CITY GROUP OF COLLEGES, LUCKNOW

CITY GROUP OF COLLEGES, LUCKNOW

LECTURE PLAN
(UNIT-III)
COURSE: - B.COM SEMESTER: 1ST

PAPER:V SUBJECT: ESSENTIALS OF MANAGEMENT

Syllabus: Staffing, Fundamentals of Staffing, Recruitment & Selection. Training & Development, Performance
Appraisal. Directing, Fundamentals of Directing, Fundamentals of Motivation, Leadership.

LECTURE 1 Staffing, Fundamentals of Staffing,

LECTURE 2 Recruitment & Selection

LECTURE 3 Training & Development, Performance Appraisal PART A

LECTURE 4 Training & Development, Performance Appraisal PART B

LECTURE 5 Directing, Fundamentals of Directing

LECTURE 6 Fundamentals of Motivation, PART A

LECTURE 7 Fundamentals of Motivation, PART B

LECTURE 8 Fundamentals of Leadership

 LECTURE 1

Fundamentals of Staffing,

Meaning and Definition of Staffing The management process by which an organisation obtains, maintains and
utilises satisfied and suitable pool of employees is called staffing

.According to Theo Haimann, "Staffing pertains to recruitment, selection, development, and compensation of
subordinates".

According to Mc Farland, "Staffing is the function by which managers build an organisation through recruitment,
selection, and development of individuals as capable employees".

Functions of Staffing
1. Training and Development: After the process of selection, the activities of training and development are
performed. Training and development is an essential activity and every manager has the responsibility to train his
subordinates.

2. Compensation: Finding out the most reasonable and appropriate manpower compensation for their efforts towards
the accomplishment of the organisational goals is another important activity performed under staffing

3. Working Conditions: The functions of staffing do not solely involve the selection and appointment of employees but
also to provide good and healthy working conditions to them.

Employee Welfare Services: Various types of welfare services are provided by the human resource department of the
organisation regarding social and physical well-being of employees.

1. Manpower Planning Manpower planning can be regarded as the quantitative and qualitative measurement of labour
force required in an enterprise. Therefore, in an overall sense, the planning process involves the synergy in creating and
evaluating the manpower inventory and as well as in developing the required talents among the employees selected for
promotion advancement.

2. Recruitment Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs
in the organization. It stands for finding the source from where potential employees will be selected.

3. Selection Selection is a process of eliminating those who appear unpromising. The purpose of this selection process
is to determine whether a candidate is suitable for employment in the organization or not.

4. Placement Placement means putting the person on the job for which he is selected. It includes introducing
the employee to his job.

5. Training After selection of an employee, the important part of the programmed is to provide training to the
new employee. With the various technological changes, the need for training employees is being increased to
keep the employees in touch with the various new developments.
6. Development A sound staffing policy provides for the introduction of a system of planned promotion in every
organization. If employees are not at all having suitable opportunities for their development and promotion, they get
frustrated which affect their work.

7. Promotions The process of promotion implies the up-gradation of an employee to a higher post involving
increasing rank, prestige and responsibilities. Generally, the promotion is linked to increment in wages and incentives
but it is not essential that it always relates to that part of an organization.

8. Transfer Transfer means the movement of an employee from one job to another without increment in pay, status
or responsibilities. Therefore this process of staffing needs to evaluated on a timely basis.

9. Appraisal Appraisal of employees as to how efficiently the subordinate is performing a job and also to know
his aptitudes and other qualities necessary for performing the job assigned to him.

10. Determination of Remuneration This is the last process which is very crucial as it involves in determining
remuneration which is one of the most difficult functions of the personnel department because there are no definite
or exact means to determine correct wages.
 FACTORS AFFECTING STAFFING

External Factors: i) Legal Factors: These factors include various acts and legal provisions, made by the government
and other agencies, which impact the staffing policies of the organisations. The acts that control the recruitment policies
of the firms are Mines Act 1952, Employment Exchange Act 1959, Child Labour Act 1986, and Factories Act 1948.

ii) Socio-Cultural Factors: The ability of an organisation to select a certain individual for a certain job is controlled
significantly by various socio- cultural factors. For example, the employment of women in some jobs is restricted due to a
socio-culture setup that an operation and production work requires hard physical work.

iii) External Influences: The employing organisations are largely influenced by various environmental forces or
pressures. These pressures can either be in the form of political pressure, employment demand of domicile citizens, or can
be in the form of the community, religion or class with which a promoter of an organisation is associated.

