoalsandthemeansofachievingthem,andthey
seetheirroleasoneofaidingtheoperationoffollowersbyfurnishingthemwith.
Informationandactingprimarilyasacontactwiththegroupsexternal environment.
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4. PaternalisticLeadership:–
Servesastheheadofthefamilyandtreatshis
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followerslikehisfamilymembers.Heassumesapaternalorfatherlyroletohelp,
guideandprotectthefollowers. log
4) Explain the qualities required for effective leadership [Nov 2012]
Definitions
Leadership is defined as influence, theartor process of influencing people so that

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theywill strive willingly and enthusiastically toward the achievement of group goals.
Qualities:
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1. Theabilitytousepowereffectivelyandina responsiblemanner
2. Theabilitytocomprehendthathumanbeingshavedifferentmotivation
forcesat differenttimesandindifferentsituations
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3. Theabilitytoinspire
4. Theabilitytoactinamannerthatwilldevelopaclimateconductiveto
respondingtoandarousingmotivations.
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5. FundamentalunderstandingofPeople
6. Abilitytoinspirefollowerstoapplytheirfullcapabilitiestoaproject.
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5) Define communication. What are the barriers of effective communication? Explain

them. [May 2011, Nov 2012]
Communication is the process of passing of information from one person to

another person. It should always be clear & understood by the person who receives
communication.
1. Physical barriers: A bad cellular phone line or a noisy restaurant can destroy
in
communication. If an E-mail message or letter is not formatted properly, or if it contains
grammatical and spelling errors, the receiver may not be able to concentrate on the message
because the physical appearance of the letter or E-mail is sloppy and unprofessional. If a
receiver of a communication works in an area with bright lights, glare on computer screens, loud
ot.
noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably
experience communication breakdowns on a regular basis.
2. Semantic barriers :The use of difficult and multiple use of languages, words, figures,
symbols create semantic barriers.
sp
Language: – we can find some words having different meaning. As meaning sent by the sender
can be quite different from the meaning understood by the receiver. Long and complex
sentences creates problem in communication process.
log
Jargons: – technical or unfamiliar language creates barriers to communication that may be
drawn from the literature. So message should be simple and condensed as far as possible so
that no confusion creation will be there to the receiver.
3. Organizational barriers :
.b
It is raised from the organizational goals, regulations, structure and culture.

Poor planning: – it refers to the designing, encoding, channel selection and conflicting signals in
tas
the organization.
Structure complexities:- difficult organizational structure barrier for free flow of information.
Appropriate communication process must be used.
Status differences: – it creates barrier for communication. Superior provides information to the
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subordinate about plans and policies. Different information is provided by different subordinates
who create barrier in communication.
Organizational distance:- distance between sender and receiver also creates barriers to
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effective communication.
Information overload: – if superior provides too much information to the subordinate in short
period receiver suffers from information overload which creates barriers to effective
communication.
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Timing: – communication can be obstructed if not done on time. If the information is not
provided in time it creates barriers to effective communication.
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4. Psychological barriers : It is the barriers to effective communication created from the lack
of interest of the people from whom the communication is meant. People do not pay attention
to the communication which are not interesting to them and which do not fulfill their want.
Perception: – it is the process of accepting and interpreting the information by the receiver.
People receive things differently for a various number of reasons.
Filtering : – communication some time filters the negative information to make it more favorable
in
to the receiver. In this process, knowingly or unknowingly some valuable information may be
disposed.
Distrust: – superior provides information or message to the subordinates to their own view,
ot.
ideas and opinion which create obstruction in communication.
Emotions: – emotion also creates barriers to effective communication like anger, het, mistrust,
jealousy etc.
sp
Viewpoint: – it also creates barriers to effective communication. It the receiver doesn’t clear the
message and ignore without hearing, the message may create obstructions.
Defensiveness: – if the receiver receives the message as threat and interprets that message in
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the same way, it creates barriers to effective communication.
5. Mechanical barrier: It includes inadequate arrangement for transmission of new, facts &
figure, poor office layout, defective procedures & practices.
.b
6) Discuss the importance of communication in a modern industrial organization.
[May 2012]
tas
Communication is one of the most important facilitators of modern business. In its

broadest sense, the importance of modern business is to effect change, to influence, action
toward the welfare of the organization. It is essential in business, govt., military organizations,
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hospitals, schools, committees’ homes; anywhere people deal with one another. The
importance of communication in modern business may be stated follows:
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Basis of effective leadership: Communication transmits the leader’s idea and opinions to the
followers. Think about political leaders who lead and guide the people for the betterment of the
society or to fulfill any specific purpose.
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Basis for the movement of ideas and information: It helps to move ideas and information
from one person to another person. It can develop a chain of understanding through two-way
communication. If there exists no communication media, technique or process then there would
be no sharing of any idea or information.
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Provision for data for decision making: it helps the manager to obtain data for decision
making, to assist in searching problem, and to know what action are needed. Therefore,
communication acts like a storehouse where data, idea or information are available to deal with.
Smooth and efficient functioning: It helps in all managerial function, such as planning,
organizing, directing, motivating and controlling. It server as a fuel to managerial operation and
function. Therefore, it makes a chain between past, present and future and helps for effective
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performance.
Delegation of authority and responsibility: It helps in decentralization of authority and
delegation of responsibility to right person. Through downward communication, superior
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delegates authority and responsibility to the subordinates. Proper assignment of job and division
labor calls for better output.
Increase in managerial competence: It helps to improve managerial competence and
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efficiency. Manager use various techniques or tools to command or control over resources.
Continues tracking is possible
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Minimization of cost and time: Efficient communication attempts to minimize time and cost in
case of exchange of information. If any message is required to be communicated to thousands
of people then we have to think about Newspaper, Television, or Radio which are strong media
for communicating any message around the globe.
.b
Basis information: It acts as a basis of information to each department and helps the
employees to perform their respective jobs. So, any action to be taken requires a basisand
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communication between organization or within organization provides such basis.
Fulfillment of Organizational objectives: It fulfills the organizational objectives by co-

