CHAPTER SIX

LEADING/ DIRECTING FUNCTION

Chapter Objectives
At the end of this chapter you will be able to
Define the term leadership
Identify the various theories and styles of leadership
Identify qualities of good leader
Understand the concept and theories of motivation
Explain the concept and element of communication
Describe barriers and
Introduction
People are the most important source in an organization. To achieve organizational objectives HR should be
directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is
greatly the manifestation of the managers’ ability to lead employees.
Planning, organizing & staffing are simply the preparation for doing the work and the actual work starts when
managers start performing the directing function.
6.1 An overview of directing/ leading
Different authors define leading in different ways, but the general ideas of each definition give the same messages.
Therefore,
 Directing is simply defined as the process of influencing people so that they will contribute to the
organization & group goals or actuating organizational members to work efficiently & effectively for the
attainment of organizational goals /objectives.
 Influencing means motivating people to contribute their maximum efforts for the achievement of
organizational goals; but it does not mean coercing/ forcing, imposing sanctions or pushing people at the
behind.
Directing is a management function performed by the top level management. It is aimed at getting the members of
the organization to move in the direction that will achieve organizational objectives. And it is also the interpersonal
aspect of management which deals with influencing, guiding, supervising & motivating the subordinates for the
accomplishment of the predetermined objectives. It is a challenging function of management because it deals with
human elements of the organization.

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Directing is the process of integrating the people with the organization, so as to obtain their willingness and
excited co-operation for the achievement of its goals. It requires the integration of organizational & individual
goals. It is the heart of managerial functions because it is involves with initiating actions.
6.2 Elements of directing
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals
which can result in advancement towards their own individual or group goals. Managers to direct individuals
require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
6.3 What is leadership?
To lead is to guide, direct, conduct & proceed. Leaders act to help a group to achieve objectives with the maximum
application of their capabilities. They don’t stand behind a group to push but place themselves before the group as
they facilitate progress & inspire the group to accomplish organizational goals.
 The term leadership used as directing, executing, leading, supervising, ordering, commanding, etc. It is
putting into effect decisions, plans & programs that are previously worked out to achieve organizational
goals.
 Leadership is necessary for achieving individual, group and organizational performance. Managers
influence expectations & attitudes of employees by encouraging or discouraging performances; securing or
alienating employees’ commitment; rewarding or penalizing achievements.
Leadership can be defined in different ways. Some of these are such as
Leadership
 Is an art or the process of influencing people/others to act in order to accomplish objectives or to contribute
to the organization of group goals.
 Is getting people to do their work willingly, ever when they don’t really want to do it all.
 Is the art of influencing people so that they strive willingly & enthusiastically towards the accomplishment
of group goals.
Leadership involves 3 major partners. The
1. Leader 2. Follower Organizational context/ situation
Leadership involves other people; hence as there are leaders there must be followers. i.e. every leader has
followers. If managers can’t influence people to become followers, they will have nothing to manage. All
organizations need people to carry out their work. A manager who has no follower finds that the work of the
organization is not getting done.