Internal Factors: i) Business Plan: Business plan has direct impact on the staffing policies, as it determines the number
and nature of employees required by the organisation.

ii) Size of the Organisation: The extent of attractiveness of the potential candidates towards the job offer depends
significantly upon the size of the organisation. There will be a huge difference between staffing practices of a small and a
large organisation.

iii) Organisational Image: Various staffing practices such as compensation, incentives, work culture, facilities for
training and development, etc., determine the organisational image in the manpower market

SHORT QUESTION:-

1. Write the meaning and definition of staffing?

2. Write the functions of staffing?
3. Write the factors affecting staffing?
4. Write external factors of staffing?
5. Write internal factors of staffing?
 LECTURE 2
Recruitment & Selection

PYQ 1. What is the process of recruitment and selection? Describe the steps involved in the selection process?
(2018)
2. Why is staffing and why is it important for an organisation?(2020)

What is Recruitment?
Recruitment Recruitment is the process of finding, screening, hiring and eventually onboarding qualified
job candidates.

Recruitment Definition
According to Edwin B Flippo, “Recruitment is the process of searching for prospective employees and stimulating them
to apply for jobs in the organization“.

Recruitment Process
The five steps involved in recruitment process are as follows: (i) Recruitment Planning (ii) Strategy Development (iii)
Searching (iv) Screening (v) Evaluation and Control.
1. Recruitment Planning: The first step involved in the recruitment process is planning. Here, planning involves to draft
a comprehensive job specification for the vacant position, outlining its major and minor responsibilities; the skills,
experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention
of special conditions, if any, attached to the job to be filled ”
2. Strategy Development: Once it is known how many with what qualifications of candidates are required, the next step
involved in this regard is to devise a suitable strategy for recruiting the candidates in the organisation.
3. Searching: This step involves attracting job seekers to the organisation. There are broadly two sources used to attract
candidates. These are:1. Internal Sources and 2. External Sources
4. Screening:Though some view screening as the starting point of selection, we have considered it as an integral part of
recruitment. The reason being the selection process starts only after the applications have been screened and shortlisted.
5. Evaluation and Control:Given the considerable cost involved in the recruitment process, its evaluation and control is,
therefore, imperative.

Selection Process Meaning

The selection process refers to selecting the right candidate with the required qualifications and capabilities to fill the
vacancy in the organization.
Recruitment and Selection
Recruitment is the process where the potential applicants are searched for and are encouraged to apply for a vacancy.
While the selection is the process of hiring the employees from the shortlisted candidates and providing them with a job in
the organization.

Steps in Selection Process

Popularly there are seven stages in the process of selection : 
1. Application – After the job opening has been announced, the candidates apply for the respective jobs which suit
them.
2. Screening and Pre-selection – The goal of this second phase is to reduce the number of candidates from a large
group to a manageable group of between 3-10 people that can be interviewed in person. The selection is based on
their selection technique and according to the company’s needs.
3. Interview – The interview gives insight into a person’s verbal accuracy and how sociable they are. This also
provides the opportunity to ask the candidate job-related queries. 
4. Assessment-The full assessment usually is more accurate as this helps the organization to check the candidate
well. Assessments include work sample tests, integrity tests, and related job knowledge tests. 
5. Reference And Background Check- An essential step is the reference check, which is to confirm about the
candidate. The candidates are asked to give references and he follows up on these. 
6. Decision- The next step is to decide to choose the correct candidate who promises the greatest future potentiality
for the organization. 
7. Job Offer and Contract – After the decision-making process, the candidate needs to accept the offer which is
known as the contract.
  
Importance of Selection

Selection is an important facet for the organization, it’s importance can further be summed up as below-

1. It identifies the right candidates for the company.

2. Recruiting talented employees can help increase the overall performance of the organization.
3. Helps in avoiding false negatives and false positives of the candidates.

SHORT QUESTION:-

1. Write the importance of selection?

2. What are the steps in the selection process?
3. What are the sources of recruitment?
4. What is the meaning and definition of recruitment with its process?
5. Write the meaning and definition of selection?