operation and co-ordination among the managerial and working staffs.
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Efficient Human Resources Management: Human resources are recruited, trained and
motivated through effective communication. Recruitment involves circular by the organization
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towards general people. Then interested candidates apply and on the basis of their merit, they
are recruited by the respective organization and transformation according to their skillness. The
whole activities involve verbal or non-verbal communication.
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Creation of Employee motivation and moral: Managers provide incentives to motivate their
subordinates and maintain strong invisible chain. Motivation is based on situation and therefore
what should be the way of motivation required judgement by the superior. The perfect
motivation towards right person involves effective communication.
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Establishment of public Relation: The management can create cordial relations with govt.
customers, creditors, shareholders, regulatory bodies, trade unions and the society as a whole.
It ensures sound relation
7) Name the motivation theories. Explain any 2 of them.
in
[May 2011, Nov-2012, May-2012]
ot.
1. Carrot & stick approach of motivation.
2. Mc-Gregor’s theory X & theory Y
3. Dual-model theory (mills theory).
4. Hierarchy of needs – Maslow’s theory.
5. Herzberg’s theory – Hygiene approach to motivation
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6. Vroom’s expectancy theory.
7. Porter & Lawler expectancy theory
8. Equity theory.
9. McClelland needs theory.
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1. Hierarchy of Needs (a.k.a. Maslow's Pyramid)
 Physiological
.b
Includes hunger, thirst, shelter, sex and other bodily needs
 Safety
tas
Includes security and protection from physical and emotional harm
 Social
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Includes affection, belongingness acceptance, and friendship
 Esteem
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Includes internal esteem factors such as self-respect, autonomy, and achievement; and
external esteem factors such as status, recognition, and attention
 Self-actualization
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The drive to become what one is capable of becoming; includes growth, achieving one’s
potential, and self-fulfillment
Theory X and Theory Y
lOMoARcPSD|12440102
Douglas McGregor proposed two distinct views of human beings: one basically
negative, labeled Theory X, and the other basically positive, labeled Theory Y.
Theory X
 The assumption that employees dislike work, are lazy, dislike responsibility, and must be
coerced to perform. (Lower order needs dominate)
in
Theory Y
 The assumption that employees like work, are creative, seek responsibility, and can
exercise self-direction. (Higher order needs dominate)
ot.
McGregor believed Theory Y assumptions were more valid than Theory X and proposed such
ideas as participative decision making, responsible and challenging jobs, and good group
relations as approaches that would maximize an employee's motivation.
sp
**Question = what type of manager will you be (or are you)? One who believes in Theory X or
Theory Y? Be honest! Do you think this is important? Why? Why not?
Two-Factor Theory
log
•Intrinsicfactors are related to job satisfaction, while extrinsic factors are related to job
dissatisfaction.
•Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied).
Examples include quality of supervision, company policies and administration.
.b
tas
•Motivators = examines factors contributing to job satisfaction. Thus there are factors which
lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-
satisfying” and “dissatisfying factors”)
2. McClelland's Need for Achievement Theory is one of content theories of motivation

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emphasising that human needs and incentives cause human behaviour. McClelland has
identified three types of basic motivating needs:
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(1) Need for Power

(2) Need for Affiliation
(3) Need for Achievement.
(1) Need for Power or Power Motive (n/PWR):-
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The ability to induce or influence behaviour is power. The individual's life style is
characterised by striving to compensate for the feelings of inferiority which are combined with
the innate drive for power. People with a high power need have a great concern for exercising
influence and control. Such individuals are generally seeking positions of leadership; they are
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forceful, outspoken, hard headed and demanding.

