‘Motivation’ is the process of inspiring people to increase their desire and willingness to perform their duties effectively and collaborate to achieve an enterprise's common goals. In other words, it means to induce, instigate, incite, or prompt someone to take a specific action in order to achieve the desired results. Motivation is the driving force that drives a person to give his or her all in the completion of a task. Motivation is a general inspiration process that gets team members to pull their weight effectively in order to show their loyalty to the group, carry out the tasks they have accepted properly, and generally play an effective role in the job that the group has undertaken.” In fact, motivation can be viewed as an essential component of the direction process. When directing subordinates, the manager must try to instil in them a desire to enthusiastically pursue the organization's goals. In doing so, the manager may be said to be concemed with motivation. The term “motivation” is derived from the word “drive.”Self Actualisation Growth (B) Needs Cognitive Needs Deficiency (D) Needs Safety Needs Physiological NeedsLeaders and their leadership abilities are critical to the growth of any organisation. Leadership is the process of influencing people's behaviour so that they work willingly and enthusiastically towards the achievement of group goals. The act and skill of leading a group of people or an organisation is known as leadership. It is frequently associated with the position and characteristics of a company's manager and chief executive. They have authority and power, which they use to set goals, influence and motivate their peers and subordinates, and allocate company resources. Goal achievement is determined by leadership. A different type of leadership is required for each situation. To be successful, the leader must be present at the right time and place.Incentives: Something that makes someone want to do something it is usually a financial reward given to executives to encourage them to work harder and achieve specific goals in the context of executive compensation.: 1. =e el J. en. D| ae A Seek Security Wi seek sponsibilit “Y ae Soca Decisions | Bok Widely Dispersed iInfluenced by Hygiene | Improving motivator factors | Influenced by motivator Factors (Dissatisfiers) increases job satisfaction factors (Satisfiers)Tero j ft, : + strongly focused on command by the leader - clear separation between leader and team members i - work tends to be highly structured and very rigidInspirational Motivation Gai 0 Transfo tional S&S eerie ~v Source: verywellmind.com ros . Positive team motivation . Suitable for fostering strong relationships and encouraging collaboration . Allows team members the freedom to do their jobs. . Can lead to increased team creativity, growth, and empathy ons . It may not be the best fit for all organisations (i.e. bureaucratic) . Can create feelings of insecurity while upsetting the status quo . There is a lot of pressure on the leader. Coaching Leadership: Coaching leadership is characterised by collaborati support, and direction, Coaching leaders strive to bring out the best in their teams t guiding them through goals and challenges.Pros Cons e) * Very inspiring and motivating © Encourages a sense of community, collaboration, and unity. © Followers are made to feel heard and understood. * Motivates people to make positive changes. © Can become preoccupied with themselves rather than their people © Has the capacity to become self-serving © Frequently regarded as shallow or deceptive ‘Transformational Leadership: Transformational leaders develop a vision based on identified needs and inspire and motivate their teams to work toward a common goal. ‘The main distinction between transformational leadership and the other styles we've discussed thus far is that this one is concemed with changing the systems and processes that aren't working, as opposed to transactional or bureaucratic leadership, which do not seek to alter the status quo.d) Job security and outcomes are stable. This eliminates favouritism from the equation. Roles, responsibilities, and expectations are all very clear. A highly visible set of procedures and rules Inefficient because everything must pass through a chain of command Does not promote personal or professional development. Suffocates creativity, innovation, and free thought Does not promote team collaboration or relationship building. ‘Can make responding to change difficult. Charismatic Leadership: A charismatic leader is one who influences others through their communication skills, persuasiveness, and charm. Charismatic leaders are especially valuable in or; ations that are facing a crisis or struggling to move forward because of their ability to connect with people on a deep level.=p TRANSACTIONAL 0 TRANSACTIONAL LEADERSHIP Source: https://online.visual-paradigm.com/ Can be an effective way to achieve short-term objectives Because of the reward and punishment system, it clearly defi behaviour from team members. Structure and stability are provided. Restriction on creativity, growth, and initiative People who aren't motivated may not be affected. It can be discouraging for those looking for opportunities for pro personal development. aucratic Leadership: Bureaucratic leadership is based on a cl and, stringent regulations, and conformity from its followers. . , this is a type of leadership style that is common in government, rganisations.i) Servant Leadership: Servant leadership prioritises the needs and well-being of followers. In other words, these leaders prioritise their organisation, employees, and ‘community over themselves, using a serve-first approach and a growth mindset. Figure: Servant Leadership A Disadvantages! 