Management Concepts & Practices

Assignment : 5

Submitted to-: Submitted By-:

Prof. Shaifali Tripathi Brajesh Malviya
ASSIGNMENT # 5

Q.1-: Define Directing. What are the principles of effective directing?

Ans-: “Directing concerns the total manner in which a manager influences the
actions to his subordinates. It is the final action of a manager in getting others to
act after all preparations have been completed.”- J.L. Massie.

Following are the principles in this case-:

(a) Principles of Unity of command- According to this principle, a person in the

organisation should get orders and instructions from one superior only and he
should be responsible to that superior only. Dual command, that is getting
orders from more than one superior, creates conflict, confusion, disorder and
instability in h organisation. Direction should follow this principle.

(b) Principle of Appropriateness of Direction Technique- There are three

direction techniques-authoritarian, consultative, and free-rein. Each technique
has its own relative strength. Moreover, each technique can be used in different
cases depending upon nature of superior and subordinate and the situational
variables. Thus, that particular technique can be used which is the most
appropriate at a particular time.

(c) Principles of Managerial Communication- In the organisation the success

depends upon effective communication between superior and his subordinates.
A superior, through downward communication, passes to his subordinates order,
ideas about work, etc., and through upward communication from his
subordinates, he knows how his subordinates are working. Thus, effective
communication both ways makes direction effective.

(d) Principles of Comprehension- Direction conveys to subordinates what they

have to do, how to do. Thus understanding and comprehending of what has
been conveyed by superior is important for subordinates as correct
understanding enables them to get clear situation and avoids unnecessary
queries and explanation from superior.

(e) Principle of Use of Informal Organisation-Formal organisation structure

prescribes the official relationships among individuals. Besides, people working
together develop certain relationships known as informal group or organisation.
Through this informal group, information travels very quickly, thought
sometime the information may be wrong. Management should try to understand,
spot, and make use of such informal organisation for making direction most
effective.

(f) Principle of leadership- Leadership is the process of influencing individuals

in the organisation for goal achievement. When subordinates function
efficiently, organisational goals are achieved. The subordinates are influenced
through the exercise of authority and exercise of leadership. However, the
former course of action has a serious limitation of affecting the morale of
subordinates adversely. Thus mangers need to become leaders so that they can
influence the activities of their subordinates without dissatisfying them.

Q.2-:Define Motivation. Explain different types of motivation.

Ans-: “Motivation is the act of stimulating someone or oneself to get a desired

course of action, to push the right button to get desired results.”- Michel J.
Jucious.

Different types of motivations are-:

(1) Achievement Motivation

It is the drive to pursue and attain goals. An individual with achievement

motivation wishes to achieve objectives and advance up on the ladder of
success. Here, accomplishment is important for its own shake and not for the
rewards that accompany it. It is similar to ‘Kaizen’ approach of Japanese
Management.

(2) Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with affiliation

motivation perform work better when they are complimented for their favorable
attitudes and co-operation.

(3) Competence Motivation

It is the drive to be good at something, allowing the individual to perform high
quality work. Competence motivated people seek job mastery, take pride in
developing and using their problem-solving skills and strive to be creative when
confronted with obstacles. They learn from their experience.

(4) Power Motivation

It is the drive to influence people and change situations. Power motivated

people wish to create an impact on their organization and are willing to take
risks to do so.

(5) Attitude Motivation

Attitude motivation is how people think and feel. It is their self confidence, their
belief in themselves, their attitude to life. It is how they feel about the future and
how they react to the past.

(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is “You do this

and you get that”, attitude. It is the types of awards and prizes that drive people
to work a little harder.

(7) Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous and

gets the job done quickly. It is helpful in the short run.

Q.3-: Define Leadership. Discuss the different types of leadership.

Ans-: Leadership & it’s methods/types are as follows-:

The leaders in industry are not chosen by the employees but are appointed by
those higher in management. The employees have not come together
voluntarily, to achieve common objective of an organization.

They were appointed to carry out assigned tasks. All of them are there to earn a
livelihood and satisfy needs. The nature of the situation is such that the
objectives and approaches of individuals comprising an organizations are not
integrated. There are some very special problems faced by a leader in such a
situation. The leader, by reason of his position in an organization, has the job of
directing the activities of his subordinates towards the goals of the company. He
is exhorted an ordered to lead. He takes training courses in leadership. Yet in far
too many cases he finds his position irksome. He is worried about his ability to
accomplish the objections through people and longs for an organizational set up
which will depend to an ever greater degree on power, controls and
management rights. The relationship of the leader to his employees is one is
which there are too many points of difference. Still they continue to work
together because the other alternative is unemployment. Job opportunities are
extremely limited for most of the time.