(2) Affiliation Motive or Need for Affiliation (n/AFF):—
Since people are social animals, most individuals are generally like to interact and be
with others in situations where they feel they belong and are accepted. According to this
theory, people with high need for affiliation usually derive pleasure from being loved and tend
to avoid the pain of being rejected. They are concerned with maintaining pleasant social
relationships, enjoying a sense of intimacy and understanding, and enjoy consoling and
in
helping others in trouble.
(3) Need for Achievement or Achievement Motive:—
ot.
Some people have an intense desire to achieve. According to this theory, the need for
achievement is a distinct human motive that can be distinguished from other needs. This theory
has identified four basic characteristics of high achievers.
(a) Moderate risks:—
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Taking moderate risks is the simple most descriptive characteristic of the person
possessing high achievement need.
(b) Immediate feedback:—
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Person with high need for achievement desires activities which provide immediate and
precise feedback information how he is progressing toward a goal.
(c) Accomplishment:—
.b
Person with high need for achievement finds accomplishing a task intrinsically satisfying
in and of itself, or he does not expect or necessarily want the accompanying material rewards.
tas
(d) Preoccupation with the tasks:—
Once a high achiever selects a goal, he tends to be totally preoccupied with the task
until it is successfully completed. He will not feel satisfied unless he has put his maximum effort
in completing the task.
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According to this theory managers show high on achievement and power and low on affiliation.
Chief executives of smaller companies show higher achievement motive as compared to those
of large companies. Need for achievement can also be developed by training people in the
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various elements of the achievement syndrome. Managers do not need high achievement
motivation.
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8) Discuss on the components of organizational culture. [May 2011]
1. Vision: A great culture starts with a vision or mission statement. These simple turns of
phrase guide a company’s values and provide it with purpose. That purpose, in turn, orients
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every decision employees make. When they are deeply authentic and prominently displayed,
good vision statements can even help orient customers, suppliers, and other stakeholders.
Nonprofits often excel at having compelling, simple vision statements. The Alzheimer’s
Association, for example, is dedicated to “a world without Alzheimer’s.” And Oxfam envisions “a
just world without poverty.” A vision statement is a simple but foundational element of culture.
in
2. Values: A company’s values are the core of its culture. While a vision articulates a
company’s purpose, values offer a set of guidelines on the behaviors and mindsets needed to
ot.
achieve that vision. McKinsey & Company, for example, has a clearly articulated set of values
that are prominently communicated to all employees and involve the way that firm vows to serve
clients, treat colleagues, and uphold professional standards. Google’s values might be best
articulated by their famous phrase, “Don’t be evil.” But they are also enshrined in their “ten
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things we know to be true.” And while many companies find their values revolve around a few
simple topics (employees, clients, professionalism, etc.), the originality of those values is less
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important than their authenticity.
3. Practices: Of course, values are of little importance unless they are enshrined in a
company’s practices. If an organization professes, “people are our greatest asset,” it should also
.b
be ready to invest in people in visible ways. Wegman’s, for example, heralds values like “caring”
and “respect,” promising prospects “a job [they'll] love.” And it follows through in its company
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practices, ranked by Fortune as the fifth best company to work for. Similarly, if an organization
values “flat” hierarchy, it must encourage more junior team members to dissent in discussions
without fear or negative repercussions. And whatever an organization’s values, they must be
reinforced in review criteria and promotion policies, and baked into the operating principles of
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daily life in the firm.
4. People: No company can build a coherent culture without people who either share its core
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values or possess the willingness and ability to embrace those values. That’s why the greatest
firms in the world also have some of the most stringent recruiting policies. According to Charles
Ellis, as noted in a recent review of his book What it Takes: Seven Secrets of Success from the
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World’s Greatest Professional Firms, the best firms are “fanatical about recruiting new
employees who are not just the most talented but also the best suited to a particular corporate
culture.” Ellis highlights that those firms often have 8-20 people interview each candidate. And
as an added benefit, Steven Hunt notes at Monster.com that one study found applicants who
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were a cultural fit would accept a 7% lower salary, and departments with cultural alignment had
30% less turnover. People stick with cultures they like, and bringing on the right “culture
carriers” reinforces the culture an organization already has.
5. Narrative: Marshall Ganz was once a key part of Caesar Chavez’s United Farm Workers
movement and helped structure the organizing platform for Barack Obama’s 2008 presidential
in
campaign. Now a professor at Harvard, one of Ganz’s core areas of research and teaching is
the power of narrative. Any organization has a unique history — a unique story. And the ability
ot.
to unearth that history and craft it into a narrative is a core element of culture creation. The
elements of that narrative can be formal — like Coca-Cola, which dedicated an enormous
resource to celebrating its heritage and even has a World of Coke museum in Atlanta — or
informal, like those stories about how Steve Jobs’ early fascination with calligraphy shaped the
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aesthetically oriented culture at Apple. But they are more powerful when identified, shaped, and
retold as a part of a firm’s ongoing culture.
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6. Place: Why does Pixar have a huge open atrium engineering an environment where firm
members run into each other throughout the day and interact in informal, unplanned ways? Why
does Mayor Michael Bloomberg prefer his staff sit in a “bullpen” environment, rather than one of
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separate offices with soundproof doors? And why do tech firms cluster in Silicon Valley and
financial firms cluster in London and New York? There are obviously numerous answers to each
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of these questions, but one clear answer is that place shapes culture. Open architecture is more
conducive to certain office behaviors, like collaboration. Certain cities and countries have local
cultures that may reinforce or contradict the culture a firm is trying to create. Place — whether
geography, architecture, or aesthetic design — impacts the values and behaviors of people in a
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workplace.
There are other factors that influence culture. But these six components can provide a
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firm foundation for shaping a new organization’s culture. And identifying and understanding
them more fully in an existing organization can be the first step to revitalizing or reshaping
culture in a company looking for change.
Ci
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9) What are the various barriers to communication? & how will you overcome those
barriers. [May 2011].
1. Physical barriers: A bad cellular phone line or a noisy restaurant can destroy
communication. If an E-mail message or letter is not formatted properly, or if it contains
grammatical and spelling errors, the receiver may not be able to concentrate on the message
because the physical appearance of the letter or E-mail is sloppy and unprofessional. If a
receiver of a communication works in an area with bright lights, glare on computer screens, loud
noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably
in
experience communication breakdowns on a regular basis.
2. Semantic barriers : The use of difficult and multiple use of languages, words,
ot.
figures, symbols create semantic barriers.
Language: – we can find some words having different meaning. As meaning sent by the
sender can be quite different from the meaning understood by the receiver. Long and complex
sentences creates problem in communication process.
sp
Jargons: – technical or unfamiliar language creates barriers to communication that may be
drawn from the literature. So message should be simple and condensed as far as possible so
that no confusion creation will be there to the receiver.
log
4. Organizational barriers : It is raised from the organizational goals, regulations, structure
and culture.
Poor planning: – it refers to the designing, encoding, channel selection and conflicting
signals in the organization.
.b
Structure complexities:- difficult organizational structure barrier for free flow of
information. Appropriate communication process must be used.
Status differences: – it creates barrier for communication. Superior provides information
tas
to the subordinate about plans and policies. Different information is provided by different
subordinates who create barrier in communication.
Organizational distance:- distance between sender and receiver also creates barriers to
da
effective communication.
Information overload: – if superior provides too much information to the subordinate in
short period receiver suffers from information overload which creates barriers to effective
vil
communication.
Timing: – communication can be obstructed if not done on time. If the information is not
provided in time it creates barriers to effective communication.
4. Psychological barriers: It is the barriers to effective communication created from the lack
Ci
of interest of the people from whom the communication is meant. People do not pay attention
to the communication which are not interesting to them and which do not fulfill their want.
Perception: – it is the process of accepting and interpreting the information by the
receiver. People receive things differently for a various number of reasons.
lOMoARcPSD|12440102
Filtering : – communication some time filters the negative information to make it more
favorable to the receiver. In this process, knowingly or unknowingly some valuable information
may be disposed.
Distrust: – superior provides information or message to the subordinates to their own
view, ideas and opinion which create obstruction in communication.
Emotions: – emotion also creates barriers to effective communication like anger, het,
in
mistrust, jealousy etc.
Viewpoint: – it also creates barriers to effective communication. It the receiver doesn’t
clear the message and ignore without hearing, the message may create obstructions.
ot.
Defensiveness: – if the receiver receives the message as threat and interprets that
message in the same way, it creates barriers to effective communication.
5. Mechanical barrier: It includes inadequate arrangement for transmission of new, facts &
sp
figure, poor office layout, defective procedures & practices.
In order to remove hindrances in the way of communication the following steps are worth
consideration:
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(1) Clarify Ideas before Communication:
The person sending the communication should be very clear in his mind about what he wants to
say. He should know the objective of his message and, therefore, he should arrange his
thoughts in a proper order.
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(2) Communicate According to the Need of the Receiver:

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The sender of the communication should prepare the structure of the message not according to
his own level or ability but he should keep in mind the level, understanding or the environment
of the receiver.
(3) Consult Others before Communication:

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At the time of planning the communication, suggestions should be invited from all the persons
concerned. Its main advantage will be that all those people who are consulted at the time of
preparing the communication plan will contribute to the success of the communication system.
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(4) Be Aware of Language, Tone and Content of Message:
The sender should take care of the fact that the message should be framed in clear and
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beautiful language. The tone of the message should not injure the feelings of the receiver. As
far as possible the contents of the message should be brief and excessive use of technical
words should be avoided.
(5) Convey Things of Help and Value to the Listener:
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The subject matter of the message should be helpful to the receiver. The need and interest of
the receiver should specially be kept in mind. Communication is more effective in such a
situation.
(6) Ensure Proper Feedback:
The purpose of feedback is to find out whether the receiver has properly understood the
meaning of the information received. In the face-to- face communication, the reaction on the
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face of the receiver can be understood.
But in case of written communication or some other sort of communications some proper
method of feedback should be adopted by the sender.
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(7) Consistency of Message:
The information sent to the receiver should not be self- contradictory. It should be in accordance
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with the objectives, policies, programmes and techniques of the organisation. When a new
message has to be sent in place of the old one, it should always make a mention of the change
otherwise it can create some doubts.
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(8) Follow up Communication:
In order to make communication effective the management should regularly try to know the
weaknesses of the communication system. In this context effort can be made to know whether
to lay more stress upon the formal or the informal communication would be appropriate.
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Similarly, suggestions can be invited in respect of the medium of communication (oral, written
and gestural) to know as to which medium would be more effective and appropriate.
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(9) Be a Good Listener:
It is the essence of communication that both the sender and the receiver should be good
listeners. Both should listen to the each other’s point of view with attention, patience and
positive attitude. A sender can receive much relevant information by being a good listener.
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10) What is organizational culture? Explain the types of organizational culture.

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[May 2013]
The basic pattern of values & assumptions shared by employees within an organization.
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Normative Culture
In a normative organization, the organization stresses on implementing the organizational
procedures in the correct manner, and according to the norms and rules defined. This kind of
culture is perceived to portray a high standard of business ethics.
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Pragmatic Culture
In contrast to normative cultures, stress is laid on satisfying the wish of their clients. In this type
of organizational structure, the client is virtually deified. The prime concern of every employee is
to cater to the needs of the client, attain, and retain the business they may invite through the
clients.
Academy Culture
In this kind of culture, employees are highly skilled, and the organization provides an
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environment for the development, and honing of employee skills. Examples of this kind of
culture are hospitals, universities, and large corporations. Employees tend to stay with the
organization, and grow with(in) it.
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Collaborate Work Culture
Often referred to as clan culture, an organization that adopts a collaborate culture offers a
congenial and amiable environment to work in. The feeling one derives while working in this
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type of organization is that of comfort and coercive motivation. This organization consists of
superiors who provide more of guidance, and less of governance. The organization is based on
worker-welfare, where you have the employees' interest in the foreground with his skills valued,
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and performances handsomely rewarded. Insinuating and developing teamwork is the most vital
element of the organization.
Adhocracy Work Culture

It is a type of organization that is altered to provide an environment to accrue one's creative
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acumen. Ideas are encouraged, and out-of-the-box thinking is an appendage-cum-motto.
Dynamism is defined best when the workforce has the free will to conceive an out-of-the-
ordinary idea; the development of which, may lead to success; inadvertently, to higher levels of
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morale, and monetary incentives.
Baseball Team Culture

In this kind of culture, the employees are 'free agents', and are highly prized. These employees
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find employment easily in any organization, and are highly in demand. There is, however, a
considerable amount of risk attached to this culture, as it is very fast-paced. Examples of this
kind of culture are advertising, and investment banking, to name a few.
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Club Culture
Usually, the employees stay with the organization for a long time, and get promoted to a senior
post, or level. These employees are hand-picked, and it is imperative that they possess the
specific skills required and desired, by the organization. Examples of this kind of organization
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are law firms, the military, etc.
Fortress Culture
Employees are not sure if the will be laid off or not by the organization. Very often, this
organization undergoes massive changes. Few examples of this type of culture are loans and
savings, large car companies, etc.
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Macho Culture
The most important aspect of this kind of culture is big rewards, and quick feedback. This kind
of culture is mostly associated with quick financial activities; like, brokerage, and currency
trading. It can also be related to activities, like, a sports team, a police team, or branding of an
athlete. This kind of culture is does not eschew high levels of stress; instead they are known to
reach the apotheosis of efficiency. The employees are expected to possess a strong mentality
for survival in the organization.
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Work Hard/Play Hard Culture
This type of organization does not involve much risk, as the organizations, already, consist of a
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firm base coupled with a strong client relationship. This kind of culture is predominantly opted by
the large-scaled organizations that have gained their customers' trust and support;
subsequently rolling out a steadfast customer help service. The organization, with this kind of
culture, is equipped with specialized jargon, and is qualified with multiple-team meetings.
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Bet Your Company Culture
In this kind of culture, the company makes big, and important decisions over high stake
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endeavors. It takes time to see the consequence of these decisions. Companies that postulate
experimental projects, and researches as their core business proposition, adopt this kind of
culture; for instance, a company designing experimental military weapons may implement the
said type of culture.
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Process Culture
This type of culture does not include the process of feedback. In this kind of culture, the
organization is extremely cautious about the adherence to laws, and prefers to abide by them.
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This culture bestows consistency upon the organization, predominantly meant for public
services.
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11) Discuss the scope of directing.
The scope or importance of the directing in the organization lies in the fact that every
action is initiated through direction. Directing informs the human beings in the organization what
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he should do, how he should do, & when he should do. The scope of directing in the
organization is as follows,
1. Directing conveys management perspective of the organization to the individuals &

