DIRECTING

The process of instructing, guiding, counseling, motivating, and leading

people in an organization to achieve the organizational goals is known as
Directing . Supervising subordinate’s activities and motivating them.

“Direction is telling people what to do and seeing that they do it to the best
of their ability”

FEATURES OF DIRECTING

1. Directing Initiates Action-Directing is the function that initiates action

in an organization. Once planning, organizing, and staffing are in place, it is
directing that puts plans into action through guidance, supervision, and
motivation. Without directing, other functions remain ineffective.

2. Directing is Pervasive-Directing is required at all levels of management.

Whether it's a top-level executive or a lower-level supervisor, everyone in a
leadership position must provide direction to ensure that tasks are
completed efficiently.

3. Directing is a Continuous Process-It is not a one-time activity.

Directing involves constant guidance, supervision, communication, and
motivation. As situations and people evolve, direction must be continuously
adapted and maintained.

4. Directing Flows from Top to Bottom-The process of directing flows

downwards in the organizational hierarchy. Instructions and guidance
originate from top-level management and are passed down through middle
and lower levels to reach the operational workforce.

5. Directing Deals with People-Directing is fundamentally about

managing people. It requires understanding human behavior, motivating
employees, building relationships, resolving conflicts, and ensuring effective
communication to achieve organizational goals.

ELEMENTS OF DIRECTING
 motivation leadership delegation

communicatio
n supervision

 Delegation- delegate specific tasks and responsibilities to team

members based on their skills, expertise, and availability. Delegation
involves clearly communicating expectations, objectives, and timelines
 Supervision- Instructing, guiding and observing the subordinates at
work to ensure that they are working as per the plans and to help them
in solving their problem is known as supervision. It serves as a link
between workers and management and helps in improving
performance.
 Motivation- The process of stimulating and inspiring people at work to
contribute to the best of their capabilities for the achievement of
organizational goals is known as Motivation. Because of Motivation, the
efforts of an individual or group are energized.
 Leadership-The process of influencing the behavior of people towards
the achievement of organizational goals is known as Leadership. The
ability to maintain good interpersonal relations with the followers and
motivate them to contribute to achieving organizational objectives is
leadership.
 Communication-The process of exchange of ideas, views, facts,
feeling, etc., between two or more persons is known as
communication. Communication acts as a basis of coordination and
helps in the smooth functioning of an enterprise

DIRECTING: TECHNIQUES

Autocratic or Authoritative Style: It is also known as leader-centered

style. Under this style of leadership, there is complete centralization of
authority in the leader., authority is centered in the leader himself. He has all
the powers to make decisions. He designs the workload of his employees and
exercises tight control over them .The subordinates are bound to follow his
orders and directions.
Democratic Style: Under this style, a leader decentralizes and delegates
high authority to his subordinates. He makes a final decision only after
consultation with the subordinates. The two-way communication channel is
used. While delegating a lot of authority to subordinates, he defines the
limits within which people can function. Democratic leaders have a high
concern for both people and work.

Free Rein or Laissez Fair style: Under this style, a manager gives
complete freedom to his subordinates. The entire decision-making authority
is entrusted to them. There is least intervention by the leader and so the
group operate sentirely on its own. There is a free flow of communication. In
this style manager does not use power but maintains contact with them.
Subordinates have to exercise self [Link] style helps subordinates to
develop an independent personality

COORDINATION

Coordination is the force that connects all managerial functions and ensures
the smooth and efficient functioning of an organization. All the activities of
an organization such as purchase, production, sales, and finance are
connected through this link of coordination, which enables and helps in the
continuous working of an organization.

“Coordination is the integration of the activities of individuals and units into a

concerted effort that works towards a common aim.”

Coordination- The Essence of Managing

• To efficiently achieve the agreed-upon goals, coordination is necessary at

all levels of management, from upper management to primary supervisors.

