Unit - 4

Leadership
Communication
Controlling
And
Change Manangement

Leadership
# Leadership is said to be The process of influencing group
activities towards accomplishment of goals
# Koonz and ODonnell It is the activity of influencing
people to strive willingly for group objectives.

Key features

Existence of followers
Interpersonal influence
Uneven power sharing
Common goals
Situational

Functions of leader:

Leader develops teamwork

Leader is representative of sub ordinates
Leader is a appropriate counselor
Leader uses power properly
Leader uses time well
Leader strives for effectiveness

Qualities of a good leader: Greatman Theory

# Major historical events and powerful organizations are
work of a few outstanding figures.
# History of world is but biography of great men
Exa: Winston Churchill, Mahatma Gandhi, Julius Caesar,
Jesus Christ, Alexander etc.
# This theory beliefs that leadership is genetic.
Exa: Kennedy family, Nehru Family
This theory holds that leaders are born ! ! !

Qualities that are common to good leaders

Intelligence
Communication skills
Emotional balance
Technical skills
Inner drive
Energy
Human relations skills
Teaching skills
Leans heavily towards thinking that leaders are born and
therefore cannot be developed. This theory has limited to
hindsight and lost its appeal after World War - II

Leadership styles:
Directive , Autocratic and Authoritarian style
Some features are
- Centralized power and decision making
- Close supervision and control
- Discipline through reward and punishment
- One way communication
- Total dependence of subordinates on superior

Participative and democratic styles

some features are
- Involves people in decision making and goal setting
- Attitudes, feelings, suggestions of members are considered
while making decisions
- Freedom of thinking and action available to a reasonable
extent
- Two way, open communication between members
- Opportunity to use ones potential in the service of
organization exists.

 Laissez - faire or Free - rein Leadership style

- Group members set their goals and decide things on
their own
- Leader is a passive observer of things
- Leader does not decide, does not control and exercise
influence over the group
- Leader abdicates responsibility
- Members operate in an unrestricted environment
- Communication is open and can take any derection

Transactional vs Transformational Leaders

James burns: There are two types of leaders transformational and transactional leaders.
1. Transformational are those who recognize, exploit and satisfy
the needs of followers while elevating them into high levels of
motivation and morality.
Features
Independent
Inspirational
Initiators
Active and achieving
Change oriented
Forward thinking
Charismatic

2. Transactional are those influences subordinates with out

any emotional inputs. Focuses on achieving results.
Emphasizes the importance of impersonal aspects of
performance such as plans schedules and budgets.
Features Task Centered
Short-term planner
Practical
Passive
Maintain stability
Concrete
Tangible

Likerts system 4 Management

Likert developed these models based on human resource
philosophy of management.
System 1: Exploitative - Autocratic
System 2: Benevolent Autocratic
( Intention to do good, act of kindness)

System 3: Consultative
System 4: Democratic

Leadership Development
One of the important challenges faced by organizations today
is: to make managers leaders.
Leadership development involves Attitude, Knowledge
and Skills (AKS)

ATTITUDE

KNOWLEDGE

SKILLS

Positive Thinking
Achievement
Orientation
Raising Self
Confidence
Realistic Optimism
People orientation

Vision and
Foresight
Job Knowledge

Communication
Skills
Facilitating,
Coaching
and Mentoring
Delegation,
Empowerment
Time Management
Analytical Skills
Building Effective
Teams
Walk the Talk

Communication
# Process of passing information and understanding from
one person to another. Involves exchange of facts, ideas,
opinions or emotions by two or more individuals.
# L.A.Allen Communication is the sum of all the things one
person does when he wants to create understanding in the
mind of another

Features:
Two people
Sequential process
Continuous activity
Pervasive function
Transference of meaning and understanding

Importance of communication
Communication is important to all managers and needed
by all employees. In fact lot of time of managers is spent in
some form of communication writing, reading, speaking
or listening.
1.
2.
3.
4.
5.
6.

Basis of action
Facilitates planning
Helps in decision making
Means of coordination
Improves relationships
Improves motivation and morale

CHANNEL

MESSAGE
ENCODED

SENDER

FEEDBACK
DECODED

MESSAGE
DECODED

MESSAGE

NOISE

RECEIVER

FEEDBACK
CHANNEL

A model of the communication process

FEEDBAC
K
ENCODED

Communication channels:
Channel is the route through which messages flow from
sender to receiver.
There are basically two; formal and informal

Formal Communication Channel established by

management and generally specified in the chart.
It is deliberately created.
Downward, upward and horizontal

 Informal communication
- It is a product of social interaction, an inevitable part of
organizational life
- It exists outside the official network
- There is no prescribed direction of flow of messages
- An active grapevine indicates employees keenness to
interact with each other closely and share information.

Communication Media or Methods:

1) Oral Communication
2) Written Communication
3) Non-verbal Communication
or Body Language
Facial expressions, Eye contact, Dress, Posture, Distance,
Gesture, Handshakes, Tone of voice, Use of space or
Proxemics, Use of time or chronometry

Barriers to Communication.
Semantic Barriers
Interpersonal Barriers
Cannot express effectively, Filtering, Credibility, Inattention,
Perceptual differences, Jealousy, Information overload,
Emotions, Time pressure.

Structural Barriers
Hierarchy, Status, Specialization.

