Module 8 - Personnel Administration

3. Module 8 Lesson 1 Nature and Scope of Personnel Administration

Scope of personnel management:

(1) Employment Function

(2) Training Function or Development Function
(3) Formulation of Promotion Policy
(4) Job Analysis
(5) Merit Rating
(6) Job Evaluation
(7) Compensation and
(8) Providing Service and Benefits.

The scope of personnel Management was very much restricted before 20th
century. The large scale businesses operations have led to the specialization of
ail business activities. On the other hand, labor unions are also the product of the
large scale industrial organizations. Therefore, dealing with the problems of
human beings now-a-days requires specialized knowledge. It is very common to
find a separate department (Personnel Department) for tackling all human
problems in the organization.

Managers at all levels deal with the people; hence every manger must know the
basic principles of personnel management. ‘Personnel administration permeates
all types of functional management, such as production management, financial
management, sales management and research management. It applies in non-
industrial organizations, government, non-profit institutions and the armed
services’ (Pigors and Myers).

The ultimate responsibility of the personnel function lies with the line mangers. It
is a staff function and line responsibility. Hence it would be wrong to say that
only the ‘Personnel Department’ is concerned with the control and management
of labor.

Scope of Personnel Management

(1) Employment Function:

It covers areas connected with the employment of employees such as manpower
requirements, recruitment, selection, placement and induction.

(2) Training Function or Development Function:

In order to perform work properly, employees must be trained. This function is
concerned with increasing the efficiency of employees by enhancing their skill.

(3) Formulation of Promotion Policy:

This function deals with the formulation of policy setting out the basis of
promotion.
(4) Job analysis

In job analysis, factors concerning jobs are analyzed. It is concerned with the
anatomy of a job. It is a detailed study of job from all angles

(5) Merit Rating:

It refers to the evaluation of an employee’s performance after he has been placed
on the job.

(6) Job Evaluation:

In order to know the worth of the job in terms of money job evaluation process
may be undertaken.

(7) Compensation:

This function deals with the determination of fair wages for the employees.
Wages may be paid according to the time spent or units produced or there may
be a combination of time and piece rate system in the form of incentive plans.

(8) Providing Service and Benefits:

This function is concerned with the provision of good working conditions and
other benefits such as safety provisions, counselling, medical service,
recreational facilities etc. The scope of personnel management is changing over
the years.
According to Andrew F. Sikula “Changes definitely are taking place in personnel
administration. Some personnel sub-functions seem to be breaking away from
personnel others seem to be new sub-areas, while still others seem to be
changing only in terms of their relative emphasis and degree of importance.”

While importance of appraisal and wage administration is declining, certain other

areas of personnel management (Manpower planning, staffing, training etc.) are
getting prominence.

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Setting of Personnel Administration

The management of all an agency's human resources in a manner that assures
the best output with the least costly input, while protecting and enhancing the
welfare of the workers (Hanlon & Pickett, 1984).
Public personnel administration is the establishment and application of policies
and procedures for the procurement, deployment and maintenance of a public
organization's work force (Siegel & Myrtle, 1985)
Public personnel administration, simply stated, involves acquiring the best folks
you can find, paying them the least you can get away with, and matching the
strongest skills to your public organization's priorities.
The Goals of Public Personnel Administration
1. Recruiting, selecting, and advancing employees on the basis of their relative
ability, knowledge and skills
2, equitable and adequate compensation
3. Training employees as needed to assure high quality performance
4. Retaining employees on the basis of the adequacy of their performance,
correcting inadequate performance, and separating employees, whose poor
performance cannot be corrected
5. Assuring fair treatment of applicants and employees in all aspects of
personnel administration without regard to political affiliation, race, color,
national origin, sex or religious creed.
6. Assuring that employees are protected against coercion for partisan political
purposes and are prohibited from using their official authority for the purpose of
interfering with an election.

4. Module 8 Lesson 2-Personnel Administration and Civil Service Commission

Access this link:

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Public Relations

The formal practice of what is now commonly referred to as “public relations” dates to the
early 20th century. Since that time, public relations have been defined in myriad ways, the
definition often evolving alongside public relations’ changing roles and advances in
technology.

The earliest definitions emphasized press and publicity, while more modern definitions
incorporate the concepts of “engagement” and “relationship building.” In 1982, PRSA
adopted the following definition: “Public relations help an organization and its publics adapt
mutually to each other.”

