Demo Solved Assignment

MS-01 Jan June 2015

Course Code
Course Title
Assignment Code
Assignment Coverage

MS - 01
Management Functions and Behaviour
MS-01/TMA/SEM -I /2015
All Blocks

MBA Help Material Provided by Unique Tech Publication

Unauthorized copying, selling and redistribution of the content is prohibited.
This Material is provided for your reference only.
The utility of this content will be lost by sharing. Please do not share this material with
others.
To know price of this assignment & For more inquiry visit:

http://ignousolvedassignmentsmba.blogspot.in/

Dharmendra Kumar Singh

ignousolvedassignmentsmba@gmail.com

School of Management Studies

INDIRA GANDHI NATIONAL OPEN UNIVERSITY
MAIDAN GARHI, NEW DELHI 110 068

Full Solution of Question No. 4 as DEMO

This is sample copy, Only for viewing. You cannot copy or take
print of this copy.

1. What are Management processes? Critically discuss the necessity of each managerial process and its
logical sequencing in relation to other processes in an organisational set up. Explain with the help of
your organizational experience, or the ones you are aware of. Briefly discuss the vital details of the
organization, you are referring to.
Management process is a continuous one and is run by the managers functioning at different levels. Management is now
recognised as a distinct process in which managers plan, organise, lead, motivate and control human efforts in order to
achieve well defined goals. In fact, process means a series of activities/operations undertaken/conducted for achieving a
specific objective. Process is a systematic way of doing things. For example, ---------------------------------------------------------

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------The following figures show the management process and the elements involved:

Necessity of managerial processes and its logical sequencing in relation to other processes in an organisational set
up 1.

Planning: Planning is the primary function of management. It involves determination of a course of action to achieve
desired results/objectives. Planning is the starting point of management process and all other functions of management
are related to and dependent on planning function. Planning is the key to success, stability and prosperity in business. It
acts as a tool for solving the problems of a business unit. Planning plays a pivotal role in business management. It helps
to visualize the future problems and keeps management ready with possible solutions. Planning implies:

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Planning is the only way by which an organisation can exercise control to check that it is on the desired course of action.
Only when there are objectives to work for, and plans to achieve these objectives, can the manager exercise his control to
measure the performance of his organisation, department or subordinates. An organisation without plans and controls is
like a raft marooned on high seas with no maps and
2.

Controlling: --------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3.

Motivating: The manager is expected to provide leadership by way of personal example and inspire confidence, and
bring into play all those factors by which he can persuade, convince and motivate his subordinates to turn in their best
performance. Motivating is one managerial function in which a manager motivates his men to give their best to the
Organisation. It means to encourage people to take more interest and initiative in the work assigned. ------------------------

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4.

Decision Making- Decision-making implies making a choice between alternatives. --------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Example- The organization I am aware of is Tata Steel which having well designed management process which is a
key indicator behind the success story of this company-------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Tata Steel having total 8 management process functions from which planning, organising, leading, motivating, staffing
and controlling are same as described above. They are in short are as follows-

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Tata Steel company having few extra management processes which are Communicating, Coordinating and Directing
functions which are as follows1.

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Clear plans and sound organisation set the stage but it requires a manager to direct and lead his men for achieving
the objectives. Directing function is quite comprehensive. It involves Directing as well as raising the morale of
subordinates. It also involves communicating, leading and motivating. Leadership is essential on the part of
managers for achieving organisational objectives.

2. What are the assumptions of different decision making models which either describe how decisions are
made, or prescribe how decisions should be made? Identify varying degrees of knowledge under which
the decisions are made, and explain with the help of organizational examples you are familiar with.
Briefly describe the organization to help understanding the context, you are referring to.
Assumptions of different decision making modelsDecision making is one of the most central processes in organizations and a basic task of management at all levels. According to
Cole, decision making is a process of identifying a problem, evaluating alternatives, and selecting one alternative.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------There are several models of decision-making:

1. The economic rationality model - This model comes from the classical economist models, in which the decision maker is
perfectly and completely rational in every way. In this, following conditions are assumed.
a. The decision will be completely rational in means ends sense.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How to Make Decisions-

A logical and systematic decision-making process helps you address the critical elements that result in a good decision. By taking
an organized approach, you're less likely to miss important factors, and you can build on the approach to make your decisions
better and better.
There are six steps to making an effective decision:

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How decisions should be made- Decisions should be made as followsa.