LECTURE 3
 Training & Development, Performance Appraisal (PART-A)

PYQ 1. Explain the different types of training methods. Differentiate between training and development?
(2015), (2018)
2. Short Note on Training and Development.(2016,18)
3. Discuss the various types of off-the-job training methods used by manager to make employees more
efficient? (2021)

Meaning of Training:
“Training refers to the process of educating and developing selected employees so that they have the knowledge, skills,
attitudes and understanding needed to manage in future position.”
Importance of Training and Development
For companies to keep improving, it is important for organizations to have continuous training and development programs
for their employees. Competition and the business environment keeps changing, and hence it is critical to keep learning
and pick up new skills. The importance of training and development is as follows:
1, Optimum utilization of resources
2. Development of skills like time management, leadership, team management etc.
3. To increase the performance, productivity and motivation
4. To imbibe the team spirit
5. For improvement of organization culture
6. To improve quality
7. To increase profitability and bottom line by acquiring new skills
8. Improving brand image by having well trained employees

Methods of Training:
There are various methods of training. The choice of any of the methods depends upon several factors like cost of
training, number of workers, depth knowledge required, background of the trainees, purpose of training and so on.

1. On-The-Job Training:

On the job training is concerned with developing employees in the present job. It involves assignment of the new
employee to a specific job at a machine or workplace in the shop, office, or laboratory. The worker is trained while he is
engaged in the work by utilizing the actual work situation for the purpose.
a. Vestibule Training: In this the actual work environment is stimulated as closely as possible for trainees in the
classroom. Trainees are typically taught how to use the machinery, tools and other equipments on the job. The noise
distraction of co-workers and pressures of the job are not included in the simulated working condition. Training is
generally given in the form of lecture, conferences, case study and role playing.

b. Apprenticeship Training:This method is followed in those trades, crafts and technical fields in which long period is
required for gaining proficiency. It aims at providing necessary background, practical knowledge and necessary
experience to the worker.

c. Coaching Training by Supervisors:The fresh employee is trained by the supervisor, who familiarises him with the
input and outputs of the work and techniques of operation of equipment etc. The supervisor guides and instructs or
supervise the employee, whenever needed.The employee has also opportunity of remaining doubts.

d. Orientation or Induction Method:The training is imparted by a competent and experienced executive, who provides
knowledge about the work; tools, equipment, techniques and situational problems. The object of the training is to make
the employee aware and believe in the ideologies of the working.

e. Under Study Method :It is another method of ‘on the job training.’ Under this method, the worker or the new
employee is imparted training by senior and experienced. The method teaches motivation, because the employee has to
continue training for a long period.

f. Job Rotation Method : It is broad-based training, wherein the employee has to rotate from one job to other, from one
department to other department, from are work to other work, or from one section to other section, so that he may learn
the working of various departments.

g. Assistance to Training Method: Under this method the trainee is placed as an assistant to the senior executive of the
organisation. It earlier stage, the senior executive trains him with the working jobs and guides him to perform the job.
Finally, he develops his handling of the job of the senior executive in his absence.

h. Teaching Machine Method: Under this, method slides and tapes regarding work are prepared. Workers are shown
pictures and told the right technique of operating equipments. If any process is tough, it may be continued effectively.

SHORT QUESTION;-

1. Write the Importance of Training and Development?

2. What are the methods of training
3. Give short note on the following
a. Job rotation method
b. Under study method
c. Vestibule Training

LECTURE 4
 Training & Development, Performance Appraisal (PART-B)
Systems of On-The-Job Training:

Under this method following systems may be included:

(i) Training by Supervisor:
Supervisor in-charge is responsible for the training to the operative staff under this system. The supervisor supervises and
instructs the employee while on work. Sometimes, he demonstrates the system of working to the employee. It enables the
supervisor and the employee to understand each other better.
(ii) Under-Study System:Under this system, senior and experienced workman is assigned the job of teaching the new
employee as his under-study. The trainee under this system loses his motivation and morale, because the person under
whom he is working does not take interest in him.
A common version of such training is “three position plan”. Under it, a man learns from the man above him and teaches
the man below him. This system is more suitable in circumstances where the trainer requires an assistant.
(iii) Position RotationUnder this system, the employee is periodically rotated from one job to another instead of sticking
to one job just to acquire the general background and knowledge of the functioning of the job. Its major objective is to
broaden the background of the trainee in various positions of the job.