A more modern definition of public relations was drafted several decades later, a definition
that still stands today:

“Public Relations is a strategic communication process that builds mutually beneficial

relationships between organizations and their publics.”

At its core, public relations is about influencing, engaging and building a relationship with
key stakeholders across numerous platforms in order to shape and frame the public
perception of an organization. Public relations also encompass the following:

Anticipating, analyzing and interpreting public opinion, attitudes and issues that might have
an impact, for good or ill, on the operations and plans of the organization.

Counseling management at all levels in the organization with regard to policy decisions,
courses of action and communications – including crisis communications -- taking into
account their public ramifications and the organization’s social or citizenship responsibilities.

Protecting the reputation of an organization.

Researching, conducting and evaluating, on a continuing basis, programs of action and

communications to achieve the informed public understanding necessary to the success of
an organization’s aims. These may include marketing; financial; fundraising; employee,
community or government relations; and other programs.

Planning and implementing the organization’s efforts to influence or change public policy.
 Setting objectives, planning, budgeting, recruiting and training staff, developing facilities —
in short, managing the resources needed to perform all of the above.

Overseeing the creation of content to drive customer engagement and generate leads.

Below are some of the disciplines/functions within PR:

Corporate Communications

Crisis Communications

Executive Communications

Internal Communications

Investor Relations Communications

Marketing Communications

Integrated Marketing/Integrated Marketing Communications

Media Relations

Content Creation

Events

Social Media

Multimedia

Reputation Management

Speechwriting

Brand Journalism

Reference

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Module 9 - Decision Making and Motivation
3. Module 9 Lesson 1 Types of Decision
1. Programmed and non-programmed decisions:

Programmed decisions are concerned with the problems of repetitive nature or routine type
matters.

A standard procedure is followed for tackling such problems. These decisions are taken
generally by lower level managers. Decisions of this type may pertain to e.g. purchase of
raw material, granting leave to an employee and supply of goods and implements to the
employees, etc. Non-programmed decisions relate to difficult situations for which there is no
easy solution.

These matters are very important for the organization. For example, opening of a new
branch of the organization or a large number of employees absenting from the organization
or introducing new product in the market, etc., are the decisions which are normally taken at
the higher level.

2. Routine and strategic decisions:

Routine decisions are related to the general functioning of the organization. They do not
require much evaluation and analysis and can be taken quickly. Ample powers are
delegated to lower ranks to take these decisions within the broad policy structure of the
organization.

Strategic decisions are important which affect objectives, organizational goals and other
important policy matters. These decisions usually involve huge investments or funds. These
are non-repetitive in nature and are taken after careful analysis and evaluation of many
alternatives. These decisions are taken at the higher level of management.

[Link] (policy) and operational decisions

Decisions pertaining to various policy matters of the organization are policy decisions.
These are taken by the top management and have long term impact on the functioning of
the concern. For example, decisions regarding location of plant, volume of production and
channels of distribution (Tactical) policies, etc. are policy decisions. Operating decisions
relate to day-to-day functioning or operations of business. Middle and lower level managers
take these decisions.

An example may be taken to distinguish these decisions. Decisions concerning payment of

bonus to employees are a policy decision. On the other hand if bonus is to be given to the
employees, calculation of bonus in respect of each employee is an operating decision.

4. Organizational and personal decisions:

When an individual takes decision as an executive in the official capacity, it is known as

organizational decision. If decision is taken by the executive in the personal capacity
(thereby affecting his personal life), it is known as personal decision.

Sometimes these decisions may affect functioning of the organization also. For example, if
an executive leaves the organization, it may affect the organization. The authority of taking
organizational decisions may be delegated, whereas personal decisions cannot be
delegated.

5. Major and minor decisions:

 Another classification of decisions is major and minor. Decision pertaining to purchase of
new factory premises is a major decision. Major decisions are taken by top management.
Purchase of office stationery is a minor decision which can be taken by office
superintendent.

[Link] and group decisions:

When the decision is taken by a single individual, it is known as individual decision. Usually
routine type decisions are taken by individuals within the broad policy framework of the
organization.