A decision is made under conditions of certainty when a manager knows the precise outcome associated with each
possible alternative or course of action. In such situations, there is perfect knowledge about alternatives and their
consequences. Exact results are known in advance with complete (100 per cent) certainty. The probability of specific
outcomes is assumed to be equal to one. A manager is simply faced with identifying the consequences of available
alternatives and selecting the outcome with the highest benefit or payoff.

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Examples of decisions under complete uncertainty are as difficult to cite as example of decisions under absolute certainty.
Given even limited experience and the ability to generalise from past situations, most managers should be able to make at
least some estimate of the probability of occurrence of various outcome. Nevertheless, there are undoubtedly times when
managers feel they are dealing with complete uncertainty.

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ExampleIndia offers many interesting examples of differentiated generic decisions. For example, large Indian business groups
such as Future, Bharti, Tata and Reliance groups took a common generic decision to enter the retail business in India but each-

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Tata Motors had its most prestigious Nano micro car planned at Singur in
West Bengal. ------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------The remarkable growth of many Indian companies in the highly competitive global environment is directly related to the flow of
creative ideas and decisions from the laboratory benches, drawing boards or machining centers. Glenmark, an Indian
pharmaceutical major succeeded in global --------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

3. Describe the process through which traditions and customs are maintained in any organization. Identify the
factors that contribute to the uniqueness of each organization. Discuss the above concepts with the help of
organizational examples, you have come across or you are familiar with. Briefly describe the organization/s you
are referring to.
Process of Traditions and customs maintained in any organizationEvery organisation has its own unique traditions and customs. The process through which people are indoctrinated to accept the
tradition and maintain homogeneity of ethos and behaviours is termed as socialisation. It is a process of adaptation by which `new'
members come to understand the basic values, norms and customs for becoming `accepted' members of an organisation. Though
the most intense period of socialisation is at the `fresher' stage of entry into an organisation, the process continues throughout
one's entire career in the organisation. This is done to ensure traditions and to maintain uniformity.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------a.

Phase 1 - Prearrival: This stage tries to ensure that prospective members arrive at an organisation with a certain set of
values, attitudes, traditions, customs and expectations. This is usually taken care of at the selection stage itself. Selectors
try to choose the "right type" of people, who they feel, will be able to "fit" the requirements of an organisation.

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Role of socialization process in shaping the culture and ethos of the organization through which
traditions and customs are maintained in any organization
Example The situation I am referring here is a health care industry, where cultural ethos are maintained
through long standing rules and regulations which are largely unwritten but develop over a period of time; Traditions,
customs and rituals which commemorate special moments; standards for social etiquettes; taboos about what is not done
or spoken and jargon which is understood only by insiders.
To a large degree, the course of socialization both depends on and shapes the culture of the organization.

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Socialization- The precise nature of the socialization process is a key to the culture that emerges in an organization
because socialization is the means by which the culture's beliefs, values, traditions, customs and assumptions are learned.
Research shows that organizations with strong cultures expose employees to a careful step-by-step socialization process:

i.

Step 1 - Selecting Employees. New employees are carefully selected to obtain those who will be able to adapt to the
existing culture.

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ii.

Step 7 - Role Models. Identifying people as fast trackers provides new members with role models whose actions and
views are consistent with the culture.

What is most important about this process is the consistency among these steps and their mutually reinforcing properties that
make for a strong culture.
This in this way traditions and customs are maintained in any organization.

4. What is the process of communication, what are the intentional or unintentional barriers that prevent
organizational communication/s to be effective? What a manager should do to make his communication
effective in an organizational set up? Explain with relevant organizational examples and describe briefly the
organization/s and the situation/s you are referring to.
Communication ProcessAccording to Peter Drucker, good communication is the foundation for sound management. The managerial functions of planning,
organising, directing and controlling depend on communication in an enterprise. The goal of communication is to convey
informationand the understanding of that informationfrom one person or group to another person or group. This
communication process is divided into three basic components: A sender transmits a message through a channel to the receiver.
(Figure shows a more elaborate model.) The sender first develops an idea, which is composed into a message and then transmitted
to the other party, who interprets the message and receives meaning. Information theorists have added somewhat more
complicated language. Developing a message is known as encoding. Interpreting the message is referred to as decoding.