Within this context, there are four possible methods which a leader may use to
organize the actives of people and direct them toward organizational objectives.
A leader may direct the activities of his subordinates, chiefly by holding over
their heads the threat of dismissal if they do not accept his direction. It is seldom
stated as bluntly as this, but it is implicit in the relationship. Successful use of
this method obviously requires a situation in which a leader controls many
important means. Even then a leader faces the indirect and aggressive
consequences of frustrations he engenders. Restriction of output, subtle form of
sabotage or militant unionism are frequent consequences.

A second method of leading may be providing means for the need satisfactions
of subordinates in the hope that they will accept direction of their activities, out
of gratitude and loyalty. It is desirable to provide for satisfaction after the
employees in anticipation of efforts. This method of leadership results in
minimum acceptance of direction, minimum performance and constantly
increasing expectations.

A third method consists in a leader directing the activities of people, within the
framework of an agreement with the employees. He agrees to provide them with
certain mens, in return for which they agree to chary out assigned tasks within
specified limits. The efforts come first and satisfaction later. There is some
freedom of choice for the followers and reduction of power of leader. This
method has met with varying degrees of success depending upon the nature of
the agreement and individual involved.

According to a fourth method, a leader, creates conditions for integrating the

objectives of an organization with those of employees. Consequently the
activities of the people in achieving their objectives are at the same time the
activities a leader desires for them. This involves clear, simple and direct plans,
relating achievements to financial rewards. Equally important is the important is
the satisfaction of less tangible needs, such as participation recognition and
status. This method has to positive consequences of tremendous importance. It
emphasizes the possibility of increased need satisfaction, depending upon
achievements. It taps the resources of the whole groups for key activities
involved in problem-solving cost reduction and methods improvement. The
essence of leadership lies in effective functional relationships are established
not by a leader but by the policy of the organization, it becomes necessary to
adjust the styles of leadership in conformity with the expectations of an
organization.

Q.4-: Explain the various steps and techniques involved in controlling.

Ans-:The basic control process has three steps.

1. Establishing standards 2. Measuring performance 3. Correcting deviations

1. Establishing Standards

Standards are yardsticks against which actual results are measured and
efficiency is determined. Standards are plans which tell us where we should be.
Standards may be physical,financial, qualitative or tangible. Standards are
usually stated in specific terms but they may also be intangible like the degree
of morale goodwill market image and public opinion and attitude.

2. Measuring Performance

Standards are established to measure actual performance. By measuring actual

performance against standards we come to know where we are as against we
were supposed to be if the standards are objective measurement is objective.

3.Correction of Deviation

The negative difference between where we should have been and where we
actually are is controlled. Deviation is corrected controls should facilitate
corrective actions.
The manager mayb e compelled to correct actions by redrawing his plans or by
modifying his goals. If controls are forward looking they may indicate weak
areas in time stopping further damage.

There are two types of Controlling techniques -:

1.Traditional Techniques- (i) Personal Observation, (ii) Statistical Reports and

analysis, (iii) Break-Even Analysis, (iv) Budgetary Control.

2.Modern Techniques-(i)Management audit, (ii) return on investment, (iii)

responsibility Accounting, (iv) PERT & CPM, (v) MIS, (vi) Zero based
budgeting.

Q.5-: Write short notes on-: 1) Morale, 2) Productivity, 3) Co-ordination.

Ans-:1) Morale-:Morale, also known as esprit de corps when discussing the

morale of a group, is an intangible term used for the capacity of people to
maintain belief in an institution or a goal, or even in oneself and others. The
second term applies particularly to military personnel and to members
of sports teams, but is also applicable in business and in any other
organizational context, particularly in times of stress or controversy.
According to Alexander H. Leighton, "morale is the capacity of a group of
people to pull together persistently and consistently in pursuit of a common
purpose".

2) Productivity-:Productivity is a measure of output from a production process,

per unit of input. For example, labor productivity is typically measured as a
ratio of output per labor-hour, an input. Productivity may be conceived of as a
metric of the technical or engineering efficiency of production. As such, the
emphasis is on quantitative metrics of input, and sometimes output. Productivity
is distinct from metrics of allocative efficiency, which take into account both
the monetary value (price) of what is produced and the cost of inputs used, and
also distinct from metrics ofprofitability, which address the difference between
the revenues obtained from output and the expense associated with consumption
of inputs.
Total productivity = Output quantity / Input quantity
3)Co-ordination-: “ Co-ordination involves the development of unity of purpose
and the harmonious implementation of plans for the achievement of the desired
ends.”- James L. Lundy

“ Co-ordination is a process whereby an executive develops orderly burden of

group efforts among his sub ordinates and secures unity of action in the pursuit
of a common purpose.”- Mc Farland.

Submitted on :25/2/2010