Group decisions are taken by group of individuals constituted in the form of a standing
committee. Generally very important and pertinent matters for the organization are referred
to this committee. The main aim in taking group decisions is the involvement of maximum
number of individuals in the process of decision- making.

Management in Decision Making

Introduction and Definition of Decision Making:

A decision is the conclusion of a process by which one chooses between two or more
available alternative courses of action for the purpose of attaining a goal(s). The process is
called decision making. Managerial decision making is synonymous with the whole process
of management.

To illustrate the idea, let us examine the important managerial function of planning.
Planning involves a series of decisions such as what should be done? When? How?
Where? By Whom? Hence planning implies decision making.

Other functions of management such as organizing and controlling can also be viewed as
composed of making decisions. A decision is an act of choice wherein a manager forms a
conclusion about what must be done under a given situation. A decision represents a
course of behavior chosen from a number of possible alternatives.

Decision making involves two or more alternatives because if there is only one alternative,
there is no decision to be made. A decision is a course of action or inaction selected to
meet the requirements of a solution (i.e., problem). Decision may also be conceived as a
conclusion that a manager has reached so as to know what he (or others) should do in
future (or later on).

The future must be seen at least in generality, if the decision is to be properly oriented in
terms of goals. Decision making is an intellectual activity, because it calls for both judgment
and imagination to select one from among many alternatives.

Importance of Decision Making:

Throughout the business cycle, it is required to supply, financial, technical or other

information as an input to help making decisions at higher management levels, for achieving
maximum return on the assets of the business enterprise. Decisions are usually made to
attain the objectives of the business. In business, whether the enterprise is big or small,
changes in condition occur, shifts in personnel take place, and unforeseen contingencies
arise.

Moreover, just to get wheels started and to keep them moving, decisions must be made.
Every aspect of management functions, such as planning, organizing, and control is
determined by decisions, the result of which is the performance in the organization.
Decision making is vital to all management activities. It helps set definite objectives, prepare
plans of action, determine organizational structure, motivate personnel and introduce
innovations.
4. Module 9 Lesson 2-Phases of Decision Making
Decision Making and Problem Solving:

A major premise of management science is decision making, regardless of the situation

involved, which can be considered as a general process, consisting of the steps:

(1) Defining the problem,

(2) Searching for alternative courses of action,

(3) Evaluating the alternatives, and

(4) Selecting one alternative.

Theories of Decision Making

1. The Intuition Theory or the Traditional Theory:

Decisions are taken by intuition ox hunch without really considering carefully all the
alternatives. A person just decides a particular course of action because he feels that, that
course is the best one.

2. The Classical Theory:

This is just opposite to Intuition Theory. Here the decision is made rationally, after a careful
probing into all the alternatives. It is essentially a theory of decision making under conditions
of certainty which is, of course, a rare phenomenon.

3. The Behavioral Theory:

Decisions are made on the basis of a limited, approximate model of the real situation.

Group Decision Making

Group decision-making commonly known as collaborative decision-making is a situation

faced when individuals collectively make a choice from the alternatives before them.

The decision is then no longer attributable to any individual group member as all the
individuals and social group processes like social influence contribute to the decision
outcome.

The decisions made by groups are mostly different from those made by individuals. For
example, groups tend to make decisions that are more extreme than those made by
individual members, as individuals tend to be biased.

Advantages of Group Decision Making

Group decision making has two advantages over individual decision making.

Synergy

It is the idea that the whole is greater than the aggregate of its parts. When a group makes
a decision collectively, its judgment can be powerful than that of any of its members.
Through discussing, questioning, and collaborative approach, group members can identify
more complete and robust solutions and recommendations.
Sharing of information

Group decisions take into account a wider scope of information as each group member may
contribute distinct information and expertise. Sharing information increases understanding,
clarifies issues, and facilitates movement towards a collective decision.

Disadvantages of Group Decision Making

The major disadvantages of group decision making are as follows −

Diffusion of Responsibility

Group decision making results in distribution of responsibility that results in lack of

accountability for outcomes. In this way, everyone is responsible for a decision, and no one
really is. Moreover, group decisions can make it easier for members to refuse personal
responsibilities and blame others for bad decisions.

Lower Efficiency

Group decisions can sometimes be less efficient than individual decisions. It takes
additional time because there is a need of active participation, discussion, and coordination
among group members. Without good facilitation and structure, meetings can get eliminated
in trivial details that may matter a lot to one person but not to the others.