• The entire management process is tied together by coordination, which

connects all of its components. Every function of management is an exercise
in coordination
COMMUNICATION

The origin of the word “communication” is “communicare” or “communis”

which means “to impart”, “to participate”, “to share” or “to make common.”
The sense of sharing is inherent in the very origin and meaning of
“communication.”

The process of exchange of ideas, views, facts, feeling, etc., between two or
more persons is known as communication

Features/Nature of Communication

1. Communication Involves at Least Two Persons-Communication

always requires a sender (the one who gives the message) and a receiver
(the one who receives and understands the message).

2. Communication is a Two-Way Process-It is not complete until the

receiver understands the message and provides feedback. Both parties
actively take part.

3. Communication is a Continuous Process-Communication never stops.

Whether in personal or professional life, people are always sending and
receiving messages.

4. Communication is a Dynamic Process-It changes based on the

situation, people involved, and the medium used. It adapts constantly.

5. Communication is Inevitable-Even when we are silent, our expressions,

gestures, or body language still communicate something. We cannot avoid
communication.
6. Communication is Goal-Oriented-It always has a purpose—sharing
information, solving a problem, giving instructions, or building relationships.

7. Communication is a Pervasive Process-It exists at all levels of an

organization and in all areas of life. Everyone communicates, from top
management to workers.

8. Communication is a Social Activity-It helps people interact and build

relationships. Humans are social beings, and communication helps them stay
connected.

9. Communication Requires Specific Skills-Effective communication

needs skills like listening, clarity, empathy, and confidence. These can be
developed with practice.

SCOPE OF COMMUNICATION

Internal communication -is information exchange within the organization.

Messages can be exchanged via personal contact, telephone, e-mail, intranet
(the website accessible only by employees) etc. Internal communication as a
way of information exchange within the organization can be vertical,
horizontal and diagonal. Internal communication helps employees in
performing their work, developing a clear sense of organization’s mission
and identifying and promptly dealing with potential problems.

External Communication: It is that part of an organization's structured

communication concerned with achieving the organization's work goals that
is conducted with people and groups outside the organization. It is the
organization's communication with its publics — suppliers, service
companies, customers, and the general public. Into this category fall all of
the organization's efforts at direct selling— sales representatives, descriptive
brochures, telephone calls, follow-up & service calls, advertising efforts. radio
and television messages, newspaper and magazine space advertising, public
relations are also include

CLASSIFICATION
[Link] COMMUNICATION: It refers to the official communication which
takes place following the chain of command in the organization

Advantages of Formal Communication

• Orderly Flow of Information-Formal communication follows a

structured path, usually defined by the organizational hierarchy. This
helps in maintaining clarity and avoids confusion.
• Identified Source-The sender of the message is clearly known in
formal communication. This helps in tracing the origin of the
information and builds accountability.
• Authentic Information-Formal communication provides official,
verified, and reliable information. It ensures that the information being
communicated is accurate and approved.
• Clear and Effective Communication-Messages in formal
communication are generally well-planned and properly structured,
making them clear, precise, and effective.
• Answerability for Actions-Since communication flows through a
defined channel and is documented, employees are held accountable
for their tasks and actions.
• Maintenance of Discipline-Formal communication helps maintain
professionalism and discipline within the organization as it follows
established rules and guidelines.

Disadvantages of Formal Communication

 • Time Consuming-Formal communication often follows a long chain of
command. This can slow down the exchange of information and make
the process lengthy.
• Delay in Decision Making-Since the message must pass through
multiple levels of hierarchy, decision-making can be delayed,
especially in urgent situations.
• Inflexibility-Formal communication must follow set rules, formats, and
procedures, which can make it rigid and less adaptive to changing
situations.
• Expensive-Maintaining formal channels of communication can involve
high costs due to paperwork, documentation, meetings, and
administrative support.