The other important feature is the feedback cycle. When two people interact, communication is rarely oneway only. When a
person receives a message, she responds to it by giving a reply. The feedback cycle is the same as the senderreceiver feedback
noted in Figure . Otherwise, the sender can't know whether the other parties properly interpreted the message or how they reacted
to it. Feedback is especially significant in management because a supervisor has to know how subordinates respond to directives
and plans. The manager also needs to know how work is progressing and how employees feel about the general work situation.

The critical factor in measuring the effectiveness of communication is common understanding. Understanding exists when all
parties involved have a mutual agreement as to not only the information, but also the meaning of the information. Effective
communication, therefore, occurs when the intended message of the sender and the interpreted message of the receiver are one
and the same. Although this should be the goal in any communication, it is not always achieved.
The most efficient communication occurs at a minimum cost in terms of resources expended. Time, in particular, is an important
resource in the communication process. For example, it would be virtually impossible for an instructor to take the time to
communicate individually with each student in a class about every specific topic covered. Even if it were possible, it would be
costly. This is why managers often leave voice mail messages and interact by email rather than visit their subordinates
personally.
Communication BarriersEffective communication occurs when a desired effect is the result of intentional or unintentional information sharing, which is
interpreted between multiple entities and acted on in a desired way.
Intentional nonverbal communication Example: Pointing out the finger, giving smile and clapping.
Unintentional nonverbal communication Example: Debating, excitement talk etc.
For the convenience of study the different barriers can be divided into four parts:

(1) Semantic Barriers

There is always a possibility of misunderstanding the feelings of the sender of the message or getting a wrong meaning of it. The
words, signs, and figures used in the communication are explained by the receiver in the light of his experience which creates
doubtful situations. This happens because the information is not sent in simple language.
(i) Badly Expressed Message:
Because of the obscurity of language there is always a possibility of wrong interpretation of the messages. This barrier is created
because of the wrong choice of words, in civil words, the wrong sequence of sentences and frequent repetitions. This may be
called linguistic chaos.
(ii) Unclarified Assumptions:
It has been observed that sometimes a sender takes it for granted that the receiver knows some basic things and, therefore, it is
enough to tell him about the major subject matter. This point of view of the sender is correct to some extent with reference to the
daily communication, but it is absolutely wrong in case of some special message,
(iii) Body Language and Gesture Decoding:
When the communication is passed on with the help of body language and gestures, its misunderstanding hinders the proper
understanding of the message. For example, moving ones neck to reply to a question does not indicate properly whether the
meaning is Yes or No.

(2) Psychological or Emotional Barriers

The importance of communication depends on the mental condition of both the parties. A mentally disturbed party can be a
hindrance in communication. Following are the emotional barriers in the way of communication:
(i) Premature Evaluation:

Sometimes the receiver of information tries to dig out meaning without much thinking at the time of receiving or even before
receiving information, which can be wrong. This type of evaluation is a hindrance in the exchange of information and the
enthusiasm of the sender gets dampened.
(ii) Lack of Attention:
When the receiver is preoccupied with some important work he/she does not listen to the message attentively. For example, an
employee is talking to his boss when the latter is busy in some important conversation. In such a situation the boss may not pay
any attention to what subordinate is saying. Thus, there arises psychological hurdle in the communication.

(3) Organisational Barriers

Organisational structure greatly affects the capability of the employees as far as the communication is concerned. Some major
organisational hindrances in the way of communication are the following:
(i) Organisational Policies:
Organisational policies determine the relationship among all the persons working in the enterprise. For example, it can be the
policy of the organisation that communication will be in the written form. In such a situation anything that could be conveyed in a
few words shall have to be communicated in the written form. Consequently, work gets delayed.
(ii) Rules and Regulations:
Organisational rules become barriers in communication by determining the subject-matter, medium, etc. of communication.
Troubled by the definite rules, the senders do not send some of the messages.
(iii) Status:
Under organising all the employees are divided into many categories on the basis of their level. This formal division acts as a
barrier in communication especially when the communication moves from the bottom to the top.
(iv) Organisational Facilities:
Organisational facilities mean making available sufficient stationery, telephone, translator, etc. When these facilities are sufficient
in an organisation, the communication will be timely, clear and in accordance with necessity. In the absence of these facilities
communication becomes meaningless.

