PERSPECTIVE MANAGEMENT

TOPIC: LEADING

PRESENTED BY GROUP 5
 Group
Sr. no
1
MembersName
Rahul Bajaj
Old Roll No
5
New Roll No
20-S-006
2 Anurag Malushte 57 20-S-066
3 Pramendra Jha 40 20-S-049
4 Kaartikk Borrse 126 20-S-013
5 Aditya Sabale 91 20-S-113
6 Aniket Saware 148 20-S-121
7 Akansha Srivastava 109 20-S-138
8 Jigar Parekh 74 20-S-090
9 Harshada Gaikwad 22 20-S-030
LEADING:
UNDERSTANDING
INDIVIDUAL BEHAVIOR
PART- 1

Rahul Bajaj

Old Roll No: 005

New Roll No: 20 – S –006

FOCUS & GOALS OF
 Employee Productivity
ORGANIZATIONAL
 Decrease Absenteeism
BEHAVIOUR
 Reducing Turnover

 Organizational Citizenship Behavior (OCB)

 Job Satisfaction

 Counterproductive Workplace Behavior

Ref- Management (11th edition) by Stephen P. Robbins & Mary Coulter, pg- 372
 HOW SATISFIED ARE EMPLOYEES?

 Satisfaction and Productivity

 Satisfaction and Absenteeism

ATTITUDES AND JOB  Satisfaction and Turnover

PERFORMANCE  Job Satisfaction and Customer Satisfaction

Ref- Management (11th edition) by Stephen P. Robbins & Mary Coulter, pg- 377
 PERSONALITY: MBTI
Model

 Extrovert v/s Introvert

 Sensing v/s Intuition

 Thinking v/s Feeling

 Judging v/s Perceiving

Ref- Management (11th edition) by Stephen P. Robbins & Mary Coulter, pg- 381
UNDERSTANDING
INDIVIDUAL BEHAVIOR
PART- 2

Anurag Malushte

Old Roll No: 057

New Roll No: 20 – S –066

Perception
Factors That Influence Perception
The individual’s personal characteristics
Attitudes
Personality
 Motives
 Interests
 Experiences
 Expectations Old woman or young A knight on a horse or
 Context woman? broken glass?
 Time
Location
Appearance

Reference: Management by Stephen P. Robbins & Mary Coulter Eleventh Edition (Pages 387 &
388)  
 Social Learning

The influence of others is central to the social learning

viewpoint. The amount of influence that these models have
on an individual is determined by four processes:

 Attentional processes

 Retention processes

Learning  Motor reproduction processes

 Reinforcement processes

Reference: Management by Stephen P. Robbins & Mary Coulter Eleventh Edition (Page 391)  
MANAGERS
AND
COMMUNICATION

Pramendra Jha

Old Roll No: 040

New Roll No: 20 – S –049

 Communication

 Transfer and understanding of meaning (A person to

convey information so that it is received and
understood)
• Transfer means the message was received in a form
that can be interpreted by the receiver.

 Interpersonal Communication
• Communication between two or more people
(dialogue or a conversation between two or more
people)

What is  Organizational Communication

Communication? • All the systems and network of communication

within an organization

Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)

Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
 Four Functions of
Communication

 Control
• Formal and informal communication act to control individuals’ behaviors in organization
 Motivation
• Communication clarify for employees what is to be done, how well they have done and what can be done to improve performance
 Emotional Expression
• Social interaction in the form of work group communication provides a way for employees to express themselves
 Information
• Individuals and work groups needs information to make decision or to do their job
Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)
Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
Interpersonal Communication
• Interpersonal Communication Process
 Message
 Source: sender’s intended message
 Encoding
 The message converted to symbolic form
 Channel
 The medium through which the message travel
 Decoding
 The receiver’s retranslation of the message
 Noise
 Disturbance that interfere with communication

Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)

Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
MANAGERS
AND
COMMUNICATION

Kaartikk Borrse

Old Roll No: 126

New Roll No: 20 – S –013

Barriers in interpersonal communications

• Information Overload
• Being faced with an amount of information that exceeds an individual's
ability to process it

• Filtering
• The planned manipulation of information to make it appear more favorable to
receiver

• Emotions
• Disregarding rational and objective thinking and substituting emotional
decisions while interpreting message

• National cultural
• Culture influences form, formality, openness, pattern and use of information
in communications

• Sociocultural
• The different meaning of and specialized approaches wherein sender use
word can cause receiver to misread the message

Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)

Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
 Overcoming the Barriers in
Interpersonal
Communication
• Use feedback
• Simplify Language
• Listen actively
• Constrain Emotions
• Watch for non-verbal
Cues

Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)

Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
 Organizational
communication

There are two types of Organizational Communication

• Formal communication: Communication that takes place within
prescribed organizational work arrangements
• Informal communication: Communication that is not defined by the
organization’s structural hierarchy Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)
Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
 Direction of
Communication
Flow
• Downward
• Upward
• Lateral
• Diagonal Communication

Reference: Organizational Behavior by Robbins, Judge and Vohra (Pages 421-424)

Management by Stephen P. Robbins & Mary Coulter (Pages 493-499)
COMMUNICATION
NETWORKS

Aditya Sabale

Old Roll No: 091

New Roll No: 20 – S –113

 Communication Network

• Definition: Vertical and horizontal flow of

communication.

• 3 most common type of communication network:

1. Chain type network

2. Wheel type network
3. All-channel network

What is A
• The form of network you should use depends on your
goal.

Communication
Network ? Reference: Management by Robbins & Coulter.(Page no.:498-500)
 Types of Communication Network

• Chain Network:
• Communication Flows according to Formal Chain
of command

• Wheel Network:
• communication flowing between a clearly
identifiable and strong leader and others in a work
group or team

Types of
• All Channel Network:
• communication flows freely among all members of
a work team

Communication
Network Reference: Management by Robbins & Coulter.(Page no.:498-500)
 Grapevine

• An informal organizational communication network

• Can be used for issues not suitable for formal

communication

• The result of information passed along the grapevine

can give open and honest feedback

The Grapevine

Reference: Essential of Organizational Behaviour by Robbins,Judge & Breward. (Page no.: 206-
208)
MOTIVATING
EMPLOYEES

Aniket Saware

Old Roll No: 148

New Roll No: 20 – S –121

 Motivation

• Motivation refers to the process by which a person’s efforts

are energized, directed and sustained towards attaining a
goal.

• Energy – intensity, drive and vigor

• Direction – channelized efforts towards organizational
growth
• Persistence – consistency in putting efforts

• Need of Motivation

What is Motivation? • A Gallup poll found that 73 percent U.S.

employees are not excited about their work.

Reference: Management by Stephen P. Robbins & Mary Coulter Eleventh Edition (Pages 430,431)  
 Maslow’s Hierarchy of Needs

• Physiological Needs: food, drink, shelter and other physical

requirements

• Safety Needs: security & protection from physical and

emotional harm

• Social Needs: affection, belongingness, acceptance and

friendship

Early Theories of • Esteem Needs: Internal: achievement, self-respect &

External: status, recognition

Motivation • Self-actualization needs: achieving one’s potential and self-

fulfillment

Reference: Management by Stephen P. Robbins & Mary Coulter Eleventh Edition (Pages 431,432)  
 McGregor’s Theory X & Theory Y

• Theory X:

• It is a negative view of people that assumes workers

have little ambition, dislike work, want to avoid
Early Theories of responsibility, and need to be closely controlled to work
effectively.

Motivation • Theory Y:

• It is a positive view that assumes employees enjoy

work, seek out and accept responsibility, and exercise
self-direction.

Reference: Management by Stephen P. Robbins & Mary Coulter Eleventh Edition (Pages 432,433)  
CONTEMPORARY
THEORIES OF
MOTIVATION

Akansha Srivastava

Old Roll No: 109

New Roll No: 20 – S –138

GOAL SETTING
THEORY
• Proposed by Edwin Locke
• Working towards a goal is a major source of work
motivation
• Feedback guides behavior

Implementing Goal Setting Theory

Management By Objectives (MBO)

• Goal Specificity
• Participation in decision making
• Explicit time period
• Performance feedback

Reference: Essentials of Organizational Behaviour by Robbins, Judge and Breward (Pages 132 – 134)
EXPECTANCY
THEORY
1. Expectancy
• By Victor Vroom • Effort-Performance Relationship
• Our actions depend on the expectation of an outcome
• Will high effort lead to high performance?
• Focusses on 3 relationships
2. Instrumentality
• Performance-Reward Relationship
• Will high performance turn to organizational rewards?