motivates them to function in the desired way to meet the organizational objectives.
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Therefore, directing initiates the activity of other managerial functions such as planning,
organizing, staffing etc.
2. Directing integrates the employee’s individual efforts to make it effective to achieve
organization objectives, since each individual’s performance affects the performance of
others in the organization.
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3. Without having proper motivation, leadership & communication, individual’s capability &
potential may not be fully utilized. Those motivation, leadership & communication are the
elements of directing. Therefore, directing provides the way to utilize the capability of the
individual & attempts to get maximum out of them.
4. Any changes in the society, where the organization exists, will affect the organization
structure & the individuals within it. Directing motivates individuals affected by these
changes to incorporate & implement the changes.
Directing with its elements provide stability in the organization & maintain balances in the
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different parts of the organization.
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12) What are the various steps involved in creative process.
1. Preparation
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During the preparation step of the creative process model, an individual becomes
curious after encountering a problem. Examples of problems can include an artistic challenge or
an assignment to write a paper. During this stage, she may perform research, creates goals,
organize thoughts and brainstorm as different ideas formulate. For example, a marketing
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professional may prepare for a marketing campaign by conducting market research and
formulating different advertisement ideas.
2. Incubation
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While the individual begins to process her ideas, she begins to synthesize them using
her imagination and begins to construct a creation. Gabora states that during this step, the
individual does not actively try a find a solution, but continues to mull over the idea in the back
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of her head.
3. Illumination
As ideas begin to mature, the individual has an epiphany regarding how to piece her
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thoughts together in a manner that makes sense. The moment of illumination can happen
unexpectedly. For example, an individual with the task of putting together an office party may
have an idea for a theme while driving home from work.
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4. Evaluation
After a solution reveals itself in an epiphany, the individual then evaluates whether the
insight is worth the pursuit. He may make changes to his solution so it is clearer. He may
consult with peers or supervisors regarding his insights during this step before pursuing it
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further. If he works with clients, he may seek a client's input and approval before moving on to
the next step.
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5. Implementation
The implementation of an idea or solution in the creative process model is when an

individual begins the process of transforming her thoughts into a final product. For example,
during this step, a painter may begin outlining shapes on a canvas with charcoal before applying
oil paints to the medium. According to Gabora, an individual may begin this step more than once
in order to reach the desired outcome. For example, a graphic designer may open a new digital
canvas if he did not have the scale calculated correctly on a previous work, and he will continue
to implement his ideas and make adjustments until he reaches a pleasing final product.
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13) Explain creativity tools used in industry with example.
1. Brainstorming is a group or individual creativity technique by which efforts are made to find
a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its
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member(s). The term was popularized by Alex Faickney Osborn in the 1953 book Applied
Imagination. Osborn claimed that brainstorming was more effective than individuals working
alone in generating ideas, although more recent research has questioned this conclusion
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Osborn claimed that two principles contribute to "ideative efficacy," these being :
1. Defer judgment,
2. Reach for quantity.
Following these two principles were his four general rules of brainstorming, established with
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intention to :
reduce social inhibitions among group members,

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stimulate idea generation

increase overall creativity of the group.
1. Focus on quantity: This rule is a means of enhancing divergent production, aiming to

facilitate problem solving through the maxim quantity breeds quality. The assumption is
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that the greater the number of ideas generated, the greater the chance of producing a
radical and effective solution.
2. Withhold criticism: In brainstorming, criticism of ideas generated should be put 'on
hold'. Instead, participants should focus on extending or adding to ideas, reserving
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criticism for a later 'critical stage' of the process. By suspending judgment, participants
will feel free to generate unusual ideas.
3. Welcome unusual ideas: To get a good and long list of ideas, unusual ideas are
welcomed. They can be generated by looking from new perspectives and suspending
assumptions. These new ways of thinking may provide better solutions.
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4. Combine and improve ideas: Good ideas may be combined to form a single better
good idea, as suggested by the slogan "1+1=3". It is believed to stimulate the building of
ideas by a process of association.
2. Vertical thinking & Lateral thinking
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Vertical thinking
Vertical thinking is the traditional think model. Working on known theories, knowledge and
experience, it pursues in-depth analysis and investigation by certain thinking path. It is suitable
for intensive research on well defined problems.
Lateral thinking
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In contrary, Lateral thinking breaks away from the tradition, and turns to new angles for new
perceptions of the same object. While Vertical thinking puts emphasis on one single dimension,
the breadthwise on multiple dimensions. It tries to tackle the problem from many directions and
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many angles, so it has better potential in creativity.
Starting from one concept, it will lead to matters with similar, or related features.
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Characteristics of Lateral thinking:
It breaks free from constrains, attacks from all directions, reaches new sides of the problem
where traditional thinking fails. When an idea flashes over, it grabs it, to dig it over intensively.
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The drawbacks of Lateral thinking:
Without effective constrains, such thinking method can produce designs that's disengaged from
reality.
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Example of Lateral Thinking:
One day you have just played tennis with your friends, you are very thirsty when you arrive
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home. You go into the kitchen and you find a bottle of soda in the fridge. However, you cannot
find a bottle opener. What do you do?
3. Reversal tool:
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Reversal is a good tool for improving a product or a service. In this method, creative
thinkers ask the opposite of the question that he want to ask, & apply the results. For example:
imagine that you want to improve the response of a service center. Using reversal you would
ask ‘How would I reduce customer satisfaction?’ After considering this question, you might give
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the following answers:
Not answering the phone when customers call.

Not returning phone calls.
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Have people with no product knowledge answering the phone.