2. Off- The- Job Training:

1. Conference/Lecture and Seminar Method:The top level of management holds conference and shows his views with
the employees. He informs to the employee about the future development in the Field and new ideas. He also gives the
ideal measure to solve all the problems. This is an easy method and is adopted at levels of training.
2. Internship Training:Here the technical institutions and business houses cooperate. Such training will bring about a
balance between theory and practice. Students may be sent to factories for practical training under this system. Reputed
training institutes provide meaningful training.
3. Classroom Method:Where concepts, attitudes, theories and problem-solving abilities are to be learnt, the classroom
instruction is the most useful device. In other words it is more associated with knowledge rather than skill. Orientation
about organization; safety training or refresher training can be accomplished most effectively in the classroom.
There may be different methods of instruction such as:
(i) Formal Lecture:Formal Lectures are arranged by the organization and delivered by the lecturer presumed to be a
master of the subject at hand. The lecture method may be used for a large group and therefore, cost per trainee is low.
Trainee should be permitted to ask questions.
(ii) Conference and Seminar:The seminars and conference may be arranged to achieve the training purpose. Under this
method, a particular topic is followed by discussion and exchange of view under a chairman, who sums up the discussion
by his fruitful advices and comments.
(iii) Case Study:It is a practical problem faced by an industrial unit which is discussed at large in the group, possibly to
find an optimum solution. The supervisor reviews the solutions and discusses it with the trainees.
(iv) Role-playing:Under this system, the trainees play their assigned role under an instructor who prepares them and
assigns different rules for the play.
4. Case Study Method:In order to solve many problems in the management the social, economic and technical aspects of
the problem is to be studied. If the worker is struggling with the problem, he must be briefed about it and it has to be
rectified with the solution.
5. Role Playing:Under this method of training practical Knowledge of the work is imparted through assigning notes of
manager, supervisor, worker, customer etc. The employee learns how to deal with the complexities of interdependence
and interaction involved in different roles.
6. Management Institutions:Training is arranged in different training colleges, universities and management institutions.
Desirous candidates and employees of business establishment, Join these courses and gain Knowledge in the specific
Field.
7. Brain Storming:Through collective analysis process we can solve all the business problem. A group of people from
various fields are invited to put forward their ideas, Knowledge, and experience. In other words, the training is imported
by pooling of collective Knowledge and experience of traine
Difference between Training and Development:
Basis Training Development

Training refers to the process of Development refers to the overall growth of

increasing the knowledge, skills and the employees. These are learning
abilities of employees for doing a opportunities which are designed for
1. Meaning work. employees to grow. 

Its main aim is to help the employee

2. Aim to do the job better. Its main aim is overall growth of employees.

3. Orientation It is job oriented.  It is career oriented.

It has a narrow scope as it is a part of

4. Scope of learning development. It has a broader scope as it includes training.

5. Suitability It is more suitable for technical staff. It is more suitable for managerial staff.

It involves teaching technical, human and

6. Skills It involves teaching technical skills. conceptual skills.

It is a long-term process as it is career

7. Duration It is a short-term process. oriented.

8. Level of trainees
involved Trainees are non-managerial here. Trainees are managerial here.

9. Depth of
knowledge Knowledge is imparted for doing a Knowledge is imparted for the growth of an
imparted specific kind of job. employee in all respects.

10. Initiative in Employers take initiative in providing Individuals take initiative by themselves for
learning training to their employees. their growth and development.

SHORT QUESTIONS:-

1. Write the Difference between Training and Development?

2. Give the Systems of On-The-Job Training?
3. Give the Systems of Off-The-Job Training?
4. What is case study method and formal structure method?
5. What do you mean by brain storming?
 LECTURE 5
Directing, Fundamentals of Directing

Directing in Management – Definitions

J.L. Massie – “Directing concerns the total manner in which a manager influences the actions of subordinates. It is the
final action of a manager in getting others to act after all preparations have been completed.”
Directing in Management – Concept
Direction is an important function of management which is related to inspiring, instructing and guiding human factors in
the organization to achieve organizational activities and objectives. It is the process of telling people what to do and
seeing that they do it in the best possible manner.
Essential elements of Direction
(i) Giving orders and instructions
(ii) Supervising the work of subordinates
(iii) Giving guidance to the subordinates in their work
(iv) Maintaining discipline and rewarding efficient employees
(v) Motivating the subordinates
Henry Fayol gave certain concepts to facilitate direction-