3. Valence
• Rewards-Personal Goals Relationship
• Are the rewards tailored towards personal goals?

Reference: Essentials of Organizational Behaviour by Robbins, Judge and Breward (Pages 141 – 142)
Mangement by Stephen P. Robbins & Mary Coulter (Pages 602 & 603)  
OTHER CONTEMPORARY THEORIES
REINFORCEMENT THEORY
• Behavior a function of consequences
• Reinforcers -
 Outcome followed by a particular behavior
 Increases the chances of repetition of behavior

SELF DETERMINATION THEORY

• Intrinsic motivation over extrinsic motivation
• Control over one's actions
• Extrinsic rewards can reduce intrinsic motive
• More satisfaction from intrinsic incentives

EQUITY THEORY • Comparison of job inputs and outcomes with others

• State of inequity can trigger change in behaviors
• State of equity represents fairness

Reference: Essentials of Organizational Behaviour by Robbins, Judge and Breward (Pages 131, 132, 136, 137)
Mangement by Stephen P. Robbins & Mary Coulter (Pages 596, 599, 600)  
MANAGERS AS
LEADERS

Jigar Parekh

Old Roll No: 074

New Roll No: 20 – S –090

 The corporate world is filled
with stories of leaders who
failed to achieve greatness
because they failed to understand the context
they were working in.
 Contingency Theories of Leadership
Fiedler Model
• define those leadership styles and the different
types of situations

• identify the appropriate combinations of style and

situation

Finding the Least Preferred

Coworker and teaming to
reduce conflict

• Leader–member relations • Task structure • Position power

Ref: Management by Stephen Robbins, Pg. No. 558
 Contingency Theories of Leadership
Hersey and Blanchard’s Situational Leadership Theory
Four Levels of Readiness to do work

• R1: People are both unable and unwilling to take responsibility for
doing something. Followers aren’t competent or confident.

• R2: People are unable but willing to do the necessary job tasks.
Followers are motivated but lack the appropriate skills.

• R3: People are able but unwilling to do what the leader wants.
Followers are competent, but don’t want to do something.

• R4: People are both able and willing to do what is asked of them.

Ref: Management by Stephen Robbins, Pg. No. 559

MANAGERS AS
LEADERS

Harshada Gaikwad

Old Roll No: 022

New Roll No: 20 – S –030

 Contingency Theories of Leadership

Path Goal
Theory

Path-Goal Theory is about how

leaders motivate followers to
accomplish designated goals

Ref: Leadership Styles and Practices by Peter G Northouse, Pg. No. 199-
Leader
Behaviors
Directive Leader

Supportive Leader

Participative Leader

Achievement Oriented Leader

Ref: Management by Stephen P. Robbins & Mary Coulter, Pg. No. 562
 1. Drive
2. Desire to lead
Eight Traits 3. Honesty and integrity
4. Self-confidence
Associated with 5. Intelligence
Leadership 6. Job-relevant knowledge
7. Extraversion
8. Proneness to guilt

Ref: Management by Stephen P. Robbins & Mary Coulter, Pg. No. 557
Interviewee:
General Manager - Super Castings (Bombay) Pvt. Ltd.
Mr. Shrikant Joshi Industry: Manufacturing Experience: 45 years
Considering the vast experience you have, I am sure there had been multiple occasions
wherein the deliverables or targets were nearly impossible to achieve. As a leader, how did
you manage to ignite that sense of belonging in your colleagues and got the work done ?
Can you share any of such incident ?

• I don't think myself as a leader but a part of them [employees]

• I believe myself to be a man of the team
• I sit with them, have lunch, understand their problems both professional and personal
• Whenever there is problem, I am always with them
• I make them understand that at any cost we must achieve the targets
• This is because, once company target is achieved the company will be profitable and will continue to grow and
eventually this will help the employee to grow individually and achieve individual targets
• Also the benefits will be passed on to them eventually
• And hence every individual works very hard as they feel they are a part of the company and their own dreams
and that of the company are interlinked
As a manager, how do you manage the employees from different cultures and different level
of educational background in the company within the team to achieve the common output
for the company without having conflict in the team ?

• Sir, told us that he never treat any one like his assistant or helper. He always treat all of them as a family
members.

• People are from different state, religion and languages to create bonding with each other they organized monthly
events and yearly picnic.

• Most important is to respect their qualification no matter what degree they have to earn respect from them.
How could one communicate effectively as a leader, when he/she supposed to inform
already overstretched workers that they need to take additional responsibilities due to
short deadlines ? Had you ever been in such situation?

• Organizations frequently get into such situation due to labor problems/ unavailability of raw material.

• For that, he shared one example of hotel industry; wherein he said, on weekends/ national holidays/ in
festive season restaurants are flooded with customers as compare to other days. To accommodate excess
customers, restaurants arrange more tables, make seating arrangement for people in waiting area, chefs
execute orders quickly, waiters attend all customers.

• Similarly, whenever a company gets a new order; it’s a challenge for workers, supervisors & managers
to deliver it with required specifications and within given time.

