POM

3. MEANING
• STAFFING IS THE PROCESS OF ACQUIRING, DEVELOPING, EMPLOYING,
APPRAISING, REMUNERATING AND RETAINING PEOPLE SO THAT RIGHT
TYPE OF PEOPLE ARE AVAILABLE AT RIGHT POSITIONS AND AT RIGHT TIME
IN THE ORGANIZATION.
• ACC. TO MCFARLAND, “ STAFFING IS THE FUNCTION BY WHICH MANAGERS
BUILD AN ORGANIZATION THROUGH THE RECRUITMENT, SELECTION AND
DEVELOPMENT OF INDIVIDUALS AS CAPABLE EMPLOYEES’’.

4. FEATURES
• STAFFING FUNCTION IS RELATED TO EMPLOYMENT OF PERSONNEL OF ALL
TYPES- MANAGERIAL AS WELL AS OPERATIVE IN THE ORGANIZATION.
• GOAL ORIENTED
• CONTINUOUS FUNCTION
• PERVASIVE IN NATURE
• COVERS WIDE RANGE OF ACTIVITIES

5. IMPORTANCE
• FILLING ORGANIZATIONAL POSITIONS
• DEVELOPING COMPETENCIES
• RETAINING PERSONNEL

6. PROCESS
1. MANPOWER PLANNING
IT IS THE STARTING POINT IN STAFFING FUNCTION. IT IS BASICALLY DEALS
WITH FORECASTING OF ADDITIONAL HUMAN RESOURCES REQUIRED IN AN
ORGANIZATION IN FUTURE.
IT ALSO REFER AS HR PLANNING OR PERSONNEL PLANNING.

7. 2. RECRUITMENT
STIMULATING A CANDIDATE TO APPLY FOR JOB IN AN ORGANIZATION.IT IS A
POSITIVE PROCESS.
SOURCES OF RECRUITMENT:
INTERNAL SOURCES (E.G.- TRANSFER, PROMOTION, REFERENCES ETC)
EXTERNAL SOURCES(E.G.- NEWSPAPER, ONLINE JOB PORTALS, LABOR
CONTRACTORS, CAMPUS PLACEMENTS ETC)

8. SELECTION
3. SELECTION REFERS TO CHOOSING THE MOST APPROPRIATE CANDIDATE
FROM THE POOL OF CANDIDATES. BY NATURE IT’S A NEGATIVE PROCESS
BECAUSE IT CHOOSE THE MOST SUITABLE ONE AND REJECT THE CANDIDATES
WHOSE QUALIFICATION AND EXPERIENCE DOESNOT MEET THE SELECTION
CRITERION.

9. 4. PLACEMENT AND INDUCTION
• AFTER A CANDIDATE IS SELECTED FOR EMPLOYMENT, HE IS PLACED ON JOB.
INITIALLY, THE PLACEMENT MAY BE ON PROBATION, THE PERIOD OF WHICH
MAY RANGE FROM SIX MONTHS TO TWO YEARS.
• AFTER THE INITIAL PLACEMENT OF THE CANDIDATE ON THE JOB, HIS
INDUCTION IS NECESSARY, INDUCTION IS A TECHNIQUE BY WHICH A NEW
EMPLOYEE IS REHABILITATED INTO THE CHANGED SURROUNDINGS AND
INTRODUCED TO THE PURPOSES, POLICIES AND PRACTICES OF THE
ORGANIZATION, EMPLOYEE’S JOB AND WORKING CONDITIONS.

10. 5. TRAINING AND DEVELOPMENT
TRAINING REFERS TO ENHANCING PARTICULAR SKILL OF AN EMPLOYEE
WHEREAS DEVELOPMENT INVOLVES OVERALL DEVELOPMENT OF AN
CANDIDATES.
TRAINING IS A TIME BOUND ACTIVITY ON THE OTHER HAND DEVELOPMENT IS
A ONGOING PROCESS.
TRAINER PROVIDE TRAINING BUT THERE IS NO DEVELOPER IN AN
ORGANIZATION FOR THE DEVELOPMENT OF EMPLOYEES.

11. PERFORMANCE MANAGEMENT
• MANAGING PERFORMANCE OF EMPLOYEES THROUGH PERFORMANCE
APPRAISAL.
• PERFORMANCE APPRAISAL REFERS TO EVALUATING PERFORMANCE OF
EMPLOYEES AGAINST WELL DEFINED BENCHMARKS.
• E.G.- 360 DEGREE FEEDBACK SYSTEM.

13. DEFINITION
• DIRECTING IS SAID TO BE A PROCESS IN WHICH
THE MANAGERS INSTRUCT, GUIDE AND OVERSEE
THE PERFORMANCE OF THE WORKERS TO
ACHIEVE PREDETERMINED GOALS.

14. SCOPE
THE DIRECTING FUNCTION THUS, INVOLVES:
•TELLING PEOPLE WHAT IS TO BE DONE AND EXPLAINING TO THEM
HOW TO DO IT;
•ISSUING INSTRUCTIONS AND ORDERS TO SUBORDINATES TO
CARRYOUT 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.

