UNIT 4 – DIRECTING

PART - A
1.Explain the relationship between creativity and innovation.MAY/JUNE 2009
Creativity=>Screening=>Innovation
Creativity is the conceiving of original and unique alternatives to the solution of existing problems.
It is viewing ‘innovation’ as something new, ‘synthesis’ as combining unrelated data into something
new, ‘extension’ as expanding boundaries on innovation.
 Whereas Innovation can be generated through creative process. Innovation is the process of
creating and doing new things. It is the process of spreading new idea from its source of invention or
creation of new ideas from its source of invention or creation to its ultimate users.
2.Define Motivation APRIL/MAY 2011, NOV/DEC 2012, APRIL/MAY 2005, MAY/JUNE 2009,
NOV/DEC 2012
Motivation is the interaction of both conscious and unconscious factors such as the
intensity of desire or need, incentive or reward value of the goal, and expectation of the individual  and
of his or her peers.
3.What is the Need for communication? APRIL/MAY 2005
Ans. (i) To establish and spread goals of an enterprise widely
(ii) To develop plans for further achievement.
(iii) To select and develop and appraise members of the organization
4.What is organizational culture? APRIL/MAY 2011, NOV/DEC 2015,April/May 2017.
Organizational culture includes an organization, expectation and philosophy and values that
hold it together, and is expressed in its self-image, inner workings interactions with the outside and
future expectations. It is based on shared customs, belief , attitude.

5.Define Theory-X. NOV/DEC 2004

Ans. Douglas McGregor's Theory X states that some people have an inherent dislike for work and
will avoid it whenever. These people need to be controlled and forced by their managers to achieve
production. This is the traditional theory of human behaviour. In this theory these people have low
commitment to objectives and plans.
6. State Maslow’s hierarchy of needs. NOV/DEC 2004,NOV/DEC 2016.
Ans. Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his
1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently
extended the idea to include his observations of humans' innate curiosity. His theories parallel many
other theories of human developmental psychology, some of which focus on describing the stages of
growth in humans. Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem,
Self-Actualization and Self-Transcendence needs to describe the pattern that human motivations
generally move through.
7.List the steps involved in directing. (NOV/DEC 2013)
● Telling people what is to be done and explaining to them how to do it;
● Issuing instructions and orders to subordinates to carry out their assignments as scheduled.
● Supervising their activities;
● Inspiring them to meet the mangers expectation and contribute towards the achievement
of organizational objectives; and
● Providing leadership.
8.What are the differences between formal and informal communication? (NOV/DEC 2013)
FORMAL COMMUNICATION INFORMAL COMMUNICATION
It is based on formal organizational It emerges out of social interactions
relationships. among the people.
Channels of communication are Channels of communication depend on
prescribed. individual’s relationships.
It is rigid as deviations are not allowed. It is quite flexible because nothing is
prescribed.
Speed of message travel is slow because Message travels faster.
of formalization.
Chances of message distortion are low. Messages are often distorted.
It is treated as authentic. It is not authentic even if the message is
correct.

9.What is the difference between motivation and satisfaction? APRIL/MAY 2010,NOV/DEC

2016
Motivation
a. It is a general term applying to
the entire class of drives, desires,
needs, wishes and similar forces
that induce an individual or a group
of people to work.
b. It can be extrinsic as well as intrinsic
c. Motivation is not job satisfaction.
d. It performs various theories of
motivation
Satisfaction
It is the mental feeling of
favourableness which an individual
has about his job.
It is a type of intrinsic motivation
Job satisfaction is motivation
no theories
 10.What is positive motivation? NOV/DEC 2009
Positive motivation induces people to do work in the best possible manner and to improve their
performance. Under this better facilities and rewards are provided for their better performance. Such
rewards and facilities may be financial and non-financial.
11.Name the types of communication? APRIL/MAY 2004, NOVEMBER 2019.
Based on Number of Members
Intrapersonal, Interpersonal, Group and Mass
Based on Medium
Verbal Communication –
Oral Communication
Written Communication
Nonverbal Communication
Silence
Based on Structure
Formal and Informal
12.What is grapevine communication? APRIL/MAY 2011
Informal communication is also known as grapevine communication because there is no definite route
of communication for sharing information. In this form of communication, information converges a
long way by passing from one person to another person leaving no indication from which point it
started.
13.List the components of effective communication process? MAY/JUNE 2012,NOV/DEC 2016
Ans. Thecomponents of communication process are
1. Sender and receiver
2. Medium
3. Contextual factors
4. Message
5. Feedback.
14.What are the different motivational theories? APRIL/MAY 2004, NOV/DEC 2015
Maslow’s need hierarchy theory
Herzberg’s motivation-hygiene theory
Alderfer’s Erg Theory
Vroom’s expectancy theory
 Mcgregor’s theory and X theory Y
15.Define communication? NOV/DEC 2009
Communication is defined as the passing of information from one person to another person.
Communication is needed to establish and spread goals of an enterprise widely, to develop plans for
further achievement, to organize human and other resources in the most effective and efficient way.
16.What do you understand by non-verbal communication? APRIL/MAY 2010
Non verbal communication is very important in both organizational and non-organizational settings.
There are three important aspects in non-verbal communication.
a. First ,a body position or movement may not by itself have a precise or universal meaning but when
it is linked with spoken words, it may give full meaning to a sender’s message.
b. Second, sometimes there may be contradiction between verbal and non-verbal communication.
c. Third, action speaks louder than words in the long run. When there is a difference between what one
says and what one does, we call that a communication credibility gap.