Use rude staff
Give the wrong advice, etc.
After using reversal, you would ensure that appropriate staff members were handling
incoming phone calls efficiently & pleasantly. You would set up training programs to ensure that
they were givimg accurate & effective advice.
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4. SCAMPER:
This tool helps you generate ideas for new products and services by encouraging you to
think about how you could improve existing ones.
About the Tool
SCAMPER is a mnemonic that stands for:
Substitute.
Combine.
Adapt.
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Modify.
Put to another use.
Eliminate.
Reverse.
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5. Reframing Matrix
A Reframing Matrix is a simple technique that helps you to look at organisational
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problems from a number of different viewpoints, and expands the range of creative solutions
that you can generate. The basic approach relies on the fact that different people with different
experiences approach problems in different ways. This technique helps groups to put
themselves into the mindsets of different people and imagine the solutions, or problems, they
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would come up with regards to a key question or problem.
There are two different approaches to the reframing matrix – however, we can use this
approach in many different ways.
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(i) The 4Ps approach:
• Planning perspective: Are our busines

• People perspective: What do the different people involved think?
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Potential perspective: if we were to seriously increase our targets, how would we

achieve these increases?
Product perspective: is there something wrong with the product?
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(ii) The ‘Professions approach’:

The second approach to using a reframing matrix is to look at the problem from the
viewpoints of different specialists. The way that a doctor, for example, looks at a problem
would be different from the approach a water engineer would use, which would be different
from sales manager’s perspective.
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6. Concept Fan: Widening the Search for Solutions
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The Concept Fan is a way of finding different approaches to a problem when you have
rejected all obvious solutions. It develops the principle of 'taking one step back' to get a broader
perspective.
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How to Use the Tool:
To start a Concept Fan, draw a circle in the middle of a large piece of paper. Write the problem
you are trying to solve into it. To the right of it radiate lines representing possible solutions to the
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problem. This is shown in Figure 1:
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It may be that the ideas you have are impractical or do not really solve the problem. If this is the
case, take a 'step back' for a broader view of the problem.
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Do this by drawing a circle to the left of the first circle, and write the broader definition into this
new circle. Link it with an arrow to show that it comes from the first circle:
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Use this as a starting point to radiate out other ideas
If this does not give you enough new ideas, you can take yet another step back (and another,
and another…):
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The idea of the Concept Fan was devised by Edward de Bono in his book 'Serious Creativity' -
this is one of the books reviewed on right-hand side of this page. The book shows how to use
many similar tools.
Key points: The Concept Fan is a useful technique for widening the search for solutions when
you have rejected all obvious approaches. It gives you a clear framework within which you can
take 'one step back' to get a broader view of a problem.
To start a concept fan, write the problem in the middle of a piece of paper. Write possible
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solutions to this problem on lines radiating from this circle.
If no idea is good enough, redefine the problem more broadly. Write this broader definition in a
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circle to the left of the first one. Draw an arrow from the initial problem definition to the new one
to show the linkage between the problems. Then radiate possible solutions from this broader
definition
7. Mind map :
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A mind map is a diagram used to visually outline information. A mind map is often
created around a single word or text, placed in the center, to which associated ideas, words and
concepts are added. Major categories radiate from a central node, and lesser categories are
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sub-branches of larger branches.[1] Categories can represent words, ideas, tasks, or other items
related to a central key word or idea
Buzan suggests the following guidelines for creating mind maps:

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1. Start in the center with an image of the topic, using at least 3 colors.
2. Use images, symbols, codes, and dimensions throughout your mind map.
3. Select key words and print using upper or lower case letters.
4. Each word/image is best alone and sitting on its own line.
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5. The lines should be connected, starting from the central image. The central lines are
thicker, organic and thinner as they radiate out from the centre.
6. Make the lines the same length as the word/image they support.
7. Use multiple colors throughout the mind map, for visual stimulation and also to encode
or group.
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8. Develop your own personal style of mind mapping.

9. Use emphasis and show associations in your mind map.
10. Keep the mind map clear by using radial hierarchy, numerical order or outlines to
embrace your branches.
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8. Provocation:
Mental provocation is perhaps the most spectacular creativity technique developed by

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the pioneering thinker we mentioned earlier, Edward de Bono. This involves using apparently
contradictory statements to liberate oneself from traditional patterns of perception, so inducing a
state of instability which may point the path to a new idea. Mental provocation allows us to look
at things from a different angle. It puts distance between you and your problem, and stimulates
you to find out-of-the-ordinary solutions.
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Being mentally provocative means going crazy in a controlled way. Taking your problem
as a starting point, you make a statement that is diametrically opposed to all your past
experience and convictions.
9. DO IT is a simple process for creativity:

Techniques outlined earlier in this chapter focus on specific aspects of creative thinking.
DO IT bundles them together, and introduces formal methods of problem definition and
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evaluation.
These help you to get the best out of the creativity techniques.
DO IT is an acronym that stands for:
D – Define problem.
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O – Open mind and apply creative techniques.
I – Identify best solution.
T – Transform.
These stages are explained in more detail below:
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1. Define Problem
This section concentrates on analyzing the problem to ensure that the correct question is being
asked.
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2. Open Mind and Apply Creative Techniques
Once you know the problem that you want to solve, you are ready to start generating
possible solutions. It is very tempting just to accept the first good idea that you come across. If
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you do this, you will miss many even better solutions. At this stage of DO IT we are not
interested in evaluating ideas. Instead, we are trying to generate as many different ideas as
possible. Even bad ideas may be the seeds of good ones.
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3. Identify the Best Solution
Only at this stage do you select the best of the ideas you have generated. It may be that
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the best idea is obvious. Alternatively, it may be worth examining and developing a number of
ideas in detail before you select one.
4. Transform
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Having identified the problem and created a solution to it, the final stage is to implement
this solution. This involves not only development of a reliable product from your idea, but all the
marketing and business side as well. This may take a great deal of time and energy.
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10. The Simplex tool:

Simplex is a group process for finding and solving problems; identifying and overcoming
challenges; and establishing and achieving goals. Use of Simplex allows individuals and
organizations to be creative, innovative and to succeed in a world where fast-paced change is
the order of the day.
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The Simplex process has been developed over a number of years by Basadur (1995)
and is being used by many business and technological organizations in North America, Simplex
is a "complete" process of creative problem solving with four stages and eight discrete steps.
The process provides a framework for using various tools. Simplex is represented as a wheel to
reflect the circular, perennial nature of problem solving.
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i) Problem finding
ii) Fact finding
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iii) Problem definition
iv) Idea finding
v) Selection & evaluation
vi) Planning
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vii) Sell idea

viii) Action
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14) Describe theory X & theory Y.