15. REQUIREMENTS OF EFFECTIVE
DIRECTION
• HARMONY OF OBJECTIVES: HARMONIZING OF OBJECTIVES MEANS
ESTABLISHING THE CONCURRENCE OF ORGANIZATIONAL GOALS AND
PERSONAL GOALS OF THE MEMBERS OF THE ORGANIZATION. IF A CONFLICT
OCCURS BETWEEN THE ORGANIZATIONAL GOALS AND THE PERSONAL GOALS,
THE ACHIEVEMENT OF GOALS BECOMES HARDER. THEREFORE IN SUCH A
SITUATION IT IS UP TO THE MANAGER TO HARMONIZE OBJECTIVES THROUGH
PROPER DIRECTING, TO ENSURE THE PROPER SUCCESS OF THE
ORGANIZATION AND THE SATISFACTION OF THE EMPLOYEES.

16. REQUIREMENTS OF EFFECTIVE
DIRECTION
• RELATED TO THE HUMAN FACTOR: DIRECTING MAINLY CONSISTS OF ISSUING
INSTRUCTIONS TO SUBORDINATES AND GUIDING THEM. BOTH OF THESE
ACTIVITIES ARE RELATED TO THE HUMAN FACTOR. IT IS THE HUMAN FACTOR
ONLY THAT UTILIZES THE OTHER NON-PRODUCTIVE FACTORS OF PRODUCTION.
BRIEFLY, IT CAN BE STATED THAT DIRECTING IS CONCERNED WITH THE
PRODUCTIVE FACTORS OF PRODUCTION AND NOT WITH NON – PRODUCTIVE
FACTORS OF PRODUCTION.

17. REQUIREMENTS OF EFFECTIVE
DIRECTION
• GROUP OF VARIOUS FUNCTIONS FACE-TO-FACE IS A SINGLE FUNCTION
BUT CONSISTS OF VARIOUS FUNCTIONS THAT HELP ITS COURSE LIKE
COMMUNICATION, MOTIVATION, AND PLANNING.
• DIRECT SUPERVISION: EVERY SUPERIOR MUST MAINTAIN FACE TO FACE
COMMUNICATION WITH HIS SUBORDINATES. IT BOOSTS THEIR MORALE,
INCREASES THEIR LOYALTY AND PROVIDES THEM IMMEDIATE FEEDBACK.

18. REQUIREMENTS OF EFFECTIVE
DIRECTION
• EFFICIENT COMMUNICATION: COMMUNICATION IS AN INSTRUMENT
OF DIRECTION. IT IS THROUGH COMMUNICATION THE LEADER GIVES
ORDERS, ALLOCATES JOBS, EXPLAINS DUTIES AND ENSURES
PERFORMANCE. EFFICIENT COMMUNICATION MAKES THE JOB
SIMPLER AND DIRECTING EFFECTIVE AS THE ORDERS AND
INSTRUCTIONS ARE PROPERLY UNDERSTOOD AND CARRIED OUT.

19. REQUIREMENTS OF EFFECTIVE
DIRECTION
• FOLLOWING THROUGH: DIRECTION IS NOT ONLY TELLING THE
EMPLOYEES WHAT THEY SHOULD DO BUT ALSO SEEING THAT THEY DO IT
IN THE DESIRED WAY. THE MANAGER SHOULD, THEREFORE, FOLLOW
THROUGH THE WHOLE PERFORMANCE OF HIS SUBORDINATES NOT
MERELY TO KEEP A CHECK ON THEIR ACTIVITIES BUT TO HELP THEM IN
THEIR ACT , TO SHOW THEM WHERE THEIR DEFICIENCY, IF ANY, LIES AND
TO REVISE THEIR DIRECTION IF ITS NEEDS REVISION, AND SO ON.

20. IMPORTANCE OF DIRECTING
• IT INITIATES ACTIONS - DIRECTIONS IS THE FUNCTION WHICH IS THE
STARTING POINT OF THE WORK PERFORMANCE OF SUBORDINATES. IT
IS FROM THIS FUNCTION THE ACTION TAKES PLACE, SUBORDINATES
UNDERSTAND THEIR JOBS AND DO ACCORDING TO THE
INSTRUCTIONS LAID. WHATEVER ARE PLANS LAID, CAN BE
IMPLEMENTED ONLY ONCE THE ACTUAL WORK STARTS. IT IS THERE
THAT DIRECTION BECOMES BENEFICIAL.

21. IMPORTANCE OF DIRECTING
• IT INGRATES EFFORTS - THROUGH DIRECTION, THE SUPERIORS ARE ABLE TO
GUIDE, INSPIRE AND INSTRUCT THE SUBORDINATES TO WORK. FOR THIS,
EFFORTS OF EVERY INDIVIDUAL TOWARDS ACCOMPLISHMENT OF GOALS ARE
REQUIRED. IT IS THROUGH DIRECTION THE EFFORTS OF EVERY DEPARTMENT
CAN BE RELATED AND INTEGRATED WITH OTHERS. THIS CAN BE DONE
THROUGH PERSUASIVE LEADERSHIP AND EFFECTIVE COMMUNICATION.
INTEGRATION OF EFFORTS BRING EFFECTIVENESS AND STABILITY IN A
CONCERN

22. IMPORTANCE OF DIRECTING
• MEANS OF MOTIVATION - DIRECTION FUNCTION HELPS IN ACHIEVEMENT
OF GOALS. A MANAGER MAKES USE OF THE ELEMENT OF MOTIVATION HERE
TO IMPROVE THE PERFORMANCES OF SUBORDINATES. THIS CAN BE DONE
BY PROVIDING INCENTIVES OR COMPENSATION, WHETHER MONETARY OR
NON - MONETARY, WHICH SERVES AS A “MORALE BOOSTER” TO THE
SUBORDINATES MOTIVATION IS ALSO HELPFUL FOR THE SUBORDINATES
TO GIVE THE BEST OF THEIR ABILITIES WHICH ULTIMATELY HELPS IN
GROWTH.