2 Not for all organi ‘Advantages! v 1 Very time consuming ae 1 worse IP pita & Se FS 0 rR Servant Leadership Pape 4 Motivation is 2 Engagement through Collaboration! delicate Vert V4 il Ae tb SOP Source: youtube.com Pros * Focuses on the growth and development of others © Improved performance, innovation, and collaboration are possible outcomes. © Makes a safe environment in which people are not afraid to fail. * Reduces employee turnover and disengagement . Improves trust in leaders Cons . Servant leaders are more susceptible to burnout, © Alotof resources © Itisdifficult to instil the serve-first mindset in other leaders. © Itmay take longer to see results or achieve goals. * Possibilities of being perceived as ‘weak’ 190|PageFigure: Democratic Leadership 1.Use te expertise of the team 2. Being a good facilitator & fae A / 3. Being respectful and open-minded a ‘ fi A The Elements of (( < Democratic Leadership 5. Avoiding autocratic 4, Understanding & decision-making et a Ne Source: youtube.com prioritizing ideas & info ni Pros * Promotes collaboration inclusive of a wide range of viewpoints and ways of thinking * Increases group engagement and productivity can lead to more inventive solutions * The majority agrees with the outcome, Cons * The minority viewpoint is overruled * Multiple people involved can lead to more communication gaps and confusion. © It may take longer to make a decision. © A group of inexperienced or untrained individuals may result in more decision making. h) Collaboration Leadership: Collaborative leadership encourages people to collaborate across functional and organisational boundaries. The goal of thisEncourages collaboration and two-way communication Lots of constructive feedback is required. Individuals’ personal and professional development is facilitated. Focuses on being supportive rather than judgmental Opportunities for growth and creative thinking are created. It consumes a lot of resources because it takes a lot of time and energy. Doesn't always produce the quickest and most efficient results. Tt may not be the best option for high-pressure or results-driven businessemmunications is a continuous process that consists primarily of three elements: senc ssage, and receiver. The following elements of the communication process are explait ollows: - Figure: Communication Process , rt tg ff oe eo J —, sane Source: https://bizcommunicationcoach.com/ The Sender: The message is created by the sender or communicator and delivered the receiver. He is the source and initiator of the communication. The Message: It is the sender's idea, information, point of view, fact, or feeling tha intended to be communicated further. Encoding: Before being transmitted, the sender's message is symbolically encoded. such as in the form of words, pictures, gestures, and so on. Media: It is the method by which the encoded message is sent. The message can delivered orally or in writing. Telephone, internet, post, fax, e-mail, and other mo of communication are examples of mediums of communication. The sen determines the medium to be used. Decoding: It is the process of converting the sender's encoded symbols. The mess: is received by the receiver after it has been decoded. Re nt: He is the last person in the chain and the recipient of the message sent the sender. Only when the receiver receives the message, understands it correctly, ¢ acts in accordance with the message is the communication's goal accomplished. 201 | PasCommunication: Communication is the primary focus in developing and sustaining a learning organisation. Learning organisations typically have an open exchange and flow of information at all levels. Systems are put in place for all individuals to network across organisational boundaries, broaden their knowledge base, and develop their expertise.‘The importance of good follwership is given as under: - © Low productivity is a sign of followership issues. © Lack of work ethic, low morale . Distraction from one's goals, * Customers who are dissatisfied, © Missed opportunities . Unnecessary expenses, . Product quality degradation and low competitivenessFollowership: The process of achieving one's personal objectives by being persuaded by a leader to participate in individual or group efforts toward organisational goals in a given situation.© Department of Distance & Continuing Education, Campus of Open Learning, School of Open Learning, University of DelhiLearning organisations emerge as a result of the pressures that organisations face in order to remain competitive in today's business environment. Peter Senge and his colleagues’ work and research resulted in the concept of the learning organisation. Such an organisation becomes more like a community to which employees feel a sense of belonging. An organisation must learn to survive and thrive in a constantly changing and uncertain environment. Managers are responsible for increasing their employees’ awareness and ability to comprehend and manage the organisation. As a result, they can make decisions that ensure the organization's continued success. This organisational learning is a combative process in the face of rapid change.Business Process Re-engineering (BPR) involves completely redesigning the organization's business processes. Managers examine their existing processes from a blank slate and see how they can be improved. BPR is a relatively new approach to strategy implementation that is used to improve operations. The goal of re-engineering is to get rid of the traditional rules and regulations that govern an organisation, These may include ancient policies and procedures that all organisations blindly follow. Many of these rules become obsolete and have an impact on an organization's performance. It is critical to restructure such organisations’ policies and processes.8.21 CONTROLLING In an organisation, control is a primary goal-oriented function of management. It is the process of comparing actual performance to the company's set standards to ensure that activities are carried out as planned and, if not, corrective action is taken. Every manager must monitor and evaluate his subordinates’ activities. It aids the manager in taking corrective actions within the time frame specified in order to avoid a contingency or company loss. Controlling is done at the lower, middle, and upper management levels. Controlling and planning are inextricably linked because controlling provides critical input into the next planning cycle. Controlling is a reverse-looking function that returns the management cycle to the planning function. Planning is a forward-thinking process because it deals with forecasts of future condition:11.4 WORKPLACE DIVERSITY AND INCLUSION Diversity in workforce recruitment is insufficient. It requires the engraving of diversity, which is known as inclusion, Inclusion refers to a collaborative, supportive, and ethical work culture in a business organisation that encourages the contribution of employees from diverse backgrounds. In order to make connections and fully exploit the potential of diversity in an organisation, it is necessary to create a work environment that encourages healthy and 283 | Page © Department of Distance & Continuing Education, Campus of Open Learning, School of Open Learning, University of Delhi B.Com.