17.What is grapevine communication? APRIL/MAY 2011

Informal communication is also known as grapevine communication because there is no definite route
of communication for sharing information. In this form of communication, information converges a
long way by passing from one person to another person leaving no indication from which point it
started.
18.Who is leader? NOV/DEC 2012
Ans. Leader is one who influence other person and acts to help a group to attain objectives through
maximum application of its capabilities.
19.What are the different types of management strategies involved in leadership? (NOV/DEC
2013) APRIL/MAY 2010
Ans: The primary role as chief strategist.
Their job as a leader during ongoing strategy making
Type of team should their strategy making create
The time strategy making is finished.
20.List any three types of Leadership styles? APRIL/MAY 2010, NOV/DEC 2015, MAY/JUNE
2016
❖ Authoritarian
❖ Democratic
❖ *Laissez-faire
❖ Paternalistic
❖ Transactional
❖ Transformational
21.List out few leadership traits. NOV/DEC 2004
Physicaltraits:
High energy level, Physical stamina, Tolerance for stress, Not concerned about being
overworked,Vitality.
Emotionaltraits:
Self-Confident, courageous, shows empathy towards others tasks, Desire to improve, understand
own strengths and weaknesses, self-objectivity.
Socialtraits:
Well-adjusted, Oriented toward improving self, not denying weaknesses, Behavior is consistent with
values espoused, Detached: can treat followers in a fair, objective fashion, Intellectual/Intelligence:
Learns from experience and adapts to change, possess technical knowledge, ability to find meaning
and order in ambiguous, uncertain events. Ability to communicate, ability to articulate a vision and
persuade others.
22.Explain communication process. APRIL/MAY 2005
Ans. Communication is the process of transmitting information from a sender to the receiver who
understands the message and gives feedback. Communication process consists of
Sender
Message
Encoding
Channel
Receiver
Decoding
 23.What do you mean by the term “Noise” in Communication? MAY/JUNE 2016
Noise is any type of disruption that interferes with the transmission or interpretation of information
from the sender to the receiver.
Communicative problems (i.e., noise) can be categorized into three groups: technical, semantic, or
efficacy-related. Examples of noise include environmental noise, physiological-impairment noise,
semantic noise, syntactical noise, organizational noise, cultural noise, and psychological noise.
24. What is meant by Organizational Culture?
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how
people behave in organizations. These shared values have a strong influence on the people in
the organization and dictate how they dress, act, and perform their jobs.
25. What are the advantages of democratic leadership style? APRIL /MAY 2018
● Solution for Complex Problems
● Good Business Fit
● Strong Teams are Built by Democratic Leaders
● Foster Creative Environments
PART B
1.Discuss the different theories of motivation. (May/June 2012)/ (Apr/May 2011)/
( Nov/Dec 2012),APRIL/MAY 2015, NOV/DEC 2015, April/May 2017,April/May 2018

● Abraham Maslow's hierarchy of needs theory

● Herzberg's two-factor theory

● Alderfer's ERG theory

● McClelland's acquired needs theory

Abraham Maslow's hierarchy of needs theory

Several theorists, including Abraham Maslow, Frederick Herzberg, David McClelland, and Clayton
Alderfer, have provided theories to help explain needs as a source of motivation.
 Abraham Maslow defined need as a physiological or psychological deficiency that a person feels the
compulsion to satisfy. This need can create tensions that can influence a person's work attitudes and
behaviors. Maslow formed a theory based on his definition of need that proposes that humans are
motivated by multiple needs and that these needs exist in a hierarchical order. His premise is that only
an unsatisfied need can influence behavior; a satisfied need is not a motivator.

Maslow's theory is based on the following two principles:

● Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived
needs.
● Progression principle: The five needs he identified exist in a hierarchy, which means that a need at
any level only comes into play after a lower‐level need has been satisfied.

In his theory, Maslow identified five levels of human needs. Table illustrates these five levels and
provides suggestions for satisfying each need.
 Although research has not verified the strict deficit and progression principles of Maslow's theory, his
ideas can help managers understand and satisfy the needs of employees.

Herzberg's two-factor theory

Frederick Herzberg offers another framework for understanding the motivational implications of work
environments.