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The function of leading is to induce or persuade all followers (subordinated) to contribute willingly to
organizational goals with their maximum capabilities.
6.3.1 Needs or importance of Leadership
1. Perfect organizational structure
 Organizational structure is complete or perfect with the help of effective leadership.
2. Directing group activity
 personal conduct of a leader can direct others to achieve organizational goals
3. Technological, economic and social changes
 Organizations should change their operational & styles. This is possible with the help of effective
leadership. If change doesn’t take place the organization can’t survive.
4. Better utilization of manpower
 Plans, policies and programs do not work themselves. There is need for a leader. He helps to utilize the
available manpower effectively and get highest production with minimum cost.
5. Avoiding imbalance
 As organization grows in size, complexity will imbalance. Complexity arises due to the introduction of
new functions that increased levels of management. So, there is a problem of command, co-ordination and
control. A leader can tackle these problems and maintain balance.
6. Source of information
 Simply the existence of leadership doesn’t motivate employee, but the leadership style should be utilized
to motivate the workers according to the prevailing situations. The achievement of goals is doubtful in the
absence of leadership.
7. Reconciliation of goals
 An organization has its own goals, and also workers in the organization have their own goals. They work
mainly to achieve their goals instead of achieving organizational goals. Therefore, effective leadership
reconciles both goals which are necessary for the success of an organization.
8. Developing good human relations
 Human relations represent the relations between the leader and the subordinate. Efficient leader develops
the skills of the followers and promote self-confidence apart from motivation.
9. Promoting the spirit of co-ordination
 Dynamic leader co-ordinate the activities of the subordinates.
10. Fulfilling social responsibilities
 social responsibilities refer to the high standard of living to workers, high productivity and income to the
organization, more revenue to the government, reasonable price to consumers and fair return on
investment to the investor. These are achieved with the help of effective leadership.

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6.3.2 Leadership roles
All managers are required to perform the leadership roles. A manager plays four basic roles in the interaction with
employees.
1. Educator role
 This involves teaching employees necessary skills, acceptable behavior & organizational values that enable
them to perform the job. A manager has to be a good exemplary for the employees, and also he has
responsibility to provide appropriate formal training for employees by identifying their training needs.
2. Counselor role:
 This involves listening to employee’s problems and providing advice that enable them to alleviate the
problems and also preventing the problems before they occur.
3. Judge role
 This involves appraisal of employee’s performance, enforcing policies, procedures, rules regulations,
taking disciplinary measures, etc.. To perform this task, managers must possess knowledge & information.
4. Spokesperson role
 This involves acting on the behalf of employees and the organization.
6.3.3 Leadership Theories
A. Trait Theory
The trait theory or leadership focused on identifying the personal characteristics that are responsible for effective
leadership. It is based on the assumption that leaders are born not made. That is good leaders are born naturally,
not made.
The trait approach to understanding leadership assumes that certain physical, social, and personal characteristics
are inherent in leaders. Sets of traits and characteristics were identified to assist in selecting the right people to
become leaders.
To sum up, according to this theory effective leaders must have the following traits
 intelligence-helps managers understand complex issues and solve problem
 Self-confidence-contributes to managers effectively influencing subordinates and persisting when faced
with difficulties.
 Integrity and honesty-helps managers behave ethically and earn their subordinates trust and confidence.
 Physical traits-such as height, appearances etc.
 Social traits such as cooperativeness skill etc.
Traits alone however, are not the key to understand leader effectiveness. Some effective leaders do not possess all
of these traits, are some leaders who do possess them but not effective in their leadership roles.

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B. The Behavioral Theory
Behavioral studies had their roots in the Ohio State University and university of Michigan by careful study of the
behaviors of specific leaders.
Ohio State and University of Michigan
Studies conducted at the Ohio State University and the University of Michigan identified two leadership styles and
two types of leader behaviors. The Ohio State study identified two leadership styles: considerate and initiating
structure. The University of Michigan study classified leaders' behaviors as being production- or employee-
centered.
The primary concern of leaders with considerate and employee-centered style is the employee's welfare.

The primary concern of leaders with initiating-structure and production-centered styles are achieving goals.
This theory tried to identify the behaviors shown by leaders in the work environment and they were generally able
to identify two sets of leaders these are Work centered (concerned for task) leaders and employee centered
(people centered) leaders

Employee centered leader Production centered leader

Treats subordinates as human beings Emphasizes technical aspects of job

Shows concern for subordinates well being Emphasis on work standards, close supervision
Encourages and involves subordinates in Employee is seen as a tool in the production
goal setting process

C. Situational Theory
Situational leadership theory attempts to determine the appropriate leadership style for various situations.
Successful leaders must be able to identify clues in an environment and adapt their leader behavior to meet
the needs of their followers and of the particular situation.