Groupthink

One of the biggest disadvantages of effective group decision making is groupthink. It is a

psychological phenomenon that occurs within a group of people in which the wish for
harmony or conformity results in an illogical or dysfunctional decision-making outcome.

By refraining themselves from outside influences and actively suppressing opposing

viewpoints in the interest of minimizing conflict, group members reach a consensus decision
without critical evaluation of substitute viewpoints.

Groupthink sometimes produces dehumanizing actions against the out-group.

5. Module 9 Lesson 3 Motivational Approach to Management

Motivation is a term that refers to a process that elicits, controls, and sustains certain
behaviors. It is a group phenomenon which affects the nature of an individual’s behavior,
the strength of the behavior, and the persistence of the behavior. For instance: an individual
has not eaten, so he or she feels hungry, and as a response he or she eats and diminishes
feelings of hunger.

There are many approaches to motivation: physiological, behavioral, cognitive, and social.
It is the crucial element in setting and attaining goals —and research shows you can
influence your own levels of motivation and self-control. According to various theories,
motivation may be rooted in a basic need to minimize physical pain and maximize pleasure;
or it may include specific needs such as eating and resting; or a desired object, goal, state
of being, or ideal; or it may be attributed to less-apparent reasons such as altruism,
selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused
with either volition or optimism. Motivation is related to, but distinct from, emotion.

At one time, employees were considered just another input into the production of goods
and services. But this changed after the Hawthorne studies. The Hawthorne studies were
conducted by Elton Mayo at Hawthorne Plant in the 1920s. The researchers were studying
the effect of different working environments on productivity. They used lighting as an
experimental variable (the effect of bright lighting and dull lighting). Initially they noticed that
employees were working harder but it was not because of the lighting. They concluded that
productivity increased due to attention that the workers got from the research team and not
because of changes to the experimental variable. The Hawthorne studies found that
employees are not motivated solely by money but motivation is linked to employee behavior
and their attitudes. The Hawthorne Studies began the human relations approach to
management, so the needs and motivation of employees became the primary focus of
managers.

Classical Theory of Motivation

Needs Hierarchy Theory

The content of this theory includes the hierarchy of needs from Abraham H. Maslow and
the two-factor theory from Frederick Irving Herzberg. Maslow’s theory is one of the most
widely discussed theories of motivation.

The American motivation psychologist Abraham H. Maslow developed the Hierarchy of

Needs consistent of five hierarchical classes. It shows the complexity of human
requirements. According to him, people are motivated by unsatisfied needs. The lower level
needs such as physiological and safety needs will have to be satisfied before higher level
needs are to be addressed. We can relate Maslow’s Hierarchy of Needs theory with
employee motivation. For example, if a manager is trying to motivate his employees by
satisfying their needs, according to Maslow, he should try to satisfy the lower-level needs
before he tries to satisfy the upper-level needs or the employees will not be motivated. Also
the manager has to remember that not everyone will be satisfied by the same needs.

A good manager will try to figure out which levels of needs are active for a certain individual
or employee. The basic requirements build the first step in his pyramid. If there is any deficit
on this level, the whole behavior of an individual will be oriented to satisfy this deficit.
Subsequently we do have the second level, which awakens a need for security. Basically it
is oriented on a future need for security. After securing those two levels, the motives shift in
the social sphere, which form the third stage. Psychological requirements comprise the
fourth level, while the top of the hierarchy is self-realization. So the theory can be
summarized as follows: Human beings have wants and desires which influence their
behavior.

Only unsatisfied needs influence behavior; satisfied needs do not. Since needs are many,
they are arranged in order of importance, from the basic to the complex. The person
advances to the next level of needs only after the lower-level need is at least minimally
satisfied. The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show. The needs, listed from basic (lowest or earliest) to
most complex (highest or latest) are as follows:

Physiology (hunger, thirst, sleep, etc.)