In his two‐factor theory, Herzberg identifies two sets of factors that impact motivation in the
workplace:
● Hygiene factors include salary, job security, working conditions, organizational policies, and technical
quality of supervision. Although these factors do not motivate employees, they can cause
dissatisfaction if they are missing. Something as simple as adding music to the office place or
implementing a no‐smoking policy can make people less dissatisfied with these aspects of their work.
However, these improvements in hygiene factors do not necessarily increase satisfaction.
● Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and
feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can
find out what people really do in their jobs and make improvements, thus increasing job satisfaction
and performance.

Following Herzberg's two‐factor theory, managers need to ensure that hygiene factors are adequate
and then build satisfiers into jobs.

Alderfer's ERG theory

Clayton Alderfer's ERG (Existence, Relatedness, Growth) theory is built upon Maslow's hierarchy
of needs theory. To begin his theory, Alderfer collapses Maslow's five levels of needs into three
categories.
● Existence needs are desires for physiological and material well‐being. (In terms of Maslow's model,
existence needs include physiological and safety needs)
● Relatedness needs are desires for satisfying interpersonal relationships. (In terms of Maslow's model,
relatedness correspondence to social needs)
● Growth needs are desires for continued psychological growth and development. (In terms of
Maslow's model, growth needs include esteem and self‐realization needs)
 This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs are
satisfied, they become less important. Higher level needs, though, become more important as they are
satisfied, and if these needs are not met, a person may move down the hierarchy, which Alderfer calls
the frustration‐regression principle. What he means by this term is that an already satisfied lower level
need can become reactivated and influence behavior when a higher level need cannot be satisfied. As a
result, managers should provide opportunities for workers to capitalize on the importance of higher
level needs.
McClelland's acquired needs theory

David McClelland's acquired needs theory recognizes that everyone prioritizes needs differently. He
also believes that individuals are not born with these needs, but that they are actually learned through
life experiences. McClelland identifies three specific needs:

● Need for achievement is the drive to excel.

● Need for power is the desire to cause others to behave in a way that they would not have behaved
otherwise.
● Need for affiliation is the desire for friendly, close interpersonal relationships and conflict avoidance.

McClelland associates each need with a distinct set of work preferences, and managers can help tailor
the environment to meet these needs.

High achievers differentiate themselves from others by their desires to do things better. These
individuals are strongly motivated by job situations with personal responsibility, feedback, and an
intermediate degree of risk. In addition, high achievers often exhibit the following behaviors:

● Seek personal responsibility for finding solutions to problems

● Want rapid feedback on their performances so that they can tell easily whether they are improving or
not
● Set moderately challenging goals and perform best when they perceive their probability of success as
50‐50

An individual with a high need of power is likely to follow a path of continued promotion over time.
Individuals with a high need of power often demonstrate the following behaviors:

● Enjoy being in charge

● Want to influence others
● Prefer to be placed into competitive and status‐oriented situations
● Tend to be more concerned with prestige and gaining influence over others than with effective
performance

People with the need for affiliation seek companionship, social approval, and satisfying interpersonal
relationships. People needing affiliation display the following behaviors:

● Take a special interest in work that provides companionship and social approval
● Strive for friendship
● Prefer cooperative situations rather than competitive ones
● Desire relationships involving a high degree of mutual understanding
● May not make the best managers because their desire for social approval and friendship may
complicate managerial decision making

Interestingly enough, a high need to achieve does not necessarily lead to being a good manager,
especially in large organizations. People with high achievement needs are usually interested in how
well they do personally and not in influencing others to do well. On the other hand, the best managers
are high in their needs for power and low in their needs for affiliation.

2) Explain the importance of communication. (May/June 2012)

The importance of communication in organization can be judged from the following facts