23. IMPORTANCE OF DIRECTING
• IT PROVIDES STABILITY - STABILITY AND BALANCE IN CONCERN BECOMES
VERY IMPORTANT FOR LONG TERM SUN SURVIVAL IN THE MARKET. THIS
CAN BE BROUGHT UPON BY THE MANAGERS WITH THE HELP OF FOUR
TOOLS OR ELEMENTS OF DIRECTION FUNCTION - JUDICIOUS BLEND OF
PERSUASIVE LEADERSHIP, EFFECTIVE COMMUNICATION, STRICT
SUPERVISION AND EFFICIENT MOTIVATION. STABILITY IS VERY
IMPORTANT SINCE THAT IS AN INDEX OF GROWTH OF AN ENTERPRISE.

24. IMPORTANCE OF DIRECTING
• COPING UP WITH THE CHANGES - IT IS A HUMAN BEHAVIOR THAT HUMAN
BEINGS SHOW RESISTANCE TO CHANGE. ADAPTABILITY WITH CHANGING
ENVIRONMENT HELPS IN SUSTAINING PLANNED GROWTH AND BECOMING
A MARKET LEADER. IT IS DIRECTING FUNCTION WHICH IS OF USE TO MEET
WITH CHANGES IN ENVIRONMENT, BOTH INTERNAL AS EXTERNAL.
EFFECTIVE COMMUNICATION HELPS IN COPING UP WITH THE CHANGES.
IT IS THE ROLE OF MANAGER HERE TO COMMUNICATE THE NATURE AND
CONTENTS OF CHANGES VERY CLEARLY TO THE SUBORDINATES. THIS
HELPS IN CLARIFICATIONS, EASY ADAPTIONS AND SMOOTH RUNNING OF
AN ENTERPRISE.

25. IMPORTANCE OF DIRECTING
• EFFICIENT UTILIZATION OF RESOURCES - DIRECTION FINANCE HELPS IN
CLARIFYING THE ROLE OF EVERY SUBORDINATE TOWARDS HIS WORK.
THE RESOURCES CAN BE UTILIZED PROPERLY ONLY WHEN LESS OF
WASTAGES, DUPLICATION OF EFFORTS, OVERLAPPING OF
PERFORMANCES, ETC. DOESN’T TAKE PLACE. THROUGH DIRECTION, THE
ROLE OF SUBORDINATES BECOME CLEAR AS MANAGER MAKES USE OF
HIS SUPERVISORY, THE GUIDANCE, THE INSTRUCTIONS AND
MOTIVATION SKILL TO INSPIRE THE SUBORDINATES. THIS HELPS IN
MAXIMUM POSSIBLE UTILIZATION OF RESOURCES OF MEN, MACHINE,
MATERIALS AND MONEY WHICH HELPS IN REDUCING COSTS AND
INCREASING PROFITS.

26. DIRECTING
•THE FUNCTION OF DIRECTING THUS BREAKS DOWN TO
TWO PARTS:
•GIVING ORDERS TO EMPLOYEES
•LEADING AND MOTIVATING THEM.

27. MOTIVATION
• DEFINITION: THE PROCESSES THAT ACCOUNT FOR AN
INDIVIDUAL’S INTENSITY, DIRECTION, AND PERSISTENCE
OF EFFORT TOWARD ATTAINING A GOAL.
• KEY ELEMENTS:
• INTENSITY: HOW HARD A PERSON TRIES
• DIRECTION: TOWARD BENEFICIAL GOAL
• PERSISTENCE: HOW LONG A PERSON TRIES

28. THEORIES
• MASLOW’S NEED HIERARCHY GIVEN BY ABRAHAM MASLOW.
• 2 FACTOR THEORY GIVEN BY FREDERICK HERZBERG.
• THEORY Z AND THEORY Y GIVEN BY DOUGLAS MCGREGOR

29. MASLOW’S NEED HIERARCHY
•HIERARCHY OF NEEDS THEORY: THERE IS A
HIERARCHY OF FIVE NEEDS—
PHYSIOLOGICAL, SAFETY, SOCIAL, ESTEEM,
AND SELF-ACTUALIZATION; AS EACH NEED IS
SUBSTANTIALLY SATISFIED, THE NEXT NEED
BECOMES DOMINANT

30. MASLOW’S NEED HIERARCHY

31. MASLOW’S NEED HIERARCHY
• PHYSIOLOGICAL NEEDS: ARE THE PHYSICAL REQUIREMENTS FOR HUMAN
SURVIVAL. IF THESE REQUIREMENTS ARE NOT MET, THE HUMAN BODY CANNOT
FUNCTION PROPERLY, AND WILL ULTIMATELY FAIL. PHYSIOLOGICAL NEEDS ARE
THOUGHT TO BE THE MOST IMPORTANT; THEY SHOULD BE MET FIRST. AIR,
WATER, AND FOOD ARE METABOLIC REQUIREMENTS FOR SURVIVAL IN ALL
ANIMALS, INCLUDING HUMANS. CLOTHING AND SHELTER PROVIDE
NECESSARY PROTECTION FROM THE ELEMENTS.