IT FLOWS IN 4 DIRECTIONS:

[Link] communication-

• In most organizations the largest numbers of

vertical communications move downward- from
someone of higher authority to someone of lower
authority
• Through written and oral channels, information
regarding job performance, policies and procedures,
day-today operations, and other organizational
information is communicated
• .Higher- level management communicates with
lower-level employees through such means as
memos, conferences, telephone conversations,
company newsletters, policy manuals, bulletin-
board announcements, and videotapes.
• One of the problems with written downward communication is that
management may assume that what is sent downward is received and
understood. Unfortunately, that is not always the case

[Link] communication

• Upward communication is the flow of

information from lower-level employees to
upper-level employees.
• Upward communication can take the form of memos, conferences,
reports, suggestion systems, employee surveys, or union publications,
among others.
• Upward communication is important because it provides higher
management with the information needed for decision-making. It also
cultivates employee loyalty by giving employees an opportunity to be
heard, to air their grievances, and to offer suggestions.
• Finally, upward communication provides
the feedback necessary to let supervisors
know whether subordinates received and
understood messages that were sent
downward.

[Link] Communication

• Horizontal communication is the flow

of information among peers within the
same work unit.
• For example, the administration division holds a weekly staff
meeting at which the three Managers of different department
exchange information about the status of their operations.
• Horizontal communication is important to help coordinate work
assignments, share information on plans and activities, negotiate
differences, and develop interpersonal support, thereby creating a
more cohesive work unit.
• More the Individuals or departments within an organization interact
with each other to accomplish their objectives; the more frequent
and intense will be the horizontal communication.
• The most common form of horizontal communication is the
committee meeting, where most coordination, sharing of
information, and problem solving take place.
Intense competition for scarce resources, lack of
trust among coworkers, or concerns about job
security or promotions can sometimes create
barriers to the free flow of horizontal
information.

[Link]-Channel Communication/Diagonal
 • It is the exchange of information among employees in different
work units who are neither subordinate nor superior to each
other.
• For example, each year a payroll clerk in Jean Tate's department
sends out a request to all company employees for updated
information about the number of exemptions they claim on their
tax forms.
• Staff specialists use cross-channel communications frequently
because their responsibilities typically involve many departments
within the organizations.
• Because they lack line authority to direct those with whom they
communicate, they must often rely on their persuasive skills, as,
for instance, when the human resources department encourages
employees to complete a job-satisfaction questionnaire

[Link] COMMUNICATION -Informal communication refers to the

casual, unofficial, and spontaneous exchange of information between
individuals within an organization, often without following formal channels.

Advantages of Informal Communication

• Speedy Transmission-Informal communication spreads quickly as it

does not follow a set structure or hierarchy. Messages often travel
faster through informal channels.
• Inexpensive-It does not require any formal channels, documentation,
or administrative support, making it cost-effective.
• Quick Feedback-Since communication is direct and personal,
responses are received instantly, allowing faster decision-making and
action.
• Flexibility-There are no rigid rules or formats, which makes informal
communication adaptable and easy to use in different situations.
• Psychological Satisfaction-It provides employees with a sense of
belonging and freedom, which can boost morale and reduce stress.
• Better Human Relations-Informal communication encourages
friendliness, trust, and cooperation among employees, helping to build
strong interpersonal relationships.

Disadvantages of Informal Communication

• Unsystematic Flow-Informal communication does not follow a

structured path, which can lead to confusion and misinterpretation.
 • Incomplete Information-Messages shared informally may miss
important details, leading to misunderstandings and errors in work.
• Distortion-As messages are passed through multiple people without
regulation, they may get altered or distorted.
• Lack of Control-Management has little control over informal
communication, which can lead to the spread of rumors or false
information.
• Lack of Secrecy-Sensitive or confidential information can easily leak
through informal channels, creating risks for the organization.

Formal communication Informal communication

Follows officially established chain Independent of authority relations
of command in the org.

Time Consuming Speedy Transmission

Task –oriented People oriented
Orderly flow of information Unsystematic flow
Serves organizational needs Serves organizational & social
needs of people

Consists of work related matters Consists of work related & Social

messages.