CONTROLIING
# Making some thing happen the way it was
planned to happen
# Control is the process of comparing actual
performance with established standards, for
the purpose of taking action to correct
deviations.
# K.A. Merchant: It Involves keeping the
organizational activities and functions on
right track and aligned with plans and goals.
# Henry Fayol: In an organization, control
consists of verifying whether everything
occurs in confirmity with the plan adopted,
the instructions issued and the principles est
ablished.

FEATURES:
# Control is a positive force
# Control is a continuous process
# Control is forward looking
# Control process is universal
# Control process is dynamic
# Control is goal oriented
# Delegation is Key
# Control is based on planning

Steps involved in the process of control

Step I
III
Establishm
ent of
standards

Measureme
Step IV
nt of actual
performanc
e

Step II
Compariso
n with the
standards
st

Step
Corrective
action

FEEDBACK
CONTROL PROCESS ( Bedien and Glueck )

TYPES OF CONTROL:
Controls are of three types
1. Pre-control Such controls are
established before any activity takes
place. The control system anticipates
problems and permits action to be taken
before the problem occurs.
This also is called predictive or
feedforward controls
Exa: Standard cost control technique

2. Concurrent Controls
It is also called real time control.
Immediately considers any problem
and analyses it to take necessary
corrective steps before any major
damage occurs.
Exa: Control Charts.

3.Post control:
It is also called Feed Back control.
It is the process of gathering
information about a completed
activity, evaluating that information
and taking steps to improve similar
activities in future.

THE QUALITY CONCEPT

# Quality : Excellent product or service
that fulfills or exceeds our expectations.
Expectations are based on intended use
and the price.
Quality can be quantified as follows
Q =P/E
Q = Quality
P = Performance
E = Expectation
If Q is greater than one, customer has a
good feeling.

ISO 9000 : 2000 version definition:

Degree to which a set of inherent
characteristics fulfill requirements.
Degree : poor, good or excellent.

Dimensions of quality :
Performance
Features
Conformance
Reliability
Durability
Service
Response
Aesthetics
Reputation

Factors affecting quality:

MAN
Attitude, knowledge and skills
MATERIAL Input materials, utilities have to be
of high quality
METHODS - Manufacturing processes and
operating procedures
standardized
MACHINES Conditions of the machines, tools,
gadgets, instruments have to
be kept
maintained in good healthy

Developing Q.C. System

Quality control (QC) includes the activities
from the suppliers, through production, and to
the customers.
Incoming materials are examined to make
sure they meet the appropriate specifications.
The quality of partially completed products
are analyzed to determine if production
processes are functioning properly.
Finished goods and services are studied to
determine if they meet customer
expectations.

QC Throughout Production Systems

Inputs
Raw Materials,
Parts, and
Supplies

Control Charts
and
Acceptance Tests

Quality of
Inputs

Conversion

Outputs

Production
Processes

Products and
Services

Control Charts

Control Charts
and
Acceptance Tests

Quality of
Partially Completed
Products

Quality of
Outputs

CHANGE AND
DEVELOPMENT

Every thing around us is

changing ! ! !
The only constant is
change
Even the rate of change is
changing ! ! !

CHANGE: Any alteration of the status

quo.
ORGANIZATIONAL CHANGE: Adoption
of a new idea or behavior by an
organization.
PLANNED CHANGE: Change that is
designed and implemented in an
orderly and timely fashion in
anticipation of future events.

TYPES OF CHANGES:
# Evolutionary change
# Revolutionary change
# Planned change

FORCES FOR CHANGE:

# Internal forces
Increased size
Performance gaps
Employee needs and values
Change in the Chief Executive
# External forces Technology
Market situation
Social and political change
The domino effect

MANAGING CHANGE:
Identify need for
change

Diagnose the problem

Plan the change

Implement the change

Follow-up and feedback

CHANGE TECHNIQUES:
Kurt Lewin Force field analysis
The process of finding which forces drive
and which resist a proposed change.
Every behavior is the result of an
equilibrium between driving and
restraining forces. The driving forces
push one way and the restraining forces
the other.
To initiate planned changes, managers
have to remove or weaken the restraining
forces and strengthen the driving forces
that exist in organizations.

FORCE-FIELD ANALYSIS:

Restraining
forces

Facilitating
forces

Organization

Lewin observed that individuals

experience two obstacles to change.
1.They are unable or unwilling to alter
long established attitudes and
behaviors.
2. They may try to do things differently
but return to traditional ways after a
short time.
For this he proposed three step
sequential process.

1. Unfreezing
2. Moving/Changing
3. Refreezing

NEW TRENDS IN ORGANIZATIONAL CHANGE:

O.D. ( Organization Development)

OD refers to planned change efforts based
on democratic values that aim at improving
employee well-being and organizational
effectiveness.
According to Beckhard, OD can be defined as
an organization wide effort that is
1. Planned
2. Managed from top
3. Aimed at improving organizational
effectiveness
4. Initiated through a change agent
5. Through various OD interventions

OD Values:
OD change efforts lay emphasis on
human values
1. Respect for people
2. Trust and support
3. Power equalisation
4. Confrontation
5. Participation

OD PROCESS:

Process involves following stepsProblem identification

Collection of data
Diagnosis
Planning and implementation
Evaluation and feedback.

Change Management
Process
8. Internalization
Commitment
Phase

7. Institutionalization
6. Adoption
5. Installation
4. Positive Perception

Acceptance
Phase
Preparation
Phase

3. Understand the change

2. Awareness of change
1. Contact

THANK YOU
AND
Wish you all the best