(Programme)Subaltern management ideas from India include: e Intelligent and hardworking Higher level of aspiration Higher degree of patience and tolerance Concentration on performance to achieve excellency Professional attitude ¢ Self-monitoring ¢ Social skills « Enhanced credibility in the eyes of insiders andSubalternity is a spontaneous revolt or outburst against conditions of exploitation. It can be expressed by the poor, low caste people, those who experienced discrimination on the grounds of age and gender, exploited and ill-treated state Clem The subaltern perspective holds that the tribal and the peasants are not the object of history rather OMRON R A) The subaltern studies which emerged in India as a post-colonial theory is about re-writing history of the people. This project is mostly credited to Ranajit Guha and his colleagues. r Subaltern theory refers to the subordination of class, mee meme eek im |10.5 SUPPLY CHAIN MANAGEMENT Marketing is all about creating a customer, but the most important task is to deliver the goods to the customer. If a product is not available when and where the consumer desires it, it will almost certainly fail in the market. This function is also known as Supply Chain Management in modern marketing. Darjeeling produces the ordinary tea leaves that you use every day to make tea. Computers were shipped from South American factories, and wooden furniture in various retail outlets and malls was imported from Malaysia and China. If they were made in 265| Page © Department of Distance & Continuing Education, Campus of Open Learning, School of Open Learning, University of Delhi EG» B.Com.(Programme)11.13 WORK FROM HOME Telecommuting, also known as work from home, is a concept in which an employee can work from home. Work from home provides the employee with flexible working hours, freedom from commuting, and a convenient working environment in which the employer's job is easily completed. It encourages religious and gender diversity. Work from home helps employees achieves work-life balance while also assisting the company in completing tasks. Telecommuting also known as working from home or e-commuting is a work arrangement in which the employee works outside the office, usually from home or a nearby location.Flex time, also known as flex scheduling, is when a company allows its employees to work from home on certain days of the week. A flexi time system is modified to provide employees with more flexibility in the workplace by allowing them to begin and end work at times that suit their preferences, transportation arrangements, family responsibilities, and so on. The total working hours are divided into core and flexible hours, with core hours being enforced and flexible hours being at the discretion of the employee and subject to organisational demand.Freelancers are self-employed individuals who are not regularly employed by any organisation. They include self-employed individuals who are not bound by a long-term employment contract. They are hired by organisations that want to outsource or complete specific tasks that require a specific amount of time and that they prefer to delegate to freelancers and contractors. The time span is uncertain and is highly dependent on the quantity and quality of the contract received. Content writers, website designers, computer programmers, and software developers are examples of freelance jobs. Freelancers must demonstrate their experience by submitting examples of their work, such as articles they wrote, websites they designed, or software they developed. For the jobs they do, freelancers have qualifications, expertise, skills, contacts, and experience. Independent marketers or those affiliated with an employment agency that advertises freelancers to clients; others work independently and advertise or use professional associations or websites to find work.11.6 WORK-LIFE BALANCE Employee health has suffered as the lines between work and personal life have blurred in nodern times. Work-life balance refers to striking the optimal balance between personal and rofessional activities so that neither suffers. It refers to balancing the importance of private ind professional time in one’s life. The ideal work-life balance is one in which work and life “an coexist while not undermining either, so that there is little or no distinction between an ndividual's professional and personal lives.Co-Sharing: A process in which two or more organisations collaborate to save money in one or more areas of business operations. Co-Working: A business service delivery model in which individuals work independently or collaboratively in a shared office space. Flexi-Time: An arrangement in which an employee can change the start and/or end time of her/his workday. Freelancer: It is someone who earns money on a per-job basis. They are usually paid per task and only work for a short period of time. In other words, they do not work for a company. As a result, they have the freedom to work on multiple projects for various clients at the same time. Freelancing: The contract work provided by an individual who performs a variety of tasks for a variety of companies.© Department of Distance & Continuing Education, Campus of Open Learning, School of Open Learning. University of Dethi Business Organization and Management