(i) To have thorough knowledge of personnel

(ii) To eliminate the incompetent
(iii) To set a good example
(iv) To be well versed in the agreements binding the business
(v) To bring together the chief assistants by means of conference
(vi) To conduct periodic audit of the organisation
(vii) To aim at infusing unity, energy, initiative and loyalty among the personnel
Directing in Management – Nature
The following points highlight the nature of direction:

1. Process of Action: Direction is an important managerial function that initiates action at top level of the organisation
and flows down the hierarchy. It follows that subordinates have to be directed by their superiors only.
2. On-Going Process: Directing is not an intermittent function of management. It is a process of continuously guiding the
behaviour of others.
3. Not Supported by Rules: Since the behaviour of people cannot be predicted through mathematical or statistical tools,
the function of directing is based on behavioural sciences. It is not supported by rules or regulations.
4. Directing is Situational :Managers influence the behaviour of employees according to situation. The directions change
from situation to situation. Factors like environment, nature of workers, group behaviour, attitude towards work etc. affect
directing.
Directing in Management – Process
The following is the process of directing which usually is adhered to in order to get better results:
1. Defining the Objectives – The first process is direction is the setting and defining of the objectives. The manager after
spelling out the objectives interprets them and communicates them for performance.
2. Organising the Efforts – Secondly the manager organises the efforts. He analyses the activities decision and relations
so that he is able to define and interpret them and then he helps himself finding providing proper guidance, better
supervision and effective direction in the light of his own definitions and interpretations.
3. Measuring the Work – The third function in directing is to measure the work, establishes yardstick and communicates
them on the basis of the analysis of their work performance.
4. Developing the People – In the directing process, the last but the most important function of the manager is to develop
the people particularly those who are working with them. He directs his then to strengthen their integrity, to provid insight
of the job and to train for accomplishing the assigned work.
 Directing in Management – 8 Important Principles

The important principles of directing are as follows:

Principle # 1. Maximum Individual Contribution: This principle emphasizes that directing techniques must help
individual in the organisation to contribute to his maximum potential for achievement of organisational objectives.
Principle # 2. Harmony of Objectives:Very often, we find that individual objectives of employees and the organisational
objectives are conflicting to each other. For example, an employee may expect attractive salary and monetary benefits to
fulfil his personal needs.
Principle # 3. Unity of Command: This principle insists that a person in the organisation should receive instructions
from one superior only. If instructions are received from more than one, it creates confusion, conflict and disorder in the
organisation.
Principle # 4. Appropriateness of Direction Techniques:According to this principle appropriate motivational and
leadership techniques should be used while directing the people based on subordinate needs, capabilities, attitudes and
other situational variables. For example, for some people money can act as powerful motivator while for others promotion
may act as effective motivator.
Principle # 5. Managerial Communication: Effective managerial communications across all the levels in the
organisation make directions effective. Directing should convey clear instruction to create total understanding to
subordinates. Through proper feedback, the managers should ensure that subordinate understand his instructions clearly.
Principle # 6. Use of Informal Organisation:A manager should realize that informal groups or organizations exist
within every formal organisation. He should spot and make use of such organisation for effective directing.
Principle # 7. Leadership:While directing the subordinates, managers should exercise good leadership as it can influence
the subordinates positively without causing dissatisfaction among them.
Principle # 8. Follow through:More giving of an order is not sufficient. Managers should follow it by reviewing
continuously whether orders are being implemented or not.

SHORT QUESTIONS:-

1. Write the meaning and definition if direction in management?

2. Write the important principles of directing?

3. Write the process of directing in management?

4. What are the Essential elements of Direction?

5. Explain the principle of managerial communication and leadership?

LECTURE 6
Fundamentals of Motivation, PART A

PYQ 1.Discuss Maslows Need Hierarcy. How it helps in understanding Motivation(2018)