32. MASLOW’S NEED HIERARCHY
•SAFETY AND SECURITY NEEDS INCLUDE:
•PERSONAL SECURITY
•FINANCIAL SECURITY
•HEALTH AND WELL-BEING
•SAFETY NET AGAINST ACCIDENTS/ILLNESS AND THEIR
ADVERSE IMPACTS

33. MASLOW’S NEED HIERARCHY
• SOCIAL NEEDS: ACCORDING TO MASLOW, HUMANS NEED TO FEEL A SENSE OF
BELONGING AND ACCEPTANCE AMONG THEIR SOCIAL GROUPS, REGARDLESS
IF THESE GROUPS ARE LARGE OR SMALL. THE INDIVIDUAL'S ABILITY TO FORM
AND MAINTAIN EMOTIONALLY SIGNIFICANT RELATIONSHIPS IN GENERAL,
SUCH AS:
• FRIENDSHIP
• INTIMACY
• FAMILY

34. MASLOW’S NEED HIERARCHY
• ESTEEM NEEDS: ESTEEM PRESENTS THE TYPICAL HUMAN DESIRE TO BE
ACCEPTED AND VALUED BY OTHERS. PEOPLE OFTEN ENGAGE IN A PROFESSION
OR HOBBY TO GAIN RECOGNITION. THESE ACTIVITIES GIVE THE PERSON A
SENSE OF CONTRIBUTION OR VALUE. THESE NEEDS ARE RELATED TO RESPECT
OR PRESTIGE.

35. MASLOW’S NEED HIERARCHY
• SELF ACTUALIZATION NEED: HIS LEVEL OF NEED REFERS TO WHAT A
PERSON'S FULL POTENTIAL IS AND THE REALIZATION OF THAT POTENTIAL.
MASLOW DESCRIBES THIS LEVEL AS THE DESIRE TO ACCOMPLISH
EVERYTHING THAT ONE CAN, TO BECOME THE MOST THAT ONE CAN
BE. INDIVIDUALS MAY PERCEIVE OR FOCUS ON THIS NEED VERY
SPECIFICALLY. FOR EXAMPLE, ONE INDIVIDUAL MAY HAVE THE STRONG
DESIRE TO BECOME AN IDEAL PARENT. IN ANOTHER, THE DESIRE MAY BE
EXPRESSED ATHLETICALLY. FOR OTHERS, IT MAY BE EXPRESSED IN
PAINTINGS, PICTURES, OR INVENTIONS.

36. HERZBERG 2 FACTOR 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.

37. HERZBERG 2 FACTOR THEORY
• 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 / IF THESE FACTORS ARE NON-EXISTENT AT WORKPLACE, THEN THEY
LEAD TO DISSATISFACTION. IN OTHER WORDS, HYGIENE FACTORS ARE THOSE
FACTORS WHICH WHEN ADEQUATE/REASONABLEIN A JOB, PACIFY THE
EMPLOYEES AND DO NOT MAKE THEM DISSATISFIED. THESE FACTORS ARE
EXTRINSIC TO WORK. HYGIENE FACTORS ARE ALSO CALLED AS DISSATISFIERS
OR MAINTENANCE FACTORS AS THEY ARE REQUIRED TO AVOID
DISSATISFACTION.

38. HERZBERG 2 FACTOR THEORY
•VARIOUS HYGIENE FACTORS ARE:
•PAY
•COMPANY POLICIES AND ADMINISTRATIVE POLICIES
•FRINGE BENEFITS
•PHYSICAL WORKING CONDITIONS
•STATUS
•INTERPERSONAL RELATIONS
•JOB SECURITY

39. HERZBERG 2 FACTOR THEORY
•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. THESE ARE FACTORS
INVOLVED IN PERFORMING THE JOB. EMPLOYEES FIND THESE
FACTORS INTRINSICALLY REWARDING.

40. HERZBERG’S 2 FACTOR THEORY
•VARIOUS MOTIVATIONAL FACTORS ARE:
•RECOGNITION
•SENSE OF ACHIEVEMENT
•GROWTH AND PROMOTIONAL OPPORTUNITIES
•RESPONSIBILITY
•MEANINGFULNESS OF THE WORK

41. MCGREGOR’S THEORY X AND Y
•IN 1960, DOUGLAS MCGREGOR FORMULATED THEORY X AND
THEORY Y SUGGESTING TWO ASPECTS OF HUMAN BEHAVIOR 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.

42. MCGREGOR’S THEORY X AND Y
• 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.

43. MCGREGOR’S THEORY X AND Y
• CONTD.
• MANY EMPLOYEES RANK JOB SECURITY ON TOP, AND THEY HAVE LITTLE ORNO
ASPIRATION/ AMBITION.
• EMPLOYEES GENERALLY DISLIKE RESPONSIBILITIES.
• EMPLOYEES RESIST CHANGE.
• AN AVERAGE EMPLOYEE NEEDS FORMAL DIRECTION

44. MCGREGOR’S THEORY X AND Y
•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.

45. MCGREGOR’S THEORY X AND Y
CONTD.:
•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.

46. LEADERSHIP
•LEADERSHIP HAS BEEN DESCRIBED AS "A
PROCESS OF SOCIAL INFLUENCE IN WHICH ONE
PERSON CAN ENLIST THE AID AND SUPPORT OF
OTHERS IN THE ACCOMPLISHMENT OF A
COMMON TASK“.