Oral & written Mostly Oral

COMMUNICATION PROCESS
The main components of the communication process are as follows: •

• Sender / Encoder- Sender / Encoder is a person who sends a

message. A sender makes use of symbols (words or graphic or visual
aids) to convey the message and produce the required response. The
Sender may be an individual or a group or an organization. The verbal
and non-verbal symbols chosen are essential in ascertaining the
interpretation of the message by the recipient in the same terms as
intended by the sender.
• Message– A message is a key idea that the sender wants to
communicate. It is a sign that elicits the response of the recipient. The
communication process begins with deciding about the message to be
conveyed. It must be ensured that the main objective of the message
is clear.
• Medium- Medium is a means used to exchange/transmit the message.
The sender must choose an appropriate medium for transmitting the
message else the message might not be conveyed to the desired
recipients. The choice of an appropriate medium of communication is
essential for making the message effective and correctly interpreted by
the recipient This choice of communication medium varies depending
upon the features of communication.
• Recipient / Decoder- Recipient / Decoder is a person for whom the
message is intended / aimed / targeted. The degree to which the
decoder understands the message is dependent upon various factors
 such as knowledge of recipient, their responsiveness to the message,
and the reliance of encoder on decoder.
• Feedback- Feedback is the main component of communication
process as it permits the sender to analyze the efficacy of the
message. It helps the sender in confirming the correct interpretation of
message by the decoder. Feedback may be verbal (through words) or
non-verbal (in form of smiles, sighs, etc.). It may take written form also
in form of memos, reports, etc.
• Noise -in communication refers to any kind of interference or barrier
that disrupts or distorts the message being sent from the sender to the
receiver. It can affect how the message is delivered, understood, or
responded to

Importance of Communication in Management

• Facilitates Planning: Communication facilitates planning in number

of ways. Effective planning requires accurate information. Information
can only be available if there is systematic communication in the
organization.
• Facilitates Organizing: Organizing involves deciding a systematic
structure of organization for effective management. It involves
allocating tasks & responsibilities of different positions existing in an
organization. This requires information. Effective communication
ensures accurate information.
• Facilitates Staffing: After an organization’s design and structure is in
place, it needs people with right skills, knowledge and abilities to fill
vacant positions. Companies use recruitment and selection process for
acquiring talent. Effective communication helps organizations to
convey job demands to the public so that suitable candidates can
apply and can be selected for various positions.
• Facilitates Directing: Giving directions to employees is an important
part of management. Directions help employees to achieve
organizational objectives. Effective communication is required to
instruct employees for their effective job performances
• Facilitates Controlling: Organizations need to control its operations
and human resources in order to ensure smooth functioning of the
organization. Every organization has its own rules, regulations and
procedures framed by management to regulate productivity and the
behavior of employees. Again communication plays an important role
here.
 • Facilitates Decision-Making: The most important function of
management is to take decisions for business. In order to make
accurate and appropriate decisions, managers need to obtain
information through various sources with the help of communication.
• Better Co-ordination: Employees collectively achieve organizational
goals and it requires co-operation of employees with each other.
Collaboration and co-operation requires exchange of information hence
effective communication is required
• Better Human Relations:Better human relations & interpersonal
relations require exchange of thoughts, feelings, emotions, and ideas
etc. among employees which is not possible without communicating
with each other.
• MutualTrust & Industrial Peace: Mutual trust and industrial peace
can only be maintained when there is regular communication between
management & employees. Organizations that practice downward and
upward communication effectively can create an environment where
there is mutual trust & industrial peace