Even with good diagnostic skills, leaders may not be effective unless they can adapt their leadership style
to meet the demands of their environment.
Fred E. Fiedler's contingency theory postulates that there is no best way for managers to lead. Situations will
create different leadership style requirements for a manager. The solution to a managerial situation is contingent on
the factors that impose on the situation. For example, in a highly reutilized (mechanistic) environment where
repetitive tasks are the norm, a certain leadership style may result in the best performance. The same leadership
style may not work in a very dynamic environment.

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Fiddler’s contingency model suggests that managers should choose task or employee focus depending on
the interaction of three situation variables: leader member relation, task structure, and leader position
power.

4. Theory X and Theory Y-assumptions

Are assumptions about human nature developed by Douglas Mc Gregor. Theory X managers believe that
employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y
managers believe that subordinates work hard, are cooperative, and have positive attitudes.
Theory - X assumes the following
 The average worker is lazy, dislikes job, and will avoid work whenever possible
 Because most people dislike work, they have to be closely supervised and threatened with punishment
to reach objectives.
 Above all people want security
 Average people prefer to be directed, wish to avoid responsibilities and they have little ambition.
Theory X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling
people what to do, for determining whether they are doing it, and for administering rewards and
punishment.
Theory- Y assumes the following
 Most people find work as natural as play or rest and develop an attitude toward work based on their
experience with it.
 People do not need to be threatened with punishment; they will work voluntarily toward organizational
objectives to which they are committed.
 The average person working under proper condition not only to accept but also to seek responsibility.
 Managers should decentralize authority to employees and make sure employees have the resources
necessary to achieve organizational goals

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Theory Y's purpose is to encourage integration, to create a situation in which an employee can achieve his or her
own goals best by directing his or her efforts toward the objectives of the organization.

6.3.4 Leadership styles

Leadership style is the behavior exhibited by a leader during influencing subordinates to accomplish
organizational objectives. It implies the ways in which the leaders exercise leadership; the ways in which the
functions of leadership are carried out, and the ways how the leaders behave towards their subordinates in the
accomplishment of the work.
It is classified as
1. Autocratic (Authoritarian) leadership style
2. Participative leadership style
3. Lasses fair or Free – rein leadership style
4. Situational leadership style
1. Autocratic leadership style
Autocratic leadership style centralizes power & decision making for himself & exercises complete control over
the subordinates. In autocratic situations frustrations, low moral & conflict develop easily.
 Autocratic leadership style is characterized by the following points:
 Managers’ emphasis on close control
 Managers’ willingness to delegate a very little decision-making authority.
 No flow of information from subordinates (Leader- subordinate relationship is     characterized by order
giving on the leader’s part)
 Sensitivity of managers about their authority.
 Leader’s assumption that payment is a just reward for working
• It is best applied to situations where there is little time for decision-making or where the leader is the most
knowledgeable person of the team.
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 2. Participative leadership style
Participative leadership style initiates decision sharing & practices leadership by consultation. It improves job
satisfaction & moral of the employees.
In democratic leadership managers:
 are not much sensitive about their authority
 participate employees in decision making
 Appreciate suggestions from subordinates
 Exercise broad supervision
 Motivate subordinates with rewards
• It is best applied where staff require a great deal of flexibility to complete the task or where the staff know
the job well and do not require too much instruction.