47. AUTHORITARIAN LEADERSHIP
• AUTHORITARIAN LEADERSHIP: THE AUTHORITARIAN
LEADERSHIP STYLE OR AUTOCRATIC LEADER KEEPS STRICT, CLOSE
CONTROL OVER FOLLOWERS BY KEEPING CLOSE REGULATION OF
POLICY'S 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.

48. PATERNALISTIC LEADERSHIP
• PATERNALISTIC LEADERSHIP: 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.

49. BUREAUCRATIC LEADERSHIP
• BUREAUCRATIC LEADERS WORK "BY THE BOOK." THEY FOLLOW RULES
RIGOROUSLY, AND ENSURE THAT THEIR PEOPLE FOLLOW PROCEDURES
PRECISELY.
• THIS IS AN APPROPRIATE LEADERSHIP STYLE FOR WORK INVOLVING
SERIOUS SAFETY RISKS (SUCH AS WORKING WITH MACHINERY, WITH TOXIC
SUBSTANCES, OR AT DANGEROUS HEIGHTS) OR WHERE LARGE SUMS OF
MONEY ARE INVOLVED. BUREAUCRATIC LEADERSHIP IS ALSO USEFUL IN
ORGANIZATIONS WHERE EMPLOYEES DO ROUTINE TASKS (AS IN
MANUFACTURING).
• THE DOWNSIDE OF THIS LEADERSHIP STYLE IS THAT IT'S INEFFECTIVE IN
TEAMS AND ORGANIZATIONS THAT RELY ON FLEXIBILITY, CREATIVITY, OR
INNOVATION.

50. CHARISMATIC LEADERSHIP
•A CHARISMATIC LEADERSHIP STYLE CAN RESEMBLE
TRANSFORMATIONAL LEADERSHIP BECAUSE THESE LEADERS
INSPIRE ENTHUSIASM IN THEIR TEAMS AND ARE ENERGETIC IN
MOTIVATING OTHERS TO MOVE FORWARD. THIS ABILITY TO
CREATE EXCITEMENT AND COMMITMENT IS AN ENORMOUS
BENEFIT.

51. DEMOCRATIC LEADERSHIP
• DEMOCRATIC LEADERS MAKE THE FINAL DECISIONS, BUT THEY INCLUDE
TEAM MEMBERS IN THE DECISION-MAKING PROCESS. THEY ENCOURAGE
CREATIVITY, AND TEAM MEMBERS ARE OFTEN HIGHLY ENGAGED IN
PROJECTS AND DECISIONS.
• THERE ARE MANY BENEFITS OF DEMOCRATIC LEADERSHIP. TEAM
MEMBERS TEND TO HAVE HIGH JOB SATISFACTION AND ARE
PRODUCTIVE BECAUSE THEY'RE MORE INVOLVED IN DECISIONS. THIS
STYLE ALSO HELPS DEVELOP PEOPLE'S SKILLS. TEAM MEMBERS FEEL IN
CONTROL OF THEIR DESTINY, SO THEY'RE MOTIVATED TO WORK HARD
BY MORE THAN JUST A FINANCIAL REWARD.

52. LAISSEZ FAIRE LEADERSHIP
•THIS FRENCH PHRASE MEANS "LEAVE IT BE," AND IT DESCRIBES
LEADERS WHO ALLOW THEIR PEOPLE TO WORK ON THEIR OWN.
THIS TYPE OF LEADERSHIP CAN ALSO OCCUR NATURALLY, WHEN
MANAGERS DON'T HAVE SUFFICIENT CONTROL OVER THEIR WORK
AND THEIR PEOPLE.
•LAISSEZ-FAIRE LEADERS MAY GIVE THEIR TEAMS COMPLETE
FREEDOM TO DO THEIR WORK AND SET THEIR OWN DEADLINES.
THEY PROVIDE TEAM SUPPORT WITH RESOURCES AND ADVICE, IF
NEEDED, BUT OTHERWISE DON'T GET INVOLVED.

53. SERVANT LEADERSHIP
• THIS TERM, CREATED BY ROBERT GREENLEAF IN THE 1970S, DESCRIBES A
LEADER OFTEN NOT FORMALLY RECOGNIZED AS SUCH. WHEN SOMEONE AT
ANY LEVEL WITHIN AN ORGANIZATION LEADS SIMPLY BY MEETING THE NEEDS
OF THE TEAM, HE OR SHE CAN BE DESCRIBED AS A "SERVANT LEADER."
• SERVANT LEADERS OFTEN LEAD BY EXAMPLE. THEY HAVE HIGH INTEGRITY
AND LEAD WITH GENEROSITY. IN MANY WAYS, SERVANT LEADERSHIP IS A
FORM OF DEMOCRATIC LEADERSHIP BECAUSE THE WHOLE TEAM TENDS TO
BE INVOLVED IN DECISION MAKING. HOWEVER, SERVANT LEADERS OFTEN
"LEAD FROM BEHIND," PREFERRING TO STAY OUT OF THE LIMELIGHT AND
LETTING THEIR TEAM ACCEPT RECOGNITION FOR THEIR HARD WORK.