THE 7C’S OF EFFECTIVE COMMUNICATION/PRINCIPLES

1. Principle of Conciseness- The principle of Conciseness states that the

message should be conveyed in concise form i.e. in the best shortest
possible way. By following this principle, individuals and organizations can
save time and cost as well. It also helps in a much better understanding
of the message by excluding unnecessary and excessive parts of the
message.
2. Principle of Clarity -While communicating, clarity or clear
communication is also an important aspect for individuals and in business
communication. It also helps the receiver to
easily understand the given message or idea.
Due to clarity, there is much appropriate and
exact message transmission. Clarity should be
there while communicating through verbal words
or in writing.
3. Principle of Correctness -One can better
understand or interpret the more accurate
message. The guidelines for correct or accurate
communication are covered under the principle
of correctness. If the message is correct then its
impact is also great and it also boosts the
confidence of the sender. So, the correct use of
 language is essential in effective communication and it also increases the
trust factor between the sender and receiver.
4. Principle of Concreteness- The clear and particular message is defined
as a concrete message. The concreteness principle of communication
states that while communicating, the message should be to the point or
specific, definite, and clear instead of being general or unclear. Concrete
communication includes facts and figures to strengthen the message or
idea. As the message is clear and specific, there are minimal or zero
chances of misinterpretation of the message.
5. Principle of Completeness- The next principle of communication states
that communication should be complete to be effective. A message is
said to be complete when the recipients of the message receive all the
necessary information that they want to be informed.
6. Principle of Courteousness- The principle of courteousness states that
while communicating, the sender should show respect to the audience or
receiver. So, the sender should be polite, enthusiastic, reflective, and
sincere. Being courteous is when the sender takes care of own and
receiver’s feelings. These messages are focused on the audience,
positive, and unbiased.
7. Principle of Coherence- The communication should be coherent i.e.
both consistency and logic should be part of the sender’s message.
Without being logical or coherent, the main purpose or idea behind the
message can’t be conveyed properly. All terms of the message should be
interconnected and relevant to the message being conveyed. Moreover,
consistency should be maintained in the communication flow.

COMMUNICATION STRUCTURE/NETWORK

Communication networks are regular patterns of person-to-person

relationships through which information flows in an organization.” This
means that the flow of information is managed, regulated.

• Based on Leavitt Experiment which was performed by Harold J. Leavitt in

1950

FORMAL COMMUNICATION STRUCTURES/NETWORKS

• Chain Network - In chain network, communication travels up and down
through the hierarchy. Each person communicates with only the person
directly above or below in terms of reporting relationships. The chain network
rigidly follows the formal chain of command.

• Y Network -In the y network, the flow of communication resembles an

upside down Y; information flows upward and downward through the
hierarchy, widening to encompass the number of employees reporting to a
supervisor.

• Wheel Network - In a wheel network, information flows to and from a

single person. Employees in the group communicate primarily with that
person rather than with each other. Such a communication network is a fast
means of getting information to employees, since the person at the hub of
the wheel can do so directly and efficiently. The wheel network relies on the
leader to act as the central conduit (channel) for the entire group's
communication.

• Circle Network -In a circle network, employees communicate only with

adjoining members of the organization. The circle network is analogous to a
group working in a physical arrangement such that workers can
communicate with their immediate neighbour but not with others in the
group.

• The All-Channel Network or the Star Network - In an all-channel

network, communications flow upward, downward and laterally among all
members of the group. This pattern of communication supports an
egalitarian, (equal, unrestricted) participative culture and fosters (promote,
cultivate) cross-functional efforts. all-channel network is best if you are
concerned with having high member satisfaction.

 The circle network and the all-channel network are more decentralized
in that there is free communication among the various members. In the
circle network, each member can communicate with the individual on
either side. The all-channel network is the most decentralized of the
networks; each member can communicate with any other member

INFORMAL COMMUNICATION STRUCTURE/GRAPEVINE

• The informal communication is not officially sanctioned.