3. Lasses fair or free –rein leadership style

Lasses fair or Free –rein leadership style is a complete delegation of authority to subordinates so that they must
plan, motivate & control and be responsible for their own actions. The free- rein manager avoids power &
relinquishes the leadership positions.
• This style can be effective where employees are highly qualified in an area of expertise.
4. Situational leadership style
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following
situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates’ expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time,
etc.
Contemporary or change oriented leadership styles
Transactional leadership style clarifies the role and task requirements of subordinates, initiate structure, provide
appropriate rewards, and try to be considerate to and meet the social needs of subordinates.
The transactional leader’s ability to satisfy subordinates may improve productivity. Transactional leaders
excel at management functions.
They are hardworking, tolerant, and fair minded. They take pride in keeping things running smoothly and
efficiently.
Transactional leaders often stress the impersonal aspects of performance, such as plans, schedules, and
budgets.
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 They have a sense of commitment to the organization and conform to organizational norms and values.
Charismatic Leadership style
Charismatic leadership goes beyond transactional leadership techniques. Charisma has been referred to as “a fire
that ignites followers’ energy and commitment, producing results above and beyond the call of duty.
 The charismatic leader has the ability to inspire and motivate people to do more than they would normally
do, despite obstacles and personal sacrifice.
Charismatic leaders tend to be less predictable than transactional leaders. They create an atmosphere of change,
and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.
Transformational leadership style are similar to charismatic leaders, but are distinguished by their special ability
to bring about innovation and change by recognizing followers’ needs and concerns, helping them look at old
problems in new ways, and encouraging them to question the status quo.
 Transformational leaders inspire followers not just to believe in the leader personally, but to believe in their
own potential to imagine and create a better future for the organization.
 Transformational leaders create significant change in both followers and the organization. They have the
ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote
innovation in products and technologies.
Servant Leadership
A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.
Servant leaders operate on two levels: for the fulfillment of their subordinates’ goals and needs and for the
realization of the larger purpose or mission of their organization. Servant leaders give things away power, ideas,
information, recognition, credit for accomplishments, even money.

6.4 Qualities of good leader

A leader should have some leadership qualities in order to provide effective leadership. In general, the important
qualities of leadership are
1. physical appearance and strength
A leader has to put hard work physically. He should have a capacity to work for long hours than others. This
proves the diligence of the leader to his followers easily.
2. Mental strength
A leader has to be strong mentally. He is expected to withstand strain in finishing the work properly.
3. Emotional stability
A leader should not be moved by emotion or sentiment, but he should analyze the problem rationally and take
decisions without bias.
4. Sense of judgment

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A leader should know human psychology. He should understand the behavior, needs, thoughts, motives, etc... of
his followers. This helps him to take strategic decisions and get recognized by his followers.
5. Goodwill
A leader should understand the feeling of others and take decisions on the basis of his followers, and then he will
win the goodwill of his followers.
6. Motivation
A leader should know the motivation techniques and how to use them.
7. Communication skill
A leader should communicate information to the workers, and also be effective speaker & writer. Whatever the
information needed to the workers, it should pass through the leader.
8. Guiding ability
A leader should act as a teacher for new workers and help his followers to learn their work.
9. Sociability
An able leader can easily mingle (mix) with the workers. The workers should be encouraged to discuss their
problems and difficulties with their bosses. The leader should meet workers frequently.
10. Technical knowledge
A leader should possess a detailed knowledge of theory and practice of his job; and he also knows the current
development in his job along with technical knowledge.
11. Be honest, sincere and fair
A leader should also be honest, sincere and fair. Others mostly like sincere, fair and honest people and their
leadership is accepted by one or all.
6.5 Motivation
People in the organization don’t perform the same. Some perform better than others. To guide people’s activities
in desired directions requires knowing what motivates them.
Motivation- is an inner desire to satisfy an unsatisfied need.
Defined as the psychological forces within a person that determine:
 Direction of behavior in an organization;
 The effort or how hard people work;
 The persistence displayed in meeting goals.
- is the result of the interaction of a person’s internal needs and external influences that determine behavior.
- Is willingness to achieve organizational objectives
- refers the degree of readiness of an organization to pursue some designated goals.
Motivation can be internal or external type
Intrinsic Motivation: behavior performed for its own sake.

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  Motivation comes from performing the work.
Extrinsic Motivation: behavior performed to acquire rewards.
 Motivation source is the consequence of an action.