1. Necessary for planning— Planning, the most important functions of management, requires
extensive communication among the executives and the other personnel. Communication is important
in executing a planned programme and then controlling the activities of the personnel with the help of
feedback information. In order to evaluate the performance of the personnel in the light of the planned
objectives, communication is necessary.
2. Basis of co-ordination—The present day big organisations are designed on the basis of
specialisation and division of labour, constitute a large number of persons. In order to achieve the
desired objectives, it is very necessary to coordinate the efforts of the labour engaged in the various
activities of production and organisation. Co-ordination requires mutual understanding about the
organisational goals, the mode of their achievement and their inter-relationship between the work
being performed by various individuals, this all can be achieved only through effective
communication.
3. Establishment of effective leadership—Communication is the basis of effective leadership. By
developing the skill of communication, a manager can be a real leader of his subordinates. A good
system of communication brings them in close contact with each other and removes
misunderstandings.
4. Increases managerial efficiency—For the smooth running of the organisation, management conveys
directions, goals and targets; issues instruction, allocates jobs and responsibilities; and looks after the
performance of subordinates. This all is not possible without effective system of communication. As a
matter of fact it lubricates the entire organisation and keeps the organisation at work. Moreover,
management cannot work efficiently unless it knows the grievances of its subordinates and removes it.
Thus the skill of communication has become an essential quality of successful management.
5. Promotes Co-operation and industrial peace—Communication is a two-way traffic which helps
promoting cooperation and mutual understanding between both the parties. The efficient downward
communication helps the management to tell the subordinates what the organisation wants and how it
can be performed. The upward communication helps the workers in putting their grievances,
suggestions and reactions before the management. Thus it promotes the industrial peace and good
relations.
6. Basis of Decision-making—In order to make prompt decision, fact and information should be
collected. Thus communication is primary requirement of decision making. Again to implement the
decision effectively, it becomes essential to convey the decisions to the subordinates concerned
through an effective system of communication.
7. Morale Building and Motivation—Communication system enables management to change the
attitude to motivate influence and satisfy the subordinates. Proper and timely communication between
the interested parties reduces the points of friction and minimise these that inevitably arise. Good
communication improves good industrial relations and ensures participative and democratic pattern of
management.
8. Smooth Working of Enterprise-Communication makes the working of the enterprise smooth. All
organisational interaction depends upon the communication. It is the process of communication which
makes cooperative action and coordination possible. When communication stops organised activity
ceases to exist.
9. Job satisfaction—Good communication removes the possibility of misunderstandings among the
parties concerned. Workers know what they have to do and how. It creates a sense of cooperation
 among them. It will increase the morale of the worker and each worker will be fully satisfied in his
work.
Thus, we see that communication is very vital for the very existence of an organisation.
1) What are the various barriers of communication? How will you overcome those barriers.?
(May/June 2012) (Nov/Dec 2012, NOV/DEC 2015,NOV/DEC 2016, April/May 2017,
APRIL/MAY 2018, NOVEMBER 2019)
Communication is simply the act of transferring information from one place to another.
Barriers of communication

1. Bad construction and presentation of a message will have a negative effect on the listener or
co-communicator. Since he finds it difficult to understand the message, misunderstanding will arise.
2. Sometimes owing to technical problems involving the medium of transmission, a part of the message
may be lost. In such a case both the sender the receiver are the losers. This will result in confusion,
lack of complete information and incoherence.
3. Poor retention and lack of memory land both the communicators in confusion. Obviously they have
lost track of what happened earlier. Such situations cause embarrassment to the communicators.
4. Sometimes the communicators owing to the pressure of other demands cannot afford to concentrate on
the message. They are inattentive, so they listen to each other’s message only partially or marginally.
Obviously they are mentally or physically otherwise engaged. This may lead to misunderstanding or
miscommunication.
5. At times during the course of a message, the listener may try to evaluate or analyse the worthiness or
otherwise of the points being raised by the speaker. Since it is not possible to concentrate on two
things at a time, it will be difficult to understand the text of the message. So the listener must be
attentive to the message. Only then can he evaluate or analyse the points raised by the speaker.
6. If the speaker and the listener are not on the same wave length, and do not see eye to eye on different
issues, there is no use in trying to transmit a message. Therefore before giving a message, the speaker
must know the attitude, interests, the likes and dislikes of the listener. Otherwise the message will be a
waste of time and energy.
7. If the speaker tries to impose on the listener an idea which is entirely opposite of the idea that the
listener already has, the listener will not pay heed to what the speaker says.
8. Roundabout or circumlocutory speech consisting of difficult and abstract words will render the
listener’s attempt to understand the speaker’s idea futile. The speaker must follow the rule of brevity
and simplicity to make his communication effective.
9. The amount of material to be transmitted to the listener should not be too much. If it is too much, the
listener will be overloaded and overburdened. He will not be able to comprehend the information load
beyond a certain limit. After all, what one want to transmit to a listener must be brief and clear. This
will not tire the listener’s mind or exhaust his patience.
10. Sometimes the status, position and experience of both the speaker and the listener may differ from
each other’s. This will result in a mismatch between their levels of communication. Each one is in his
own frame of mind. So there will be very little understanding between them. As a result, their
communication will suffer.
11. Personal prejudices hamper communication. If the listener adopts a negative attitude towards the
speaker, saying that he is not a better speaker than himself, or what the speaker is saying is not
relevant, it will create a barrier between the communicators. Then communication will suffer.
12. Sometimes the speaker shows a superiority complex. He should treat the listener as an equal. After all,
what the speaker wants is cooperation from the listener. Otherwise, communication will fail.
13. Since change is the very process of life, the speaker and the listener should welcome it. They should
not resist change. Accordingly, they should adopt a flexible attitude and tread on newer paths inviting
fresh ideas. If the speaker and the listener refuse to change and stick to their old and outdated ideas,
their communication will be hampered.
14. Communication should not involve in specious arguments and rejections. Discussions are welcome but
negative stands are not helpful. Hostility leads to miscommunication and hinder understanding. There
should be harmonious relations between the speaker and the listener.