• It is popularly referred to as grapevine. This is because it runs in
all directions irrespective of the formal structure.
• Grapevine communication includes unofficial and quick
conversations among employees of an organization
• What causes Grapevine to be Active?
 Excitement and Insecurity
 Involvement of friends and associates
 Topic of Interest
 Conversation opportunity
 Personality

Types of Grapevine
  Single Strand Chain
• It flows like a chain, i.e., ‘A’tells something to ‘B’who tells it to
‘C’and so on.
• The longer the strand the more misrepresentation and filtering
affects
• Most in accuracies occur in this chain
• In this info. flows from one to other in a sequential order
 Gossip
• One person tells to other people.
• This chain passes a message regarding a ‘not-on-job’ nature
• Generally considered to be slow in passing the information
 Probability Chain
• Information may move from anybody to anybody.
• This chain is found when the information is somewhat interesting
but not really significant.
 Cluster Chain
• Only some people in the organization will get to know the
information. Individual communicates with only those individuals
he/she trust
• Cluster chain is the dominant grapevine pattern in an
organization
• Most informal communication flows through this chain

COMMUNICATION BARRIERS

The term ‘barrier’ means ‘hurdle’, ‘hindrance’ or ‘obstacle’.

Barrier to communication refers to any obstacle which comes in the way of

flow of information between the sender & the receiver

[Link] BARRIERS -

 Noise: Noise is a physical barrier to effective communication. Noisy

construction site, noise of electrical equipment in background, heavy
traffic, noise of construction or demolition works can hamper the
communication process.
 Time & Distance: if an important message reaches late it makes
communication ineffective. Further, Long distance between the sender
& receiver can also obstruct effective communication. If sender &
receiver are separated by geographical distance, tele-communication
 is most often resorted to. Further, People living in different time zones
may also face barrier in communication.
 Mechanical Breakdown: failure of devices used for communication
can also work as a potential barrier to effective communication
 Network Facility: congestion in the network , unavailability of
network services or 9poor network facility can cause disruption in
information exchange over mobile phone or internet.

[Link] BARRIERS:

Semantics is the science of meaning. This barrier is related to the process

of coding and decoding the message, there are various disruptions in
understanding the meaning of words & information exchanged in the
communication process.

• Different Language: Language should be common between the

sender & the receiver. Effective communication cannot take place
without the common language.
• Jargon: Specialist & Technical personnel tend to use technical
language of their respective fields. This can act as a barrier with
persons, who are not aware of various jargon.
• Faulty Translation: if the translator is not proficient with both the
languages, mistakes may creep in causing different meaning than
the intended one.
• Words with different meaning: A word may have several
meanings. The receiver has to perceive one such meaning for the
word used for the communication. For example: The value of this
book is Rs. 200. We Value our customers. Here value means price in
the first case & importance in second one.
• Denotations & Connotations: words have two types of meaning
denotative & connotative. The literal meaning of the word is known
by denotative meaning like a pen, chair, table etc. Connotative
words suggest positive & negative qualities like honest, punctual,
cheap, guilty etc. These should be used carefully as it might cause
misunderstanding

[Link]-PSYCHOLOGICAL BARRIERS:

related with social and mental state of sender & receiver. People have
personal likes, dislikes, attitude, views & opinions. All this can affect the
quality of communication
 • Difference in perception: perceptual barriers may arise due to
difference between individuals and the way they perceive, organize
and understand the environment.
• Difference in attitude: people differ with regard to attitudes &
opinions which often interfere with communication. If the message is
consistent with our attitudes and opinions, we receive it favorably.
• Emotions: how the sender & receiver feels at the time of information
exchange influences the process that how he/she encodes or interprets
the information.
• Cultural differences: culture refers to the values, beliefs, norms,
attitudes etc. culture differ within the country and is different for
different nations. When manager deals with people from different
culture, he/she must regard cultural values.

[Link] BARRIERS-

interference may arise from the relative status & power of the participants.
It may arise due to centralization and decentralization in an organization.