54. TASK ORIENTED LEADERSHIP
•TASK-ORIENTED LEADERS FOCUS ONLY ON GETTING THE
JOB DONE AND CAN BE AUTOCRATIC. THEY ACTIVELY
DEFINE THE WORK AND THE ROLES REQUIRED, PUT
STRUCTURES IN PLACE, AND PLAN, ORGANIZE, AND
MONITOR WORK. THESE LEADERS ALSO PERFORM OTHER
KEY TASKS, SUCH AS CREATING AND MAINTAINING
STANDARDS FOR PERFORMANCE.

55. TRANSACTIONAL LEADERSHIP
•THIS LEADERSHIP STYLE STARTS WITH THE IDEA THAT TEAM
MEMBERS AGREE TO OBEY THEIR LEADER WHEN THEY
ACCEPT A JOB. THE "TRANSACTION" USUALLY INVOLVES THE
ORGANIZATION PAYING TEAM MEMBERS IN RETURN FOR
THEIR EFFORT AND COMPLIANCE. THE LEADER HAS A RIGHT
TO "PUNISH" TEAM MEMBERS IF THEIR WORK DOESN'T
MEET AN APPROPRIATE STANDARD.

56. TRANSFORMATIONAL LEADERSHIP
•TRANSFORMATIONAL LEADERS ARE INSPIRING BECAUSE
THEY EXPECT THE BEST FROM EVERYONE ON THEIR TEAM
AS WELL AS THEMSELVES. THIS LEADS TO HIGH
PRODUCTIVITY AND ENGAGEMENT FROM EVERYONE IN
THEIR TEAM.
•THE DOWNSIDE OF TRANSFORMATIONAL LEADERSHIP IS
THAT WHILE THE LEADER'S ENTHUSIASM IS PASSED ONTO
THE TEAM, HE OR SHE CAN NEED TO BE SUPPORTED BY
"DETAIL PEOPLE."

57. COMMUNICATION
• DEFINITION: THE PROCESS OF PASSING ANY
INFORMATION FROM ONE PERSON TO THE OTHER
PERSON WITH THE AID OF SOME MEDIUM IS TERMED
AS COMMUNICATION.

58. COMMUNICATION-PROCESS
Information
Receiver
Feedback
Sender

59. PROCESS
• THE PROCESS OF SENDING THE MESSAGE
THE FIRST PARTY OR THE SENDER FIRST THINKS OF INFORMATION, WHATEVER
HE INTENDS TO COMMUNICATE OR TRANSFER TO THE OTHERS. THEN HE PUTS
THE INFORMATION OR THE MESSAGE IN WORDS OR PREPARE A CONTENT. THE
PROCESS OF PUTTING THE THOUGHTS IN WORDS IS CALLED ENCODING. FINALLY
THE CONTENT AFTER BEING READY IS TRANSMITTED TO THE RECEIVER.

60. PROCESS
• THE PROCESS OF RECEIVING THE MESSAGE
THE MESSAGE REACHES THE SENDER, WHO THEN DECODES THE MESSAGE OR IN
SIMPLER TERMS BREAKS THE INFORMATION, UNDERSTANDS IT AND RESPONDS
TO THE RECEIVER. THE SENDER ALSO GIVES FEEDBACK TO THE RECEIVER AFTER
HE HAS UNDERSTOOD THE COMPLETE INFORMATION.

61. TYPES
•VERBAL COMMUNICATION
•WRITTEN COMMUNICATION
•GESTURAL COMMUNICATION

62. BARRIERS TO COMMUNICATION
•PERCEPTUAL AND LANGUAGE DIFFERENCES
•INFORMATION OVERLOAD
•INATTENTION
•TIME PRESSURES
•DISTRACTION/NOISE
•EMOTIONS
•COMPLEXITY IN ORGANIZATIONAL STRUCTURE
•POOR RETENTION
•POOR LISTENING AND PREMATURE EVALUATION

63. BARRIERS
• PERCEPTUAL AND LANGUAGE DIFFERENCES: PERCEPTION IS GENERALLY HOW
EACH INDIVIDUAL INTERPRETS THE WORLD AROUND HIM. ALL GENERALLY
WANT TO RECEIVE MESSAGES WHICH ARE SIGNIFICANT TO THEM. BUT ANY
MESSAGE WHICH IS AGAINST THEIR VALUES IS NOT ACCEPTED. A SAME
EVENT MAY BE TAKEN DIFFERENTLY BY DIFFERENT INDIVIDUALS.