WAYS TO OVERCOME BARRIERS: 

All the communication barriers as identified above, can be overcome with a conscious effort by
observing the following rules.
 Before initiating an interaction our ideas must be planned and clarified.
 Build a climate of trust and confidence
 A time sense must be observed between the speaker and the listener so that the listener may
understand and appreciate the speaker’s ideas.
 Our speech and gestures must be consistent with each other.
 In order to eliminate misunderstanding or miscommunication the speaker must adopt
question-answer technique. The feedback from the listener is necessary to clear doubts.
 Use simple language understandable to the listener.
 4.Explain the process of communication and also explain the barriers to effective
communication.( Nov/ Dec 2013, Apr/May 2011)/(Nov /Dec 2011)
Communication is the vehicle through which basic management function are carried out. Managers
cannot plan, organize, direct and control without communication. It is no exaggeration to say that
communication is the means by which organizational activity is unified, behaviour is modified, change
is effected and goals are achieved. A manager typically spends three-fourth of his working day on
communication and his success depends largely on his communication skills. A free flow of
information and ideas throughout the organization is as essential for corporate health as proper
circulation of blood in human body. In fact no inter-personal or group activity is possible without
communication. Communication is the number one problem of management and every manager
should develop an effective communication system. An executive's life revolves mainly around
reading and writing letters and reports, telephoning and meeting people inside and outside the
organization.

Process of Communication
The goal of communication is to convey information—and the understanding of that
information—from one person or group to another person or group. This communication process is
divided into three basic components: A sender transmits a message through a channel to the receiver. 
The sender first develops an idea, which is composed into a message and then transmitted to the other
party, who interprets the message and receives meaning. Information theorists have added somewhat
more complicated language. Developing a message is known as encoding. Interpreting the message is
referred to as decoding. The other important feature is the feedback cycle. When two people interact,
communication is rarely one‐way only. When a person receives a message, she responds to it by
giving a reply

Barriers of effective communication

1. Bad construction and presentation of a message will have a negative effect on the listener or
co-communicator. Since he finds it difficult to understand the message, misunderstanding will arise.
2. Sometimes owing to technical problems involving the medium of transmission, a part of the message
may be lost. In such a case both the sender the receiver are the losers. This will result in confusion,
lack of complete information and incoherence.
3. Poor retention and lack of memory land both the communicators in confusion. Obviously they have
lost track of what happened earlier. Such situations cause embarrassment to the communicators.
4. Sometimes the communicators owing to the pressure of other demands cannot afford to concentrate on
the message. They are inattentive, so they listen to each other’s message only partially or marginally.
Obviously they are mentally or physically otherwise engaged. This may lead to misunderstanding or
miscommunication.
5. At times during the course of a message, the listener may try to evaluate or analyse the worthiness or
otherwise of the points being raised by the speaker. Since it is not possible to concentrate on two
things at a time, it will be difficult to understand the text of the message. So the listener must be
attentive to the message. Only then can he evaluate or analyse the points raised by the speaker.
6. If the speaker and the listener are not on the same wave length, and do not see eye to eye on different
issues, there is no use in trying to transmit a message. Therefore before giving a message, the speaker
must know the attitude, interests, the likes and dislikes of the listener. Otherwise the message will be a
waste of time and energy.
7. If the speaker tries to impose on the listener an idea which is entirely opposite of the idea that the
listener already has, the listener will not pay heed to what the speaker says.
8. Roundabout or circumlocutory speech consisting of difficult and abstract words will render the
listener’s attempt to understand the speaker’s idea futile. The speaker must follow the rule of brevity
and simplicity to make his communication effective.
9. The amount of material to be transmitted to the listener should not be too much. If it is too much, the
listener will be overloaded and overburdened. He will not be able to comprehend the information load
beyond a certain limit. After all, what one want to transmit to a listener must be brief and clear. This
will not tire the listener’s mind or exhaust his patience.
10. Sometimes the status, position and experience of both the speaker and the listener may differ from
each other’s. This will result in a mismatch between their levels of communication. Each one is in his
own frame of mind. So there will be very little understanding between them. As a result, their
communication will suffer.
11. Personal prejudices hamper communication. If the listener adopts a negative attitude towards the
speaker, saying that he is not a better speaker than himself, or what the speaker is saying is not
relevant, it will create a barrier between the communicators. Then communication will suffer.
12. Sometimes the speaker shows a superiority complex. He should treat the listener as an equal. After all,
what the speaker wants is cooperation from the listener. Otherwise, communication will fail.
13. Since change is the very process of life, the speaker and the listener should welcome it. They should
not resist change. Accordingly, they should adopt a flexible attitude and tread on newer paths inviting
fresh ideas. If the speaker and the listener refuse to change and stick to their old and outdated ideas,
their communication will be hampered.
14. Communication should not involve in specious arguments and rejections. Discussions are welcome but
negative stands are not helpful. Hostility leads to miscommunication and hinder understanding. There
should be harmonious relations between the speaker and the listener.