• Lack of communication policy: Very few organizations have a clear

and explicit communication policy for inter organization and intra-
organizational interaction. A well defined communication policy helps
in the creation of a climate that is conducive to effective
communication. It is also an adequate proof of the earnest desire of
the management to improve the flow of information. To create such a
climate free exchange of ideas and information in all directions–
downward, upward and horizontal, should be promoted.
• Authoritarian attitude of management: In the absence of clear
communication policy in the organization the managers and
supervisors start following the philosophy of “I order you execute” the
free flow of upward communication helps in curtailing this attitude. In
the absence of the upward flow of communication, managers are not in
the position to judge the degree to which the ideas policies and rule
and regulations of the organization have been accepted by the
employees. A free and frank interaction can result in the contribution
of valuable ideas and it also helps in unearthing problem areas before
they become trouble areas. The setting up of a formal procedure for
handling grievances goes a long a way in removing the hurdles in the
way of upward communication.
• Organizational Facilities: If organization lacks computer systems,
internet connection, phones, fax, notice boards, circulars, notices,
 gripe boxes, open door policy etc. it may also work as a barrier to
communication.
• Complex organization structure: Longer the passage through
which a message is to travel, more are the chances of its distortion. It
can also result in delays or even total failure of the message to reach
its destination. If the distance through which a message has to travel is
great, there is every possibility that it may be changed, modified,
shortened, amended or interpreted during transit in such a manner
that even the original sender may not be able to recognize the
contents of the communication.
• Rules & Regulations: the rules & the regulations of the organization
vary. Insistence to follow the formal communication for exchange of
every single piece of information can cause delay & work as a barrier
to information exchange.

5. INTERPERSONAL BARRIERS

effectiveness of communication depends a lot upon the interpersonal

relationships between two people. In organization superior subordinate
relations influence the quality of information exchanged.

• Attitude of Superior: if superiors are authoritative and production-

oriented rather than people oriented. Such superiors do not have
informal relations with their subordinates hence subordinates fear to
talk freely with their bosses. It is a barrier to information exchange.
• Lack of Confidence in subordinate: if superiors do not trust and do
not have confidence in their subordinates because of variety of
reasons. This can act as a hurdle in the free flow of communication.
• Attitude of Subordinate: Sometimes subordinates do not disclose
important information to their bosses due to some fear of further
investigation. Sometimes they also hide important information related
to some matter just because their friends are involved. It also works as
a barrier.

GATEWAYS TO EFFECTIVE COMMUNICATION

• Sound organizational structure

• Two way communication

• Use of Multiple Channels

• Use of modern Instruments

• Use of appropriate language

• Use of Right Medium

• Clarity

• Feedback

• Good listening

• Timely message

• Avoid premature evaluation

• Follow 7 C’s of effective communication

ORGANIZATIONAL CHANGE

• Organizational change is the process by which organization move from

their present state to some desired future state to increase
effectiveness.
• Organizational change is the process in which an organization changes
its structure, strategies, operational methods, technologies, or
organizational culture to affect change within the organization and the
effects of these changes on the organization

FORCES/CAUSES OF CHANGE

• External Forces: External environment affects the organizations both

directly and indirectly. The organizations do not have any control over the
variables & cannot change the environment but must change themselves to
align with the environment.

•Internal Forces: Internal sources of organizational change are forces

which appear inside the organization. Controlling these Is easier for
entrepreneurs and managers because they are from inside the organization,
something that management can control.

MANAGEMENT OF CHANGE

• Management of change is the process of preparing, supporting, and

helping people and teams in an organization to accept and adapt
to changes.
 • the goal of Management of Change is to ensure that changes are
carried out efficiently, effectively, and with minimal disruption to the
organization's operations and its people

FORCES/CAUSES OF CHANGE

EXTERNAL

• Economic Conditions- Changes in inflation, interest rates, recession, or

market trends can force businesses to adjust their strategies.

• Technological changes - Advancements in technology require

organizations to upgrade systems, tools, or processes.

• Social- Changes in customer preferences, lifestyles, or social values can

influence business offerings.

• Political - Government policies, political stability, or trade regulations can

impact business operations.