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15) Differentiate single & multiple channel networks.
S.No. Single channel communication multiple channel communication

1. The communication is allowed on only one The communication is allowed in more
path called as line authority. It is simply than one path.
referred as through proper channel.
2. Communication flow is low. Communication flow is faster.
3. Easy to maintain orderly in nature. Potential problems may occur.
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4. Miscommunication is reduced Miscommunication is increased.
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5. It has some limitations of bottlenecks in Due to unlimited use the systems causes
the flow enhancing organizational confusion & undermine the superior’s
distance, greater possibilities of authority.
transmission etc.
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16) Briefly explain about the 3 types of basic motivating needs proposed by Mc Cleeland.
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McClelland's Need for Achievement Theory is one of content theories of motivation
emphasising that human needs and incentives cause human behaviour. McClelland has
identified three types of basic motivating needs:
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(1) Need for Power

(2) Need for Affiliation
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(3) Need for Achievement.

(1) Need for Power or Power Motive (n/PWR):-
The ability to induce or influence behaviour is power. The individual's life style is
characterised by striving to compensate for the feelings of inferiority which are combined with
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the innate drive for power. People with a high power need have a great concern for exercising
influence and control. Such individuals are generally seeking positions of leadership; they are
forceful, outspoken, hard headed and demanding.
(2) Affiliation Motive or Need for Affiliation (n/AFF):—
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Since people are social animals, most individuals are generally like to interact and be
with others in situations where they feel they belong and are accepted. According to this
theory, people with high need for affiliation usually derive pleasure from being loved and tend
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to avoid the pain of being rejected. They are concerned with maintaining pleasant social
relationships, enjoying a sense of intimacy and understanding, and enjoy consoling and
helping others in trouble.
(3) Need for Achievement or Achievement Motive:—
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Some people have an intense desire to achieve. According to this theory, the need for
achievement is a distinct human motive that can be distinguished from other needs. This theory
has identified four basic characteristics of high achievers.
(a) Moderate risks:—
Taking moderate risks is the simple most descriptive characteristic of the person
possessing high achievement need.
(b) Immediate feedback:—
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Person with high need for achievement desires activities which provide immediate and
precise feedback information how he is progressing toward a goal.
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(c) Accomplishment:—
Person with high need for achievement finds accomplishing a task intrinsically satisfying
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in and of itself, or he does not expect or necessarily want the accompanying material rewards.
(d) Preoccupation with the tasks:—
Once a high achiever selects a goal, he tends to be totally preoccupied with the task
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until it is successfully completed. He will not feel satisfied unless he has put his maximum effort
in completing the task.
According to this theory managers show high on achievement and power and low on affiliation.
Chief executives of smaller companies show higher achievement motive as compared to those
of large companies. Need for achievement can also be developed by training people in the
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various elements of the achievement syndrome. Managers do not need high achievement
motivation.
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17) Explain trait approaches to leadership & mention their weakness.
Trait means quality. According to this theory, leadership behavior is influenced by certain
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qualities of person i.e., leader. On other words, leadership behavior is sum of traits. Traits
theorists suggest that leaders differ from followers with respect to a small number of key traits &
these traits remain unchanged across time. This theory has also been called the “great man
theory” because it is based on the set of traits which are common to great men.
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Studies were conducted to identify the qualities of past & present leaders interms of their
education, experience, character, family background etc. Another way of finding leadership
quality is to enquire how the leader considers himself different from others in a particular
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situation.
Researchers have found out a number of qualities of leadership from their study. A
successful leader has the following traits.
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(i) Physical qualities: Sound health, vitality, appearance, physical & nervous energy,
forcefulness, physique, enthusiasm.
(ii) Intellectual qualities: High intelligence, sound judgement, ability to teach, scientific approach,
decisiveness, self understanding.
(iii) Morale qualities: Integrity, moral courage, fair play, will power, sense of purpose, objectivity.
(iv) Social qualities: Ability to inspire, tact, percussiveness, self-confidence, empathy, initiative,
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knowledge of human nature human relations attitude.
In initial stages, most of the persons thought that leadership qualities were ‘inborn’ but
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later they concluded that the acquired qualities could be developed by experience & training.
Weakness of trait theory:
1. There is no universal list of traits of successful leaders. It is therefore, very difficult to indicate
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what mix of traits is necessary to make an effective leader. Individuals who never achieve
leadership also possess some of the traits as successful leader.
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2. Researchers simply provide the list of qualities. They fail to give the scale to measure the
qualities. It is no clear how high a score a person must achieve a given trait to make it effective.
3. Effective leadership is not function of traits alone. There is a wealth of scientific evidence
pointing the significance of situational factors as determinants of leadership behavior. But traits
theory fails to consider the whole environment of leadership.
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4. The theory does not offer any guidance for developing these qualities.
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5. There is no direct correlation between the level of traits & level of success.
18) Explain the importance of strong leadership in the creation of cohesive work in an
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industrial organization.
Leadership is an important factor for making any type of organizations successful. Some
of the important functions performed by a leader are discussed as follows,
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1. Motivating employees:
Motivation is an important factor for attaining goals. Higher is the motivatiuon, better
would be the performance. A good leader motivates the employees for higher performance.
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Good leadership in the organization itself is a motivating factor for the individuals.
2. Leader develops team work:
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The three vital determinants of team work are the leader, subordinates & the
environment. These factors are interdependent. The leader should make the environment to
work efficiently. He studies the employees individually & instills interest in them.
3. Better utilization of man power;
A leader implements the plans, policies & programmes of an organization to utilize the
available manpower effectively & gets the highest production with minimum human cost.
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4. Creating confidence to followers:
A good leader may create confidents in his followers by directing them, giving them to
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advice & getting through them good results in the organization.
5. Directing group activities:
The personal conduct & behavior of a leader can direct others to achieve organizational
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goals. He acts as a friend, philosopher & guide to his follower & takes the lead in all activities. A
leader alone can consolidate the efforts & direct them towards the goal.
6. Building morale:
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Morale is expressed as attitudes of employees towards organization, management &
voluntary cooperation to offer their ability to the organization. High morale leads to high
productivity & organizational stability.
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7. Maintaining discipline:
Discipline is the force that prompts individuals to observe rules, regulations &
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procedures which are necessary for the attainment of objections. A good leader makes less use
of penalties for the violation of regulations & focuses more on self-discipline or voluntary
restraint.
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19) Explain each elements of communication process.
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lOMoARcPSD|12440102
in
ot.
sp
.b log
tas
20) Write short note on communication network.
A network is a structured fabric of the organization made up of system lines, or channels

are interconnected. These channels or lines are used to pass information serially from one
person to another.
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The communicating networks are as follows:
1. Simple chain.
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2. Wheel
3. Circular
4. Free flow
5. Inverted V
1. Simple chain network:
Ci
It exists between a superior & his subordinate communication flows downward or

upward through each successive level. As it flows orderly through the chain, the control will be
easier. But, it is time consuming. It is mainly applied in bureaucratic organization.
2. Wheel network:
lOMoARcPSD|12440102
4 persons (subordinates) can communicate with only a central person of superior.