6.5.1 The importance of motivation

1. Maximum utilization of factors of production
 Workers perform the work sincerely through the inspiration of motivation and this creates possibility
of maximum utilization of factors of motivation, viz. labor, and capital.
2. influences willingness to work
 A man is technically, mentally & physically fit to perform the work but he may not be willing to
work. Hence motivation creates willingness on the part of the worker to do the work in a better way.
3. reduces absenteeism
 Financial incentive schemes coerce the worker to work more. The monetary benefits given on the
basis of the number of hours engaged, hence this reduces absenteeism.
4. reduces labor turnover
 Financial & non-financial incentive schemes help to retain the existing labors.
5. Availability of the right personnel
 Financial & non financial incentives also attract employees from outside of the organization.
6. building of good labor relationships
 Motivation helps to solve labor problems of absenteeism, turnover, indiscipline & grievance, and
ensure the building of good labor relations.
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 7. Increases efficiency & output
 Both management & workers benefit from motivation; because motivated work force performs his
tasks efficiently that increases output & productivity.
8. Sense of belongingness
 Proper motivation scheme promotes closer rapport between workers & the organization. This creates
workers to feel that their organization belongs to them.
9. Basis of co-operation
 Co-operation increases efficiency & output. Without motivation co-operation can’t be obtained.
10. Helps to realize organizational goals
 Motivated employees fully involve in the performance of organizational tasks, and work whole-
heartedly for the realization of organizational goals. Organizational goals quickly achieved through
motivation.

6.5.2 Theories of Motivation

Many methods of employee motivation have been developed. The study of work motivation has focused on the
motivator (supervisor) as well as the motivatee (employee). Motivation theories are important to supervisors
attempting to be effective leaders. Two primary approaches to motivation are content and process.
The content approach to motivation focuses on the assumption that individuals are motivated by the desire to
fulfill inner needs. Content theories focus on the needs that motivate people.
Motivational theories focus on employee needs
1. Maslow’s Hierarchy of needs.
Abraham Maslow, a psychologist, proposed that all people seek to satisfy five basic kinds of needs;
physiological needs, safety needs, social needs, esteem needs and self-actualization needs. which are
represented in figure 6.1 as follows:

Self-actualization needs

Esteem needs

Social needs

Saftey needs

Psycological needs

Physiological needs

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They are biological needs required to preserve human life. Include needs for food, clothing and shelter etc. they are
most powerful motivating stimuli. One must satisfy most of them in order to exist (survive). They have to be met
before higher level needs emerge.

The Safety/ security needs

They are needs for security and include protection from physiological danger, economic security, desire for
orderly, predictable environment and the desire to know the limits of acceptable behavior.
The Social/ belongingness need
It is the desire for love, affection, sense of belongingness in one’s relationships with other person
The esteem/ status needs
They are twofold in nature, namely self –esteem & esteem of others.
Self – esteem needs are the needs for self-confidence, achievement, competence, self –respect, knowledge &
independence of freedom. Whereas esteem for others are those related to one’s reputation needs for status,
recognition, appreciation & deserved respects for one’s fellow or associates.
Self-actualization need
The self – actualization need is the need for realization of one’s own potentialities for continued self-development
for being creative in the broadest sense of that term. It is the desire to become what one is capable of becoming.
Maslow’s theory is based on four premises (assumptions);-
1. Only unsatisfied need can influence behavior: satisfied need is not a motivator
2. A person needs are arranged in a priority order of importance in hierarchical forms
3. A person will at least minimally satisfy each level of need before filling the need at the next level
4. If need satisfaction is not maintained at any level the unsatisfied need will become priority ones again.
How managers fulfill needs to the employees?
The manager can fulfill the needs of employees by using the following mechanisms.
Types of Needs Ways of Fulfilling Needs
Physiological needs Paying adequate wage and salaries So that employee can buy basic
necessities
Safety Needs Providing quality work life – making work environment smart, keeping
pension plans, purchasing protection   clothes (gloves)
Social Needs Allowing employees to strengthen informal groups and to communicate
each other at work place
Esteem Needs Increasing responsibilities to workers (delegation) and appreciating