• To motivate employees to take on such challenges, management rewards them with increment or
promotions based on their performance in such challenging situations.
There might be some instances when there would be disagreements between management
and workers or within teams. How would you address such situations?

• Workers tend to complain about lot of things, sometimes there are genuine problems and sometimes they are
making it up purposefully. So working as manager, you must recognize the difference in this kind of situations.

• Different strategies are adopted in different situations.

• When there is genuine problem, management tries to solve it as soon as possible.

• In case of made up situations, management warns such employees first. Also strict measures are also taken if
needed.
In your 45+ years of experience, what kind of changes in the area of employee motivation
have you seen and implemented as a leader?

• Earlier, industrial workers were not properly trained. Then with modernisation ITI and Diploma Engineers came
into picture.

• Now workers are more career oriented.

• This trend change helped both the companies and the employees.

• Employers are now more focussed on issues like labour welfare.

• Taking care of employees and giving them job surety does motivate them to work hard.
With huge swings in the industry followed by acute shortage of hydras and then welding
material too, how did you manage the complaints of the ground level labourers whose work
was bound to suffer?

• The unforeseen shortage of equipment was definitely a huge hiccup in the production process but considering
the pandemic situation and on humanitarian basis they abided by the government regulations and gave up the
oxygen cylinders hindering the work

• The hinderance was managed by leveraging the relationship with the clients who obliged to extend the deadlines

• He said that the laborers whose work suffered were compensated for their full work wages despite the less
productivity and that this was done just to maintain relation with the labourers. Thus, at the cost of the company
burning its own funds, the laborers and their needs were met.
As a leader, how do you foster teamwork behavior in your employees, when individual
goals of an employee collide with team goals and create conflict?

• Because of understanding between the manager and employee, the employee goals are always compatible with
the team or organization goals

• He does not consider himself as ‘ The Man of the Department’ because of which the employees consult him if a
problem arises without any hesitation.

• Even the workers always put the team first

 Case Study

Ram Sharma is the Manager of a busy fast food restaurant Mc’Burger Hut.
He is responsible for managing all employees in the kitchen as well as the
waiters. These employees come from a wide range of diverse backgrounds.
This is creating a barrier to proper communication and even is leading to
poor delivery of food safety standards and higher food wastage problems.
Along with this the motivation of the staff is low and is leading to employees
quitting their job.
 Problem Statement

• Communication challenges/barriers faced by Ram which in turn are leading to poor

food safety standards and higher food wastage issues.

• Dealing with high Employees turnover

Possible Reasons:
1. Lack of proper training given to Employees
2. No proper SOPs in place
3. Higher working hours and lower wages as compared to competitors
 Question 1

What changes should Ram make in his managerial style to

ensure a proper functioning in the restaurant ?
 Answer to Q.1
Ram should make the following changes in his managerial style to ensure a
proper functioning in the restaurant:

•Communicate more with his colleagues and try to connect with them on both
personal and professional level
•Understand what problems his subordinates are facing which is stopping them
from performing as per expectations and try to solve these problems
•Indulge in Team Building Activities
•Provide extensive training to his employees
•Establish Poka Yoke to minimize errors
•Carry out 5 WHY Analysis to understand the root cause of the problem and then
swiftly act on to solve it
 Question 2

What SOPs you recommend should be followed to

ensure food safety standards and reduce wastage?
 Answer to Q.2
Recommended SOPs to be followed to ensure food safety standards and reduce
wastage are:

• All food handling and catering staff should be trained in the importance of the 4
C’s i.e. Cleaning, Cooking, Chilling and cross-contamination
• Establish cleaning and disinfection programs to ensure the correct hygiene
standards; this includes daily morning check of food storage to ensure cleanliness
and also daily sanitisation of cooking surfaces, utensils as well as machinery
• Slow moving items should be prepared only to order. And fast-moving items,
since they are half prepared can be also served quickly and prepared in only the
required quantities
• Waste disposal shall be managed in accordance with legal requirements and to
prevent accumulation, risk of contamination and the attraction of pests
 Question 3

What measure should Ram take to motivate employees?

 Answer to Q.3
Ram can motivate his employees by using
the reinforcement theory

•Since high working hours and low wages are possible reasons for high employer
turnover, reinforcement theory can help in solving the problem
• Ram can compensate employees who are working for extra hours which will act as
a positive reinforcement.
•Ram can also add extra non-monetary rewards for employees who are following all
the SOPs and are performing better than others like employee of the month awards
and extra paid leaves.
•Ram can start multiskilling his employees through job rotation. This can avoid the
monotony of work for employees and their performance might go up
THANK YOU