Safety/Security/Shelter/Health

Belongingness/Love/Friendship

Self-esteem/Recognition/Achievement

Self actualization

Herzberg’s Two-factor Theory

Frederick Herzberg’s two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that

certain factors in the workplace result in job satisfaction, but if absent, they don’t lead to
dissatisfaction but rather to no satisfaction at all. The factors that motivate people can
change over their lifetime, but “respect for me as a person” is one of the top motivating
factors at any stage of life. He distinguished between: Motivators (e.g. challenging work,
recognition, responsibility) which give positive satisfaction, and Hygiene factors (e.g. status,
job security, salary and fringe benefits) that do not motivate when present but, if absent,
result in demotivation. The name Hygiene factors is used because, like hygiene, the
presence will not make you healthier, but absence can cause health deterioration. The
theory is sometimes called the “Motivator-Hygiene Theory” or “The Dual Structure Theory.”
Herzberg’s theory has found application in such occupational fields as information systems
and in studies of user satisfaction.

Motivational Practice in the Government

Read this article online: [Link]

motivate

Reference

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Module 10 - Communication and Leadership
3. Module 10 Lesson 1 Communication and Management
Communication and management are closely linked. Communication refers to the process
by which information is exchanged between two or more people (increasingly, machines are
also included in communication, but we limit the discussion here to communication between
people). Each of the management roles—planning, organizing, leading, and controlling—
depends on effective communication. Managers must be able to receive accurate
information to determine plans, and they must be able to send accurate information for the
plans to be implemented. When information is accurately sent and received, everyone in an
organization can be informed.

The Role of Communication in Management

The role of management is to accomplish the goals of an organization. To do this,

managers create a plan that defines what needs to be done, when it will be done, and how
it will be done. To implement the plan, managers must convey this information to everyone
in the organization. That is, they must communicate the plan to members of the
organization. However, managers need to do much more than just inform people what they
need to do to support the plan. They also must motivate people to support the plan, build
commitment to the organization, establish rapport and collaboration, and keep everyone
informed of events and actions that affect the organization. Good communication not only
informs but also helps to create a culture that makes people feel like they belong to and
want to support the organization. The opening example shows what can result from poor
communication. Following are some of the benefits of effective communication.

Provides clarity. Confusion, uncertainty, and ambiguity make people uncomfortable and
uncooperative. Making roles, responsibilities, and relationships clear gives everyone the
information they need to do their jobs and to understand their contributions to the
organization. Effective communication reduces the cost associated with conflicts,
misunderstandings, and mistakes.

Builds Relationships. A culture that promotes open communication reduces tension

between hierarchical levels of employees, both professionally and socially. In a trusting and
collaborative culture, people are more likely to seek help with problems and to suggest
solutions and improvements. Effective communication creates a collegial culture that fosters
teamwork and encourages cooperation.

Creates commitment. Effective communication involves not only sending information but
also receiving it. By listening to employees’ concerns, allowing them to have input on their
work and their workplace, and giving consideration to their suggestions, managers can
make everyone in the organization feel like they are valued contributors. When employees
feel like they are valued in the organization, they will likely be more engaged and motivated.
Effective communication creates support and commitment.

Defines expectations. When people are uncertain about what is expected of them and
how they will be evaluated, they can’t do their jobs well. Performance reviews are difficult
because the employee does not know the performance standards they are expected to
meet. And if corrective measures are necessary, the employee may be resentful if he can’t
see how his behaviors reduced his effectiveness. When expectations and standards are
clear, employees know what they need to do to get a positive review and the benefits that
come with it.

Interpersonal Communication
Interpersonal communication is the process of exchange of information, ideas, feelings and
meaning between two or more people through verbal and/or non-verbal methods.

It often includes face-to-face exchange of messages, which may take form of a certain tone
of voice, facial expressions, body language and gestures. The level of one’s interpersonal
communication skills is measured through the effectiveness of meaning transferred through
the message.

Commonly used interpersonal communication within a business organization includes

water cooler talks, client meetings, employee performance reviews and project discussions.
But, of course, online conversation is a large part of people’s interpersonal experience
today.

Core concepts

Communication is taking place when two or more people dwelling in the same place are
aware of each other’s presence. The communication may be subtle or unintentional and
doesn’t necessarily need to be verbal.

Although no communication may be intended, non-verbal methods such as posture and

facial expression relay messages from one person to another. Interpersonal communication
is largely dyadic in nature (occurring between two people) but is often extended to a small
group such as family.

Interpersonal communication involves interdependent people

Interpersonal communication is the communication where two or more people are

connected in some way. It would include the exchange between a teacher and their
students, a married couple, a boss and an intern and so on.