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 them on their performances
Self-Actualization Training employees who’s challenging duties and making environment
smooth  for employees

2. Alderfer's ERG theory of motivation

Alderfer's ERG; - identified three categories of needs. The most important contribution of the ERG model is
the addition of the frustration-regression hypothesis, which holds that when individuals are frustrated in
meeting higher level needs, the next lower level needs reemerge.
Existence; - needs are the desires for material and physical well-being. These needs are satisfied with food,
water, air, shelter, working conditions, pay, and fringe benefits.
Relatedness; - needs are the desires to establish and maintain interpersonal relationships. These needs are
satisfied with relationships with family, friends, supervisors, subordinates, and co-workers.
Growth; - needs are the desires to be creative, to make useful and productive contributions and to have
opportunities for personal development.

Fig 6.2 Alderfer's ERG
3. McClelland's Learned Needs divides motivation into needs for power, affiliation, and achievement.
Achievement; - motivated people thrive on pursuing and attaining goals. They like to be able to control the
situations in which they are involved. They take moderate risks. They like to get immediate feedback on how
they have done. They tend to be preoccupied with a task-orientation towards the job to be done.
Power; - motivated individuals see almost every situation as an opportunity to seize control or dominate
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 others. They love to influence others. They like to change situations whether or not it is needed. They are
willing to assert themselves when a decision needs to be made.
Affiliation; - motivated people are usually friendly and like to socialize with others. This may distract them
from their performance requirements. They will usually respond to an appeal for cooperation.

4. Herzberg’s two-factor theory

Psychologist F. Hertzberg developed needs theory called two-factor or hygiene-motivator theory. According to
this theory there are two sets of factors where one set of factors lead to job dissatisfaction; these are called hygiene
factors. The other set of factors that produce job satisfaction and motivations; these are called motivators.
Hygiene factors are extrinsic to the job i.e., they don’t relate directly to a person’s actual work activity. Hygiene
factors are part of a job’s environment; they are part of context of the job, not its content.
According to Hertzberg, when hygiene factors that an employee provides are not sufficient, workers will be
dissatisfied. When the factors are of sufficient finally they don’t necessarily act as motivators.
Hygiene factors include: salary, job security, working condition, company policies, quality of interpersonal
relationship among peers, supervisors, subordinates, etc.
Motivations Factors- are the primary cause of job satisfaction according to Hertzberg. They are intrinsic to a job
and relate directly to the real nature of the work people perform.
In other words, motivation factors relate to the job content. When an employer fails to provide motivation
factors, employees will be dissatisfied.
With quality motivation factors, employees enjoy job satisfaction and provide high performance.
Different people require different kinds and degree of motivation factors – what stimulates one worker
may not affect another.
Motivators correspond to Maslow's higher-level needs of esteem and self-actualization.
Generally, managers can use their knowledge to ensure that hygiene factors are there in the
environment as foundation on which to build motivation. Once top management has provided
satisfactory hygiene factors, they can focus on motivation factors.
Moreover, according to Hertzberg, hygiene factors will not motivate workers but their absence de
motivates them.
Satisfaction comes from motivators that are intrinsic or job content, such as achievement, recognition,
advancement, responsibility, the work itself, and growth possibilities.

Herzberg uses the term motivators for job satisfiers since they involve job content and the satisfaction that
results from them.

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Fig 6.3 Maslow Vs Herzberg motivation theory
The process approach emphasizes how and why people choose certain behaviors in order to meet their
personal goals. Process theories focus on external influences or behaviors that people choose to meet their needs.
External influences are often readily accessible to supervisors.
A. Vroom's Expectancy Model suggests that people choose among alternative behaviors because they anticipate
that particular behaviors will lead to one or more desired outcomes and that other behaviors will lead to
undesirable outcomes.
Expectancy; - is the belief that effort will lead to first-order outcomes, any work-related behavior that is the direct
result of the effort an employee expends on a job.