5 What are the basic leadership styles? Explain them critically(Apr/May 2011)/ (Nov/Dec
2011),APRIL/MAY 2015, MAY/JUNE 2016, NOV/DEC 2016.
A leadership style is a leader's style of providing direction, implementing plans,
and motivating people. There are many different leadership styles that can be exhibited by leaders in
the political, business or other fields
Authoritarian leadership style

The authoritarian leadership style or autocratic leader keeps strict, close control over followers by

keeping close regulation of policies and procedures given to followers. To keep main emphasis on the
distinction of the authoritarian leader and their followers, these types of leaders make sure to only
create a distinct professional relationship. Direct supervision is what they believe to be key in
maintaining a successful environment and follower ship. In fear of followers being unproductive,
authoritarian leaders keep close supervision and feel this is necessary in order for anything to be done.
Authoritarian leadership styles often follow the vision of those that are in control, and may not
necessarily be compatible with those that are being led. Authoritarian leaders have a focus on
efficiency, as other styles, such as a democratic style, may be seen as a hindrance on progress.

Paternalistic leader

The way a Paternalistic leader works is by acting as a father figure by taking care of their subordinates
as a parent would. In this style of leadership the leader supplies complete concern for his followers or
workers. In return he receives the complete trust and loyalty of his people. Workers under this style of
leader are expected to become totally committed to what the leader believes and will not strive off and
work independently. The relationship between these co-workers and leader are extremely solid. The
workers are expected to stay with a company for a longer period of time because of the loyalty and
trust. Not only do they treat each other like family inside the work force, but outside too. These
 workers are able to go to each other with any problems they have regarding something because they
believe in what they say is going to truly help them. 

One of the downsides to a paternalistic leader is that the leader could start to play favorites in
decisions. This leader would include the workers more apt to follow and start to exclude the ones who
were less loyal. In today’s market paternalism is more difficult to come by according to Padavic and
Earnest who wrote “business dimensional and Organizational Counseling.” They believe this because
there have become more lay-offs and stronger unionization. This affects paternalistic leaders because
the co-workers may not believe that their jobs are 100% ensured. When this happens, workers begin to
look for bigger and better job opportunities instead of staying at one company for a longer period of
time. Because of this, the leader may be thinking that you could be leaving and not fully believe you
when you tell them something about a job opportunity. This could put the workers and leader at risk
for a bad situation. 

Democratic leadership style

The democratic leadership style consists of the leader sharing the decision-making abilities with group

members by promoting the interests of the group members and by practicing social equality.

This style of leadership encompasses discussion, debate and sharing of ideas and encouragement of
people to feel good about their involvement. The boundaries of democratic participation tend to be
circumscribed by the organization or the group needs and the instrumental value of people's attributes
(skills, attitudes, etc.). The democratic style encompasses the notion that everyone, by virtue of their
human status, should play a part in the group's decisions. However, the democratic style of leadership
still requires guidance and control by a specific leader. The democratic style demands the leader to
make decisions on who should be called upon within the group and who is given the right to
participate in, make and vote on decisions. Traits of a Good Leader compiled by the Santa Clara
University and the Tom Peters Group:

● Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not
inspire trust.
● Competent — Base your actions on reason and moral principles. Do not make decisions based on
childlike emotional desires or feelings.
● Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout
the organization. Effective leaders envision what they want and how to get it. They habitually pick
priorities stemming from their basic values.
● Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and
spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.
● Intelligent — Read, study, and seek challenging assignments.
● Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy
by being sensitive to the feelings, values, interests, and well-being of others.
● Broad-minded — Seek out diversity.
● Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly
insurmountable obstacles. Display a confident calmness when under stress.
● Straightforward — Use sound judgment to make a good decisions at the right time.
● Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show
creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!

Research has found that this leadership style is one of the most effective and creates higher
productivity, better contributions from group members and increased group morale. Democratic
leadership can lead to better ideas and more creative solutions to problems because group members are
encouraged to share their thoughts and ideas. While democratic leadership is one of the most effective
leadership styles, it does have some potential downsides. In situations where roles are unclear or time
is of the essence, democratic leadership can lead to communication failures and uncompleted projects.
Democratic leadership works best in situations where group members are skilled and eager to share
their knowledge. It is also important to have plenty of time to allow people to contribute, develop a
plan and then vote on the best course of action.

Laissez-faire leadership

The laissez-faire leadership style is where all the rights and power to make decisions is fully
given to the worker. This was first described by Lewin, Lippitt, and White in 1938, along with the
autocratic leadership and the democratic leadership styles. The laissez-faire style is sometimes
described as a "hands off" leadership style because the leader delegates the tasks to their followers
while providing little or no direction to the followers. If the leader withdraws too much from their
followers it can sometimes result in a lack of productivity, cohesiveness, and satisfaction.
 Laissez-faire leaders allow followers to have complete freedom to make decisions concerning the
completion of their work. It allows followers a high degree of autonomy and self-rule, while at the
same time offering guidance and support when requested. The laissez-faire leader using guided
freedom provides the followers with all materials necessary to accomplish their goals, but does not
directly participate in decision making unless the followers request their assistance.