The people involved in the communication are interdependent, meaning the action of one
person has effects on the other person. Example: A child’s temper tantrum will affect his
parents and siblings.

Interpersonal communication essentially defines a relationship

Interpersonal communication is relational in nature; it takes place in a relationship and the

way we communicate depends on the kind of relationship we have with the other person.
Example: You wouldn’t call your boss by their nickname, but you would for a sibling or a
friend.

The kind of communication can range from relatively impersonal to highly personal.
Example: You wouldn’t gossip about your ex with your boss, but would with a friend.

4. Module 10 Lesson 2-Effective Communication

Effective communication is a process of exchanging ideas, thoughts, knowledge and
information such that the purpose or intention is fulfilled in the best possible manner. In
simple words, it is nothing but the presentation of views by the sender in a way best
understood by the receiver.

Characteristics of Effective Communication

Just delivering a message is not enough; it must meet the purpose of the sender. Keeping
this in mind, let us discuss the elements which make communication effective:

Clear Message: The message which the sender wants to convey must be simple, easy to
understand and systematically framed to retain its meaningfulness.
 Correct Message: The information communicated must not be vague or false in any
sense; it must be free from errors and grammatical mistakes.

Complete Message: Communication is the base for decision making. If the information is
incomplete, it may lead to wrong decisions.

Precise Message: The message sent must be short and concise to facilitate
straightforward interpretation and take the desired steps.

Reliability: The sender must be sure from his end that whatever he is conveying is right by
his knowledge. Even the receiver must have trust on the sender and can rely on the
message sent.

Consideration of the Recipient: The medium of communication and other physical

settings must be planned, keeping in mind the attitude, language, knowledge, education
level and position of the receiver.

Sender’s Courtesy: The message so drafted must reflect the sender’s courtesy,
humbleness and respect towards the receiver.

What Is Leadership?

Leadership in business is the capacity of a company's management to set and achieve

challenging goals, take fast and decisive action when needed, outperform the competition,
and inspire others to perform at the highest level they can.

It can be difficult to place a value on leadership or other qualitative aspects of a company,

versus quantitative metrics that are commonly tracked and much easier to compare
between companies. Leadership can also speak to a more holistic approach, as in the tone
a company's management sets or the culture of the company that management establishes.

Individuals with strong leadership skills in the business world often rise to executive
positions such as CEO (chief executive officer), COO (chief operating officer), CFO (chief
financial officer), president, and chairman.

5. Module 10 Lesson 3-Nature of Leadership

Leadership provides direction for a company and its workers. Employees need to know the
direction in which the company is headed and who to follow to reach the destination.
Leadership involves showing workers how to effectively perform their responsibilities and
regularly supervising the completion of their tasks.

Leadership is also about setting a positive example for staff to follow, by being excited
about the work, being motivated to learn new things, and helping out as needed in both
individual and team activities.

How Leadership Works

Effective leadership includes exhibiting a strong character. Leaders exhibit honesty,

integrity, trustworthiness, and ethics. Leaders act in line with how they speak and earn the
right to be responsible for others’ success in the company.

Strong leadership involves clear communication skills. Leaders speak with and listen to
staff members, respond to questions and concerns, and are empathetic. Leaders use
effective communication skills for moving the company forward and achieving new levels of
success.
 True leadership sees where the company is headed and plans the steps needed to get
there. Visualizing what is possible, following trends in the industry, and taking risks to grow
the business are all required of leaders.

Productive leadership shows optimism and provides positive energy for staff. Good leaders
are supportive and are truly concerned about the well-being of others. Leaders find answers
to challenges and reassure and inspire workers when things go awry. Leaders find ways for
staff to work together and achieve maximum results in an efficient and effective manner.

Elements of Leadership

Whether you’re an established CEO or just reaching for your first management position, it’s
never a bad time to brush up on the basic elements of leadership. Just having the authority
to tell people what to do is not the same as leadership. Without the right leadership skills,
you won’t be able to motivate, engage and guide your team. If you want to be the best
leader you can be, we suggest you take some time to assess yourself on the 5
fundamentals below so you can lead your team to greatness. After all, their success is your
success!

