IV.

Direction

IV. Direction

1.Communicating
Definition of communication: Communication as a transfer of information from the sender to the receiver with the information being understood by both the sender and the receiver Koontz / ODonnel.

Four fundamentals of communication

i. Communication is a perception ii. Communication is expectation iii.Communication makes demands and iv.Communication and information though different are largely interdependent

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Five Factors contributing towards successful communication

Source Message Channel Receiver A destination or a goal

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Model of Communication
Feedback

Thought Sender

Encoding

Transmission of Message

Reception

Decoding Receiver

Understanding

Noise
A Communication Process Model

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Barriers of Effective Communication

Barriers
Lack of planning Un-clarified Assumptions Semantic Distortion Poorly expressed messages Loss in Transmission or poor retention Poor listening & premature evaluation Impersonal communication Distrust, Threat or Fear Insufficient period for adjustment to change Information overload.

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2. Leading
Definition of Leadership
Leadership is the process of Influencing and supporting others to work enthusiastically toward achieving objectives Leadership is the catalyst that transforms potential into reality

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Leading Leadership Traits
Stogdills Trait factors

Intelligence & Scholarship: Physical traits, Personality, Social Status & Experience, Task Orientation
Ghisellis personnel traits

Very Important : Decisiveness , Intellectual capacity, Job achievement, orientation , selfactualization feelings, Self-confidence, Management Ability-team builder
Moderately Important: Affinity for working classes drive & Initiative, need for a lot of money, need for job security, personal maturity

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Leadership Continuum

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Leading Autocratic verses Democratic Leader
Autocrat & Democrat Leader Autocratic
An autocratic leader is work- centered or leadercentered. He concentrates all the authority and all the decision- making powers in himself. He structures the complete work situation for his employees. There is no process; they simply do what they are told to do. He tolerates no deviation from the orders. His subordinates fully depend upon him and are unaware of the goals of the organization. The leader takes and assumes full responsibility for decision making, for initiating action, and for directing, motivating and controlling his subordinates. Democratic This type of leadership centralizes managerial authority. The leaders decisions are taken after consultation with his followers and after their participation in the decision-making process. He involves the members of his group in the decisions on the feasibility and workability of an idea, or a job and its content, and on the extent and the content of the problems that affect them. He believes that their co-operation in the attainment of organizational goals can be enlisted only if they are committed to the organization, and that commitment can be ensured only by an honest and open communication of ideas with them and by the development of a team spirit.

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Leading The Managerial Grid

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Leading Hersey & Blanchard's Situational Leadership

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3. Motivation
The Need Want Satisfaction Chain

Needs

Give rise to

Wants

Which cause

Tensions

Which give rise to

Actions

Which result in

Satisfaction

Need want satisfaction Chain

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Motivation
Motivation
Differences between motivation and satisfaction
Motivation
Results

Satisfaction DIFFERENCES BETWEEN MOTIVATION AND SATISFACTION

Motivation is the drive to satisfy a want (achieve an outcome); satisfaction is experienced when the outcome has been achieved.