64. BARRIERS
• INFORMATION OVERLOAD:MANAGERS ARE SURROUNDED WITH A POOL OF
INFORMATION. IT IS ESSENTIAL TO CONTROL THIS INFORMATION FLOW ELSE
THE INFORMATION IS LIKELY TO BE MISINTERPRETED OR FORGOTTEN OR
OVERLOOKED. AS A RESULT COMMUNICATION IS LESS EFFECTIVE.
• INATTENTION: AT TIMES WE JUST NOT LISTEN, BUT ONLY HEAR. REPETITIVE
MESSAGES SHOULD BE IGNORED FOR EFFECTIVE COMMUNICATION.
• TIME PRESSURES: OFTEN IN ORGANIZATION THE TARGETS HAVE TO BE
ACHIEVED WITHIN A SPECIFIED TIME PERIOD, THE FAILURE OF WHICH HAS
ADVERSE CONSEQUENCES. IN A HASTE TO MEET DEADLINES, THE FORMAL
CHANNELS OF COMMUNICATION ARE SHORTENED, OR MESSAGES ARE
PARTIALLY GIVEN, I.E., NOT COMPLETELY TRANSFERRED. THUS SUFFICIENT
TIME SHOULD BE GIVEN FOR EFFECTIVE COMMUNICATION.

65. BARRIERS
• DISTRACTION/NOISE: COMMUNICATION IS ALSO AFFECTED A LOT BY NOISE TO
DISTRACTIONS. PHYSICAL DISTRACTIONS ARE ALSO THERE SUCH AS, POOR
LIGHTNING, UNCOMFORTABLE SITTING, UNHYGIENIC ROOM ALSO AFFECTS
COMMUNICATION IN A MEETING.
• EMOTIONS: EMOTIONAL STATE AT A PARTICULAR POINT OF TIME ALSO AFFECTS
COMMUNICATION. IF THE RECEIVER FEELS THAT COMMUNICATOR IS ANGRY HE
INTERPRETS THAT THE INFORMATION BEING SENT IS VERY BAD. WHILE HE TAKES
IT DIFFERENTLY IF THE COMMUNICATOR IS HAPPY AND JOVIAL (IN THAT CASE
THE MESSAGE IS INTERPRETED TO BE GOOD AND INTERESTING).
• POOR RETENTION: HUMAN MEMORY CANNOT FUNCTION BEYOND A LIMIT. ONE
CANT ALWAYS RETAIN WHAT IS BEING TOLD SPECIALLY IF HE IS NOT INTERESTED
OR NOT ATTENTIVE. THIS LEADS TO COMMUNICATION BREAKDOWN.

66. BARRIERS
• COMPLEXITY IN ORGANIZATIONAL STRUCTURE: GREATER THE HIERARCHY IN AN
ORGANIZATION (I.E. MORE THE NUMBER OF MANAGERIAL LEVELS), MORE IS THE
CHANCES OF COMMUNICATION GETTING DESTROYED. ONLY THE PEOPLE AT THE TOP
LEVEL CAN SEE THE OVERALL PICTURE WHILE THE PEOPLE AT LOW LEVEL JUST HAVE
KNOWLEDGE ABOUT THEIR OWN AREA AND A LITTLE KNOWLEDGE ABOUT OTHER
AREAS.
• POOR LISTENING AND PREMATURE EVALUATION: THERE ARE VERY FEW PEOPLE WHO
ARE GOOD LISTENERS. LISTENING DEMANDS FULL ATTENTION AND SELF –
DISCIPLINE. IT ALSO MEANS PREMATURE EVALUATION OF OTHER PERSON’S
STATEMENTS. A COMMON TENDENCY IS TO JUDGE , TO APPROVE OR DISAPPROVE
WHAT IS BEING SAID RATHER THAN TRYING TO UNDERSTAND THE SPEAKER’S
FRAME OF REFERENCE.

67. EFFECTIVE COMMUNICATION
• CREATE A ENVIRONMENT OF TRUST AND CONFIDENCE: FOR THIS THE MANAGEMENT
SHOULD LIVE UP TO ITS WORDS. IT SHOULD CREATE SOUND POLICIES,
COMMUNICATE THEM AND FOLLOW THEM.
• BE CLEAR ABOUT THE OBJECTIVE OF THE COMMUNICATION: THE COMMUNICATOR
SHOULD EXAMINE THE TRUE PURPOSE OF COMMUNICATION. THE IDEAS, MEDIA,
TIME OF COMMUNICATION SHOULD BE TUNED TO THE NEEDS AND OBJECTIVES OF
COMMUNICATION.
• BE SENSITIVE TO COMMUNICATION SITUATION: THE SENDER MUST ASSESS THE
IMPORTANCE AND TIMING IN RELATION TO THE RECEIVER. IF THE RECEIVER IS BUSY
THEN IT SHOULD BE SEND LATER ON.

68. EFFECTIVE COMMUNICATION
• ELIMINATING DIFFERENCES IN PERCEPTION: THE ORGANIZATION SHOULD ENSURE
THAT IT IS RECRUITING RIGHT INDIVIDUALS ON THE JOB. IT’S THE
RESPONSIBILITY OF THE INTERVIEWER TO ENSURE THAT THE INTERVIEWEE HAS
COMMAND OVER THE WRITTEN AND SPOKEN LANGUAGE.
• USE OF SIMPLE LANGUAGE: USE OF SIMPLE AND CLEAR WORDS SHOULD BE
EMPHASIZED. USE OF AMBIGUOUS WORDS AND JARGONS SHOULD BE AVOIDED.
• REDUCTION AND ELIMINATION OF NOISE LEVELS: NOISE IS THE MAIN
COMMUNICATION BARRIER WHICH MUST BE OVERCOME ON PRIORITY BASIS. IT
IS ESSENTIAL TO IDENTIFY THE SOURCE OF NOISE AND THEN ELIMINATE THAT
SOURCE.