Subordinates are not allowed to communicate themselves. It is not a horizontal communication
coordination of subordinates which is very much difficult.
3. Circular network:
Here, communication moves in a circle. So atleast, each person can communicate with
his nearest neighbours of 2 only. But, communication flow is low.
4. Free flow:
In the above mentioned network type, there are restrictions for communications & delay
in
in decision making. Communication flow is fast but coordination problem will exist. It is allowed
in free-form or task force organizations.
ot.
5. Inverted V:
A subordinate is allowed to communicate with his immediate superior as well as his
superior’s superior. In such a network, communication flow is faster when compared to other
methods.
sp
.b log
tas
da
21) Explain managing cultural diversity.

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Developing cultural competence results in an ability to understand, communicate

with, and effectively interact with people across cultures, and work with varying cultural
beliefs and schedules. While there are myriad cultural variations, here are some essential to
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the workplace:
1. Communication: Providing information accurately and promptly is critical to effective

work and team performance. This is particularly important when a project is troubled and
needs immediate corrective actions. However, people from different cultures vary in
how, for example, they relate to bad news. People from some Asian cultures are
lOMoARcPSD|12440102
reluctant to give supervisors bad news - while those from other cultures may exaggerate
it.
2. Team-building: Some cultures - like the United States - are individualistic, and people
want to go it alone. Other cultures value cooperation within or among other teams.
Team-building issues can become more problematic as teams are comprised of people
from a mix of these cultural types. Effective cross-cultural team-building is essential to
benefiting from the potential advantages of cultural diversity in the workplace
3. Time: Cultures differ in how they view time. For example, they differ in the balance
between work and family life, and the workplace mix between work and social behavior.
in
Other differences include the perception of overtime, or even the exact meaning of a
deadline. Different perceptions of time can cause a great misunderstanding and mishap
in the workplace, especially with scheduling and deadlines. Perceptions of time
ot.
underscore the importance of cultural diversity in the workplace, and how it can impact
everyday work.
4. Calendars: The business world generally runs on the western secular year, beginning
with January 1 and ending with December 31. However, many cultures use other
calendars to determine holidays such as New Years or specific holy days. For example,
sp
Eastern Orthodox Christians celebrate Christmas on a different day from western
Christians. For Muslims, Friday is a day for prayer. Jews observe holidays ranging from
Rosh Hashanah to Yom Kippur. These variations affect the workplace as people require
time off to observe their holidays. A cultural calendar is a helpful tool to ensure meetings
log
are successful, and deadlines are met.
.b
tas
da
vil
Ci

Controlling Process and Effective Control Controlling Process and Effective Control

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controlling process and effective control

PRINCIPLES OF MANAGEMENT (Anna University)

Studocu is not sponsored or endorsed by any college or university

MG2351- PRINCIPLES OF MANAGEMENT

SCAMPER is a check list that helps us to think of changes. We can make to an

3) What is meant by reframing matrix?

approach problems in different ways.

4) State the function of mind mapping tool?

5) Mention the use of DO IT process for creativity?

DOIT is a process for creativity. Techniques explained earlier in this chapter

O – Open mind and apply creative techniques

I -Identify best solution

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 1

6) Differentiate innovation and invention.

7) How can be harmonizing objectives achieved?

2. Cooperation and understanding.

4. Balancing the objectives of the organization with those of individuals.

Brain storming is an excellent way of developing many creative solutions to a

10) Define motivation. [May 2011, Nov 2012]

According to koonts and O’Donnell” Motivation is a general terms applying to

a group of people to work”

11) Names the steps involved in motivation process.

2. Preparing, selecting and applying a set of appropriate motivating tools.

12) What are the types of motivation?

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 2

13) What is organizational culture? [May 2011]

The basic pattern of values & assumptions shared by employees within an

Leader is one who makes his subordinates to do willingly what he wants.

17) List the components of communication process. [May 2012]

1) Explain the concept of motivation & satisfaction.

Management is the art of getting workdone by the subordinates in order to attain

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 3

Dolton E. McFarland, “The concept of motivation is mainly psychological. It relates to

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 4

Hierarchy of Needs (a.k.a. Maslow's Pyramid)

Includes hunger, thirst, shelter, sex and other bodily needs

Includes security and protection from physical and emotional harm

Includes affection, belongingness acceptance, and friendship

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 5

Theory X and Theory Y

3) Explain different styles of leadership based on authority. Explain them critically.

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 6

Consults with subordinates on proposed actions and decision and encourage

3. Free-rein leader/laissez-faire Leadership:–

Uses his or her power very little, giving a high degree

Leadership is defined as influence, theartor process of influencing people so that

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 7

5) Define communication. What are the barriers of effective communication? Explain

Communication is the process of passing of information from one person to

It is raised from the organizational goals, regulations, structure and culture.

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 8

6) Discuss the importance of communication in a modern industrial organization.

Communication is one of the most important facilitators of modern business. In its

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 9

communication between organization or within organization provides such basis.

Fulfillment of Organizational objectives: It fulfills the organizational objectives by co-

K.SUBADHRA, AP/Chemistry, MAHALAKSHMI ENGINEERING COLLEGE, Trichy-621213. Page 10

7) Name the motivation theories. Explain any 2 of them.

Includes hunger, thirst, shelter, sex and other bodily needs

Includes security and protection from physical and emotional harm

Includes affection, belongingness acceptance, and friendship