1. Communication

Leadership starts with communication. Effective communication is clear, transparent and

customized to the recipient. A good leader will take the time to find out which
communication style and method (text, e-mail, phone or in-person) work best for each team
member. By communicating with your team, you build trust, rapport and a culture of shared
accountability. Communicate—often, clearly and honestly.

2. Knowing Your People

A good leader knows his or her team better than anyone else—their strengths, their
weaknesses, what makes them tick and what motivates them. Take the time to get to know
your team and you’ll know how to talk to them—and how to get things done.

3. Knowing Yourself

It’s not only important to know your team; it’s important to know yourself. Is this just a job to
you, or do you truly want to be a leader?—Do you want to motivate, inspire and lead
people? If you’re just in it for the money or the prestige, you’re not a true leader. Your team
most likely won’t be happy or engaged, and neither will you.

4. Democracy

If you’re simply telling people what to do, you’re not going to have engaged workers, and
your results will probably suffer, too. Sure, sometimes you have to make a tough call and
push through an unpopular agenda item, but for the most part you should try to show your
team that they do have choices. Listen to their needs, take suggestions and implement the
democratic process when it comes to projects. Of course, every company, department and
project are different, but, for the most part, giving people the autonomy they crave will result
in a more engaged workforce and better results. Gently encouraging a collaborative,
democratic work environment will be more effective than forcing roles and expectations on
people.

5. Seeking Out Feedback

It’s hard to do an honest self-assessment so regularly ask for feedback—not only from your
team, but other managers, mentors and other colleagues as well. Feedback helps you to
understand what your strengths and weaknesses are and how to use them to your
advantage. When you grow, your team grows.
Functions of Leadership

1. Leader Develops Team Work:

The three vital determinates of team work are the leader, sub-ordinates and the
environment. These factors are interdependent. It is the leader’s responsibility to make the
environment conductive to work. He inculcates the sense of collectivism in employees to
work as a team.

2. Leader is a Representative of Sub-Ordinates:

He is an intermediary between the work groups and top management. They are called
linking pins by Rensis Likert.

3. Leader is an Appropriate Counsellor:

Quite often people in the work place need counselling to eliminate the emotional
disequilibrium that is created sometimes in them. He removes barriers and stumbling blocks
to effective performance.

4. Uses Power Properly:

If a leader is to effectively achieve the goals expected of him, he must have power and
authority to act in a way that will stimulate a positive response from the workers. A leader
depending on the situation exercise different types of power viz., reward power, conceive
power, legitimate power, represents power and expert power. Besides the formal basis the
informal basis of power also has a more powerful impact on organizational effectiveness.
No leader is effective unless the subordinates obey his order.

5. Leader Manages the Time Well:

Time is precious and vital but often overlooked in management. There are three
dimensions of time, boss-imposed time, system-imposed time and self- imposed time that is
prominent in literature. Because the leader has through knowledge of the principles of time
management such as time preparing charts, scheduling techniques etc., he is in a position
to utilize the time productivity in the organizations.

6. Strive for Effectiveness:

Quite frequently the managers are workaholic and too busy with petty things to address to
major details of effectiveness. To fill the gap, sometimes leader throws his concerted effort
to bring effectiveness by encouraging and nurturing team work, by better time management
and by the proper use of power.

7. The Main Function of a Leader is to make the Environment Conducive to Work:

He studies the followers individually. He instills in them the interest to work. He creates
proper environment encouraging the inquisitive employees and by prohibiting insidious
elements. He inculcates a sense of collectivity in employees to work as a team.

8. Leadership Integrates the Efforts of the Followers and the Organizational Objectives:

Leadership directs the efforts of the group towards the attainment of objectives of the
organization of which he is a part. As each individual performs a part of the total work, an
interaction of these parts of the whole is of paramount importance towards the attainment of
goals.
 9. Leadership Performs the Functions of an Intermediary between the Top Management
and the Work Group:

Renis Likert has called them as “Linking Pins.” As linking pins, leaders integrate the whole
organization. They represent the work group before the top executives and also represent
management before the work group. The effectiveness of an organization depends upon
the strength of these linking pins.

10. A Leader Must Communicate the Organizational Policies, Procedures and Programs to
the Members of the Organization Group:

He must communicate authority and responsibility of each individual in the group so that
the workers may know what he has to do and what not and how to do it. He must also
communicate the results of his performance, good or bad so that he may improve his
effectiveness.

Reference

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