This is an effective style to use when:

● Followers are highly skilled, experienced, and educated.

● Followers have pride in their work and the drive to do it successfully on their own.
● Outside experts, such as staff specialists or consultants are being used.
● Followers are trustworthy and experienced.

This style should NOT be used when:

● Followers feel insecure at the unavailability of a leader.

● The leader cannot or will not provide regular feedback to their followers

Transactional style of leadership

The transactional style of leadership was first described by Max Weber in 1947 and then later
described by Bernard Bass in 1981. Mainly used by management, transactional leaders focus their
leadership on motivating followers through a system of rewards and punishments. There are two
factors which form the basis for this system, Contingent Reward and management-by-exception.

Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good
performance.

● Management-by-Exception allows the leader to maintain the status quo. The leader intervenes when
subordinates do not meet acceptable performance levels and initiates corrective action to improve
performance. Management by exception helps reduce the workload of managers being that they are
only called-in when workers deviate from course.

This type of leader identifies the needs of their followers and gives rewards to satisfy those needs in
exchange of certain level of performance.

Transactional leaders focus on increasing the efficiency of established routines and procedures. They
are more concerned with following existing rules than with making changes to the organization.
 A transactional leader establishes and standardizes practices that will help the organization reach:

● Maturity
● Goal-setting
● Efficiency of operation
● Increasing productivity
6) Discuss on the components of Organizational culture (Apr/May 2011, NOV/DEC 2016)

Organizations develop their own culture.  The culture of a organization consists of elements that are
valued and practiced. The emerging challenges for communicating and organizing in a global/local
operational environment (think globally, act locally) are based on understanding the interrelationships
among cultural differences, communication behaviors, and organizational relationships both within
and outside of the organization. The challenge for a manager is to examine the current culture and
style of communication operating within an organization and to develop communication skills that will
allow for the insight, sensitivity, vision, versatility, focus, patience, and global-localism called for in
today’s complex work environment.

The following list outlines some of the key components of organizational culture:

·      Values:   The goals, views, and philosophies that an organization shares.  Example: The

organization’s mission statement.

·       Programme purpose environment

·     Rites and Rituals: Celebrations, performances, and activities that foster and reinforce
teamwork, esprit de corps, and a sense of inclusion. They are what make employees feel part of
something bigger than themselves, that that something is worth being a part of. These can include
annual parties, sales meetings, organizational retreats, or any other group
activities..  see  Organizationally sanctioned Social events

·       Heroes: Members of the organization who personify its values and highlight its vision. 

·    Communication Networks: Informal channels that relay both work and social messages. These
networks not only convey information necessary to get the job done, but also provide for necessary
social interaction among employees. Even though the primary task in any organization is to do our
 jobs, the organization is also a social outlet. It is important to acknowledge and even nurture the social
interaction that is part of any organizational or organizational culture. Communication networks also
indoctrinate new members into the culture, and reinforce the cultural messages in the organization.

·       Norms: The ways of doing things in an organization; the rules, tasks and standards of the
organization.  Examples: Dress codes or ways of addressing superiors/subordinates, leading ethics, etc.

·      Stories, Myths, and Legends: The organizational history and other stories that embody the
organizational culture and emphasize what the organization values

1) Does motivation important for organization development / achievement ? Justify your answer
with Maslow’s hierarchy of needs. (Nov/Dec 2011),APRIL/MAY 2015, MAY/JUNE 2016

Motivation theories are as follows:

Maslow’s need hierarchy theory
Herzberg’s motivation-hygiene theory
Alderfer’s Erg Theory
Vroom’s expectancy theory
Mcgregor’s theory and X theory Y
Maslow’s need hierarchy theory
The psychologist Abraham Maslow developed a theory that suggests we, humans, are motivated to
satisfy five basic needs. These needs are arranged in a hierarchy. Maslow suggests that we seek first to
satisfy the lowest level of needs. Once this is done, we seek to satisfy each higher level of need until
we have satisfied all five needs. While modern research shows some shortcomings with this theory,
Maslow’s Hierarchy of Needs Theory remains an important and simple motivation tool for managers
to understand and apply.  The Hierarchy of Needs is as follows:
1. Physiological Needs (basic issues of survival such as salary and stable employment)
2. Security Needs (stable physical and emotional environment issues such as benefits, pension, safe
work environment, and fair work practices)
3. “Belongingness” Needs (social acceptance issues such as friendship or cooperation on the job)
4. Esteem Needs (positive self-image and respect and recognition issues such as job titles, nice work
spaces, and prestigious job assignments.)
5. Self-Actualization Needs (achievement issues such as workplace autonomy, challenging work, and
subject matter expert status on the job)
With Maslow’s theory, an employee’s beginning emphasis on the lower order needs of physiology and
security makes sense. Generally, a person beginning their career will be very concerned with
physiological needs such as adequate wages and stable income and security needs such as benefits and
a safe work environment. We all want a good salary to meet the needs of our family and we want to
work in a stable environment. Employees whose lowest level needs have not been met will make job
decisions based on compensation, safety, or stability concerns. Also, employees will revert to
satisfying their lowest level needs when these needs are no longer met or are threatened (such as
during an economic downturn). This places an extra obligation on managers to act humanely when
difficult organizational decisions such as staff reductions have to be implemented. Callous
implementation of difficult decisions will cause the remaining employees in the organization to feel
threatened about the ability or desire of the organization to continue to meet their physiological and
security needs.
Once these basic needs are met, the employee will want his “belongingness” (or social) needs met.
The level of social interaction an employee desires will vary based on whether the employee is an
introvert or extrovert. The key point is that employees desire to work in an environment where they
are accepted in the organization and have some interaction with others. This means effective
interpersonal relations are necessary. Managers can create an environment where staff cooperation is
rewarded. This will encourage interpersonal effectiveness. Ongoing managerial communication about
operational matters is also an important component of meeting employee’s social needs. Employees
who are “kept in the dark” about operational matters and the future plans of the organization often feel
like they are an organizational outsider. (This last point is especially important for virtual employees
whose absence from the office puts an extra obligation on managers to keep these employees engaged
in organizational communications.)
With these needs satisfied, an employee will want his higher level needs of esteem and
self-actualization met. Esteem needs are tied to an employee’s image of himself and his desire for the
respect and recognition of others. Even if an individual does not want to move into management, he
probably does not want to do the same exact work for 20 years. He may want to be on a project team,
complete a special task, learn other tasks or duties, or expand his duties in some manner.
Cross-training, job enrichment, and special assignments are popular methods for making work more
rewarding. Further, allowing employees to participate in decision making on operational matters is a
powerful method for meeting an employee’s esteem needs. Finally, symbols of accomplishment such
as a meaningful job title, job perks, awards, a nice office, business cards, work space, etc. are also
 important to an employee’s esteem. The important consideration for managers is that they must
provide rewards to their employees that both come from the organization and from doing the work
itself. Rewards need to be balanced to have a maximum effect.
With self-actualization, the employee will be interested in growth and individual development. He will
also need to be skilled at what he does. He may want a challenging job, an opportunity to complete
further education, increased freedom from supervision, or autonomy to define his own processes for
meeting organizational objectives. At this highest level, managers focus on promoting an environment
where an employee can meet his own self-actualization needs.
The basic idea of Maslow’s Hierarchy of Needs is that our needs are constantly changing. As one need
is met, we desire other needs. This makes sense. Will the raise we received 3 years ago motivate us for
the next 10 years? Will the challenging job we began 5 years ago have the same effect on us today?
Will the performance award we received last year completely satisfy our need for recognition for the
rest of our lives? The answers to all of these questions is clearly, no. This is the beauty of Maslow’s
theory of motivation. Employee needs change with time. This means that managers must continually
adapt to employees’ changing needs if they want to keep their workforce motivated. Maslow
understood these truths!
Herzberg’s motivation-hygiene theory
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who
theorized that job satisfaction and job dissatisfaction act independently of each other.

Two-factor theory distinguishes between:

● Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do

something meaningful, involvement in decision making, sense of importance to an organization) that
give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition,
achievement, or personal growth,[4] and
● Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid
insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though
dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are
maintenance factors. These are extrinsic to the work itself, and include aspects such as company
policies, supervisory practices, or wages/salary.[4][5] Herzberg often referred to hygiene factors as
 "KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat
of punishment to make someone do something.

According to Herzberg, hygiene factors are what causes dissatisfaction among employees in a
workplace. In order to remove dissatisfaction in a work environment, these hygiene factors must be
eliminated. There are several ways that this can be done but some of the most important ways to
decrease dissatisfaction would be to pay reasonable wages, ensure employees job security, and to
create a positive culture in the workplace. Herzberg considered the following hygiene factors from
highest to lowest importance: company policy, supervision, employee's relationship with their boss,
work conditions, salary, and relationships with peers.[6] Eliminating dissatisfaction is only one half of
the task of the two factor theory. The other half would be to increase satisfaction in the workplace.
This can be done by improving on motivating factors.[7] Motivation factors are needed to motivate an
employee to higher performance. Herzberg also further classified our actions and how and why we do
them, for example, if you perform a work related action because youhave to then that is classed as
"movement", but if you perform a work related action because you want to then that is classed as
"motivation". Herzberg thought it was important to eliminate job dissatisfaction before going onto
creating conditions for job satisfaction because it would work against each other.

According to the Two-Factor Theory there are four possible combinations: [8]

1. High Hygiene + High Motivation: The ideal situation where employees are highly motivated and have
few complaints.
2. High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The
job is viewed as a paycheck.
3. Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A situation
where the job is exciting and challenging but salaries and work conditions are not up to par.
4. Low Hygiene + Low Motivation: This is the worst situation where employees are not motivated and
have many complaints.