69. EFFECTIVE COMMUNICATION
• ACTIVE LISTENING: LISTEN ATTENTIVELY AND CAREFULLY. THERE IS A
DIFFERENCE BETWEEN “LISTENING” AND “HEARING”. ACTIVE LISTENING MEANS
HEARING WITH PROPER UNDERSTANDING OF THE MESSAGE THAT IS HEARD. BY
ASKING QUESTIONS THE SPEAKER CAN ENSURE WHETHER HIS/HER MESSAGE
IS UNDERSTOOD OR NOT BY THE RECEIVER IN THE SAME TERMS AS INTENDED
BY THE SPEAKER.
• EMOTIONAL STATE: DURING COMMUNICATION ONE SHOULD MAKE EFFECTIVE
USE OF BODY LANGUAGE. HE/SHE SHOULD NOT SHOW THEIR EMOTIONS WHILE
COMMUNICATION AS THE RECEIVER MIGHT MISINTERPRET THE MESSAGE
BEING DELIVERED.
• SIMPLE ORGANIZATIONAL STRUCTURE: THE ORGANIZATIONAL STRUCTURE
SHOULD NOT BE COMPLEX. THE NUMBER OF HIERARCHICAL LEVELS SHOULD BE
OPTIMUM. THERE SHOULD BE A IDEAL SPAN OF CONTROL WITHIN THE
ORGANIZATION. SIMPLER THE ORGANIZATIONAL STRUCTURE, MORE EFFECTIVE
WILL BE THE COMMUNICATION.

70. EFFECTIVE COMMUNICATION
• AVOID INFORMATION OVERLOAD: THE MANAGERS SHOULD KNOW HOW TO
PRIORITIZE THEIR WORK. THEY SHOULD NOT OVERLOAD THEMSELVES WITH THE
WORK. THEY SHOULD SPEND QUALITY TIME WITH THEIR SUBORDINATES AND
SHOULD LISTEN TO THEIR PROBLEMS AND FEEDBACKS ACTIVELY.
• GIVE CONSTRUCTIVE FEEDBACK: AVOID GIVING NEGATIVE FEEDBACK. THE
CONTENTS OF THE FEEDBACK MIGHT BE NEGATIVE, BUT IT SHOULD BE DELIVERED
CONSTRUCTIVELY. CONSTRUCTIVE FEEDBACK WILL LEAD TO EFFECTIVE
COMMUNICATION BETWEEN THE SUPERIOR AND SUBORDINATE.

71. EFFECTIVE COMMUNICATION
• PROPER MEDIA SELECTION: THE MANAGERS SHOULD PROPERLY SELECT THE
MEDIUM OF COMMUNICATION. SIMPLE MESSAGES SHOULD BE CONVEYED ORALLY,
LIKE: FACE TO FACE INTERACTION OR MEETINGS. USE OF WRITTEN MEANS OF
COMMUNICATION SHOULD BE ENCOURAGED FOR DELIVERING COMPLEX MESSAGES.
FOR SIGNIFICANT MESSAGES REMINDERS CAN BE GIVEN BY USING WRITTEN
MEANS OF COMMUNICATION SUCH AS : MEMOS, NOTICES ETC.
• FLEXIBILITY IN MEETING THE TARGETS: FOR EFFECTIVE COMMUNICATION IN AN
ORGANIZATION THE MANAGERS SHOULD ENSURE THAT THE INDIVIDUALS ARE
MEETING THEIR TARGETS TIMELY WITHOUT SKIPPING THE FORMAL CHANNELS OF
COMMUNICATION. THERE SHOULD NOT BE MUCH PRESSURE ON EMPLOYEES TO
MEET THEIR TARGETS.

72. GRAPEVINE
• GRAPEVINE IS AN INFORMAL CHANNEL OF BUSINESS COMMUNICATION. IT IS CALLED
SO BECAUSE IT STRETCHES THROUGHOUT THE ORGANIZATION IN ALL DIRECTIONS
IRRESPECTIVE OF THE AUTHORITY LEVELS.
• GRAPEVINE GENERALLY DEVELOPS DUE TO VARIOUS REASONS. ONE OF THEMIS THAT
WHEN AN ORGANIZATION IS FACING RECESSION, THE EMPLOYEES SENSE
UNCERTAINTY. ALSO, AT TIMES EMPLOYEES DO NOT HAVE SELF-CONFIDENCE DUE TO
WHICH THEY FORM UNIONS. SOMETIMES THE MANAGERS SHOW PREFERENTIAL
TREATMENT AND FAVOR SOME EMPLOYEES GIVING A SEGREGATED FEELING TO
OTHER EMPLOYEES. THUS, WHEN EMPLOYEES SENSE A NEED TO EXCHANGE THEIR
VIEWS, THEY GO FOR GRAPEVINE NETWORK AS THEY CANNOT USE THE FORMAL
CHANNEL OF COMMUNICATION IN THAT CASE. GENERALLY DURING BREAKS IN
CAFETERIA, THE SUBORDINATES TALK ABOUT THEIR SUPERIOR’S ATTITUDEAND
BEHAVIOR AND EXCHANGE VIEWS WITH THEIR PEERS. THEY DISCUSS RUMORS
ABOUT PROMOTION AND TRANSFER OF OTHER EMPLOYEES.