2. Explain briefly the Maslows Need Hierarcy Theory of Motivation?(2020)
3. Critically examine MCGregors theory X Theory Y Of motivation?(2021)
Meaning:
Motivation is an important factor which encourages persons to give their best performance and help in reaching enterprise
goals. A strong positive motivation will enable the increased output of employees but a negative motivation will reduce
their performance. A key element in personnel management is motivation.
According to Berelson and Steiner:
“A motive is an inner state that energizes, activates, or moves and directs or channels behaviour goals.”
Maslow need hierarchy theory
 The theory states that humans are motivated to fulfill their needs in a hierarchical order. This order begins with the most
basic needs before moving on to more advanced needs. The ultimate goal, according to this theory, is to reach the fifth
level of the hierarchy: self-actualization.
Abraham H Maslow classified need into 5 categories in his famous book
“ Motivation and Personality ” in 1954 which are as follows
Psychological need These needs include air , food , water, cloth, sleep shelter
Safety and security need the individual has safety need such as security and protection against danger an environment
Social needs
these needs are concerned with Love, affection, belongingness and association to others. These needs to one’s desire for
social acceptance and friendship

Self Esteem Needs

Esteem needs are of two types:
a) Internal esteem needs (self- respect, confidence, competence, achievement and freedom) and
b) External esteem needs (recognition, power, status, attention and admiration).

Self-Actualization
These needs are for maximum self development and creativity. This is an individual’s motivation to transform the
perception of self into reality.

In Maslow’s above need hierarchy theory, human needs are arranged in a lowest to the highest order. The second need
does not dominate unless the first is reasonably satisfied and the third need does not dominate until the first two needs

have been reasonably satisfied.

This process goes on till the last need.

Herzberg’s Two-Factor Theory of Motivation

In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that
prevent dissatisfaction
Herzberg classified these job factors into two categories-
a. Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace.
These do not lead to positive satisfaction for long-term. But if these factors are absent , then they lead to
dissatisfaction. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance
factors as they are required to avoid dissatisfaction.
Hygiene factors include:

 Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in
the same industry in the same domain.
 Company Policies and administrative policies - The company policies should not be too rigid. They should be fair
and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
 Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
 Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments
should be updated and well-maintained.
 Status - The employees’ status within the organization should be familiar and retained.
 Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be
appropriate and acceptable. There should be no conflict or hum iliation element present.
 Job Security - The organization must provide job security to the employees.

Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational
factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior
performance. These factors are called satisfiers.
 Recognition: When employees receive praise or rewards for reaching goals at their job or for producing high-quality
work, they receive recognition. Negative recognition involves criticisms or blame for a poorly-done job
 Achievement : Positive achievement can involve, for example, completing a difficult task on time, solving a job-
related problem, or seeing positive results from one’s work. Negative achievement includes failure to make progress
at work or poor job-related decision making
 Growth and promotional opportunities - There must be growth and advancement opportunities in an organization
to motivate the employees to perform well.
 Responsibility - The employees must hold themselves responsible for the work. The managers should give them
ownership of the work. They should minimize control but retain accountability.
 Work itself - The work itself should be meaningful, interesting and challenging for the employee to perform and to
get motivated
 Advancement
 Herzberg defined advancement as the upward and positive status or position of someone in a workplace. Meanwhile,
a negative or neutral status at work represents negative advancement

SHORT QUESTIONS

1. What is the meaning of motivation and write Maslow need hierarchy theory?
2. Write the Herzberg’s Two-Factor Theory of Motivation?
3. What are the motivational factors?
4. Write the Hygiene factors?
5. What is the meaning of self esteem and self actualization?

LECTURE 7
Fundamentals of Motivation, PART B
s
PYQ 1. Describe the theory of Motivation as given by MC Gregor?(2019)
2. Critically examine MC Gregor Theory X Theory X and Theory Y of motivation(2021)
3. Distinguished between Theory X and Theory Y ?(2007)

Theory X and Theory Y

In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or
in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other
is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is
based on various assumptions.

Assumptions of Theory X
An average employee intrinsically does not like work and tries to escape it whenever possible.

 Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to
achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more
dictatorial style.
 Many employees rank job security on top, and they have little or no aspiration/ ambition.
 Employees generally dislike responsibilities.
 Employees resist change.
 An average employee needs formal direction.

Assumptions of Theory Y
Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent
manner in their jobs.

 Employees may not require only threat, external control and coercion to work, but they can use self-direction and
self-control if they are dedicated and sincere to achieve the organizational objectives.
 If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
 An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain
responsibility.
 The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the
creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational
problems.

Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behaviour at work, while Theory Y
presents an optimistic view of the employees’ nature and behaviour at work.
If correlate it with Maslow’s theory, we can say that Theory X is based on the assumption that the employees emphasize
on the physiological needs and the safety needs; while Theory Y is based on the assumption that the social needs, esteem
needs and the self-actualization needs do minate the employees.