• Legal- New laws or regulations (e.g., labor laws, environmental laws) may
require operational changes.

INTERNAL

• Organizational Goals - When goals change (e.g., expanding to a new

market), strategies and operations must align.

• Financial Position- A weak or strong financial position can lead to cost-

cutting, investments, or restructuring.

• Managerial Changes - A new manager or leader may bring in new ideas,

styles, and changes in direction.

• Structural Changes - Alterations in the organization’s structure,

departments, or reporting systems can lead to change.

• Organizational Deficiencies- Inefficiencies, low productivity, or outdated

practices often trigger change to improve performance.

BASIC FORMS OR TYPES OF CHANGES

• Planned -A deliberate and organized effort to improve an organization. It is

usually based on clear objectives and implemented in a controlled way.
Example: Upgrading the company's software system after months of
training and planning.

• Unplanned- Unexpected change that occurs due to sudden events or

crises. It is reactive in nature. Example: A sudden resignation of a key
employee leading to role restructuring.

• Radical - Major, transformational change that affects the entire

organization and how it operates. Example: Shifting from a traditional retail
store to a completely online business model.

• Incremental- Small, step-by-step changes that are made over time. It’s
often used to improve existing [Link]: Gradually improving
customer service by introducing feedback surveys, one feature at a time.

KURT LEWIN CHANGE MANAGEMENT MODEL: PROCESS FOR CHANGE

1. Unfreeze

 This is the first stage where people are prepared for change.

 It involves breaking old habits, challenging the current ways of doing

things, and creating awareness about why change is needed.

Example: A company informs employees that their current outdated software

is causing delays and they need a new system.
2. Change (Transition)

 This is the actual stage where change

happens.

 People start learning new behaviors, systems,

or ways of working.

 It requires support, training, and effective

communication..

Example: The company provides workshops and

training on the new software system.

3. Refreeze

 This stage stabilizes the change and makes it

a part of the routine.

 New behaviors or systems are reinforced so that people don’t go back

to old ways.

Example: The company sets up ongoing support and updates to make sure
employees continue using the new system effectively.

ADKAR CHANGE MANAGEMENT MODEL

1. A – Awareness: People must first understand why the change is

happening.

2. D – Desire: People must have the motivation or willingness to support

the change.

3. K – Knowledge: People need to know how to change through training,

education, and guidance.

4. A – Ability: People must have the skills and tools to implement the
change in their daily work.

5. R – Reinforcement: People need ongoing support and

encouragement so the change sticks.

RESISTANCE TO CHANGE
 Resistance to change is an emotional and behavioral response by the
affected employees to actual or imagined threats to an established work
routine. Organizations must manage change and subsequent resistance to
survive

RESISTANCE TO CHANGE: CAUSES

• Misunderstanding about the need for change- People may not

understand why change is necessary, leading to confusion or opposition

• Fear of the Unknown - Uncertainty about what the future holds can
make employees anxious or resistant

• Change in work culture- Shifting values or practices can be

uncomfortable, especially for long-term employees.

• Fear of economic loss- Concerns about job loss, reduced income, or

fewer benefits can lead to strong resistance.

• Disruption in an established routine - People are used to a certain

way of working. Change can disturb their comfort zone.

• Peer Pressure- Employees may resist change because their coworkers

are also resisting it, to stay part of the group.

METHODS/STRATEGIES OF REDUCING RESISTANCE TO CHANGE

• Education and Communication- Clearly explain the reasons for change

and how it will benefit employees and the organization.

• Participation and Involvement - Involve employees in the change

process. People are more likely to support what they help create.

• Facilitation and Support - Provide training, counseling, and resources to

help employees cope with change.

• Explicit and Implicit Coercion - In cases where change is urgent, apply

authority or pressure to ensure quick compliance (used carefully)

• Exemplary Leadership- Leaders should lead by example, showing

confidence in the change to inspire trust and motivation in others.