Effort Performance Reward

B. Equity; -is the perception of fairness involved in rewards given. A fair or equitable situation is one in which
people with similar inputs experience similar outcomes.

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Reinforcement involves four types of consequence.
Positive reinforcement creates a pleasant consequence by using rewards to increase the likelihood that a
behavior will be repeated.

Negative reinforcement occurs when a person engages in behavior to avoid unpleasant consequences or to
escape from existing unpleasant consequences.
Punishment is an attempt to discourage a target behavior by the application of negative outcomes
whenever it is possible.
Extinction is the absence of any reinforcement, either positive or negative, following the occurrence of a
target behavior. Employees have questions about their jobs.

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 6.6. Communication
Communication is one of the most important skills managers need for effective accomplishment of management
functions.
 Communication is the exchange of facts, ideas, opinions or emotions by two or more people.
 It is the transfer of information from the sender to the receiver with the information being understood by
the receiver.
 It is the act of influencing & inducing others to interpret an idea.
Every management function involves communication. Therefore, understanding & proper use of
communication are essential to successful management. Managers at any level should know elements of
communication, methods of communication, barriers of communication & ways overcoming them.
6.6.1 The communication process
To be effective communicator, a manager should understand the basic framework of communication process. The
basic elements of communication are source; message; medium; receiver; and feedback.

Nois
e

Coded message
Source Medium of
Decoded message Receiver or
audiences
transmission

Feed back

6.6.2 Communication process model

Source (Communicator)
 is the source that sends the message and it can be managers, non-managers, department, & outside public
Message
 is what a manager or any communicator is communicating and it may take the form of verbal or non verbal. It
must be clear & precise.
Medium
 is the carrier of the message sent by communicator. It can be face to face, telephone, group meeting,
memorandums, etc.
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Receiver
 is the second party to whom the source sends a message. Source & receiver are important element in
communication process. Effective communication is always receiver-oriented.
Feed back
 is the receiver’s response to the source. It reduces the potential or probability of distortion between the
intended & the received message in the communication process. Communication process should involve the
element of feedback so as to be effective. Feedback can be direct or indirect
o direct feedback is possible through face to face verbal exchanges between subordinates and the manager.
o indirect feedback may be in terms of actual results which means increase or decrease in productivity,
absenteeism & turnover, lack of coordination between departments, etc.
Encoding and decoding
 Encoding means translating information into a message. Because the communicator's message must be
translated in to a common language which reflects the idea. To encode a message, the sender first decides what
to transmit based on the receiver's knowledge.
 Decoding refers to the process by which the receiver translates the message into the terms that are meaningful
to him/her.
6.6.3 Communication methods
Organizations used different methods of communications depending on the nature & purpose of the message
needed to be communicated; the characteristics of the receiver; the nature of the channel, etc
Therefore, the most common communication methods are
Verbal communication: A message transmitted by words is a verbal communication. Letters, memos, reports,
telephone conversations, telegrams, television commercials, and meetings all require some form of verbal
communication. Words, however, may be either spoken or written. The two major types of verbal communication
are distinguished by the words oral and written.
Nonverbal communication includes a multitude of cues that people use to accompany and sometimes to replace
their words. Nonverbal communication includes the way you furrow your brow, tap your feet, smile, frown, or use
your voice. It includes the way you dress, stand, and walk.