Comparison Chart
BASIS FOR
THEORY X THEORY Y
COMPARISON

Theory X is a motivational theory, Theory Y, is an advanced theory, wherein it

1) Meaning
which involves high supervision and
control over the subordinates, and
greater degree of centralization.
is assumed that the workers are self-directed
and self-motivated, for growth and
development and takes active part in decision
making.

2) Work Dislikes work Work is natural

 BASIS FOR
THEORY X THEORY Y
COMPARISON

3) Ambition Little to no ambition Highly ambitious

4) Responsibility Avoids responsibility. Accept and seek responsibility.

5) Leadership style Autocratic Democratic

6) Direction Constant direction is required. Little to no direction is required.

7) Control Tight Lenient

8) Authority Centralized Decentralized

9) Self motivation Absent Present

10) Focuses on Psychological needs and Security Social needs, esteem needs and self-
needs actualization needs.

SHORT ANSWER:-

1. What is Theory X and Theory Y?

2. Give the assumptions of X Theory in detail?
3. Give the assumptions of Y Theory in detail?
4. Distinguished between Theory X and Theory Y?

LECTURE 7
Fundamentals of Leadership
PYQ:-1. Define leadership and discuss the different styles of Leadership?(2020)

WHAT IS LEADERSHIP? Leadership is the ability of an individual or a group of individuals to influence and guide
followers or other members of an organization. Leadership involves making sound -- and sometimes difficult -- decisions,
creating and articulating a clear vision, establishing achievable goals and providing followers with the knowledge and
tools necessary to achieve those goals.

ACC TO John D. Rockefeller Good leadership consists of showing average people how to do the work of superior
people.
QUALITIES OF LEADERSHIP

1. Physical appearance- A leader must have a pleasing appearance. Physique and health are very important for a good
leader.

2. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to
visualize situations and thereby has to frame logical programmes.

3. Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be
analytical who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and
mature outlook is very important.

4. Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely and
effectively. This can be helpful in persuasion and stimulation.

5. Objective- A leader has to be having a fair outlook which is free from bias and which does not reflects his willingness
towards a particular individual. He should develop his own opinion and should base his judgement on facts and
logic.

Different Types of Leadership

The next few sections will give you insights into the leadership styles you can choose from. It will also give you an
understanding of leadership courses you may want to take to hone your skills.

1. Democratic Leadership This is as clear as its name. In democratic leadership, the leaders make or break decisions
democratically, based on their team’s opinion and feedback. Although it is the leader who makes the final call, every
opinion counts. This is easily one of the most effective leadership styles since it allows employees to have a voice.

2. Autocratic Leadership This is exactly the opposite of democratic leadership wherein the opinions of employees are not
considered. Leaders with this style expect others to adhere to the decisions they take, which is not a sustainable approach
in the long term.

3. Laissez-faire Leadership Laissez-fire means “let them do”. This style is the least intrusive and leaders with this
approach ensure that the authority lies with the employees. While this leadership style can empower, it may also limit
development, therefore, must be kept in check.

4. Strategic Leadership Strategic leadership acts as a bridge between the senior team and the employees. Leaders
adopting this style ensure that both executive interests and working conditions for the team are stable when a decision is
made.

5. Transformational Leadership This kind of leadership always aims at transforming and improving functions and
capabilities. There may be tasks and schedules assigned and leaders following this style may ask employees to push their
boundaries constantly. Most growth-minded companies tend to adopt this kind of a leadership style.
6. Transactional Leadership This is a very common leadership style today based on the action-and-reward concept. For
instance, an employee or team may receive an incentive or bonus for achieving a target set by the company.

7. Coach-Style Leadership This leadership style focuses on larger growth while encouraging individual team
members to focus on their strengths and talent. Though this is similar to strategic and democratic leadership
styles, the focus here is more on the individual.

8. Bureaucratic Leadership This kind of leadership style goes by the books. Although leaders with this approach do listen
to employees and their opinions, they may negate or reject it, in case they go against the company’s ethos or policy.

DIFFERENCE BETWEEN LEADERSHIP AND MOTIVATION

SHORT QUESTIONS :-

1. Write the difference between leadership and motivation?

2. What is the meaning and definition of Motivation?

3. Express the quality of motivation?

4. Write the different types of motivation?

5. Define leadership and discuss the different styles of Leadership?