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6.6.4 Importance of communication
Communication is the means by which people are linked together in an organization to achieve a common purpose.
The importance of communication are
1. An aid to managerial performance
With the help of communication, a manager can take appropriate decision; may solve problems without difficulty;
can get things done by subordinates; can impart the objectives of the organization to the subordinates.
Communication relates the organization with the external environment, and also facilitates managerial functions.
2. Achieving coordination
Co-ordination among employees working on the basis of division of work obtained through communication.
3. Helps in smooth working
Communication helps workers to know the real situation & perform their duties without any delay, which leads to
the smooth functioning of an organization
4. Increases managerial efficiency
Communication helps the manager to discharge his duties systematically & facilitates him to increase his
efficiency.
5. Helps in decision making
Good communication system provides all the necessary information which enables the manager to take quality
decisions in the proper time.
6.6. 5 Barriers to effective communication
Barriers are obstacles to the free flow of communication. Barriers can be classified into different types according
to their nature. They are generally grouped as:
 Physical barriers
o relate to defects in the system such as due to source, distance, time, physical noise, source
credibility, wrong choice of medium
 Semantics barriers
o Defects related with the language/ words’ meanings such as bad expressions, inaccurate
translations, words having different connotations.
 Human barriers,
o Barriers are usually of human rather than technological origin. Human barriers are often less visible
but generally more consequential.
o Such as socio -cultural barriers, psychological barriers, organizational barriers

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How to make communication effective
Communication is made effective by using the following stages.
1. create an environment of trust & confidence 5. listen empathetically
2. be clear about the objective of communication 6. use feed back
3. be sensitive to communication 7. utilize grapevine
4. be sensitive to the receivers frame of reference 8. introduce redundancy & repeat
Besides to the above mentioned points, applying principles of communication make communication effective.
6.6.6 The principles of communication
The principles of communication are: commonly called the “7Cs”, i.e. clarity; completeness; correctness;
concreteness; conciseness; courtesy and consideration/ candidness.
1. Completeness
Your business message is “complete” when it contains all facts the reader or listener needs for the reaction
you desire.
Completeness is necessary for several reasons: First, complete messages are more likely to bring the desired
results without the expense of additional messages. Second, they can do a better job of building goodwill.
Third, they can help avert costly lawsuits that may result if important information is missing.
2. Conciseness
A concise message saves time and expense for both sender and receiver. Conciseness is saying what you
have to say in the fewest possible words without sacrificing the other C qualities. Conciseness contributes
to emphasis. By eliminating unnecessary words, you help make important ideas stand out.
3. Consideration
Consideration means that you prepare every message with the recipient in mind and try to put yourself in his
or her place. Try to visualize your readers (or listeners)-with their desires, problems, circumstances,
emotions, and probable reactions to your request. Then handle the matter from their point of view. This
thoughtful consideration is also called "you-attitude," empathy, the human touch, and understanding of
human nature. (It does not mean, however, that you should overlook the needs of your organization.)
4. Concreteness
Communicating concretely means being specific, definite, and vivid rather than vague and general. The
following guidelines should help you compose concrete, convincing messages:
 Use specific facts and figures.

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  Choose vivid, image-building words.

5. Clarity
Clarity means getting your message across so the receiver will understand what you are trying to convey. You
want that person to interpret your words with the same meaning you have in mind. Accomplishing that goal is
difficult because individual experiences are never identical and words may have different meanings to different
persons. Here are some specific ways to help make your messages clear:
 Choose short, familiar, conversational words.
 Include examples, illustrations, and other visual aids, when desirable.
6. Courtesy
Courteous messages help to strengthen present business friendships, as well make new friends. Courtesy stems
from sincere you-attitude. It is not mere politeness with mechanical insertions of "please's" and "thank-you's." To
be courteous, considerate communicators should consider the following guidelines:
 Be sincerely tactful, thoughtful, and appreciative.
 Omit expressions that irritate, hurt, or belittle.
7. Correctness
The correctness principle comprises more than proper grammar, punctuation and spelling. A message may be
perfect grammatically and mechanically but still insult or lose a customer and fail to achieve its purpose. The
term correctness, as applied to a business message, means the writer should:
 Use the right level of language
 Check accuracy of figures, facts, and words
 Apply all other pertinent C qualities

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