(4) Personal Barriers

The above-mentioned organisational barriers are important in themselves but there are some barriers which are directly connected
with the sender and the receiver. They are called personal barriers. From the point of view of convenience, they have been divided
into following parts:
(i) Fear of Challenge of Authority:
Everybody desires to occupy a high office in the organisation. In this hope the officers try to conceal their weaknesses by not
communicating their ideas. There is a fear in their mind that in case the reality comes to light they may have to move to the lower
level,
(ii) Lack of Confidence in Subordinates:
Top-level superiors think that the lower- level employees are less capable and, therefore, they ignore the information or
suggestions sent by them. They deliberately ignore the communication from their subordinates in order to increase their own
importance. Consequently, the self-confidence of the employees is lowered.
(iii) Lack of Proper Incentive:

Lack of incentive to the subordinates creates a hindrance in communication. The lack of incentive to the subordinates is because
of the fact that their suggestions or ideas are not given any importance. If the superiors ignore the subordinates, they become
indifferent towards any exchange of ideas in future.

How to make communication effectiveManagers can do following steps to improve organisational communicationUse Multiple Channels for Organizational Communication One of the most effective ways to ensure that people get your
message is to send it across multiple channels. Some of the more effective channels include meetings, face-to-face talks, e-mail,
faxes, telephone conversations, bulletins, postings, and memos. The key is to make sure you always employ multiple methods to
disseminate your message, and never rely on a single channel.
Face-to-Face- Technology will never replace the benefit and power of face-to-face communication. When in doubt, or
whenever a communication is critical and it's possible to meet face-to-face, do so. The personal connection that occurs when two
or more people are able to interact real-time is significant.
Town Hall Meetings- The opportunity to get a group of employees together in a room for a meeting can be a very effective
form of organizational communication, according to Lin Grensing-Pophal, author of "Employee Management for Small
Business." It offers the power of interpersonal connections and provides an opportunity for employees to listen and learn from
each other.
Use feedback- Feedback enables the sender to judge whether his ideas have been received in the manner as they were
originally intended. Most often it is assumed that communication has taken place because a notice has been put on the notice
board, or an order issued. You must devise ways to separate fact from distortion.
Listening- In the business world, listening goes much farther than speaking and is undoubtedly the most important component
of effective communication in an organization. When interacting with others, listening will help you avoid confusion, understand
tasks more clearly and generate an overall positive connection with the person to whom you're speaking. Additionally, if you don't
listen to people, they won't listen to you.
Speaking- Words are powerful. Speaking is an art form not to be taken lightly, regardless of how flippantly many of your coworkers might use their words. That's why it's important to allow others to speak first. Gather every opinion in the room, think
about what you hear, write notes if you want to, and answer accordingly. If at the end of your deliberation you have something to
say or if you disagree with something that was decided upon, it's time to speak up.
Take a deep breath and begin by affirming what others have said in the meeting, using your notes if you need to. Point out what
you like about certain ideas and then, if necessary, what you don't like. After spending time on what's been discussed, you should
state your opinion plainly, clearly and tactfully. Give reasons, evidence and statistics for the things you say. Wrap up your
comments with a recap of the meeting and your opinions.
Create constructive environment for the expression of ideas- If you can create a climate in which people can be confident
that what they say will be listened to with sympathy and considered constructively, you can be sure of a successful and creative
communication. This is, however, possible only in an environment of trust which has to be generated by management through its
policies and actions.

Be careful about your non-verbal communication- Because you hold a status higher than your subordinates, your gestures
are observed and `felt' by your subordinates. Your body language, therefore, must be supportive of your communication through
words. One of the powerful means of communication are your actions which speak louder than words. If you expect your
communication to be effective, ensure that your actions are consistent with your words.
Preparation- Preparation in every situation paves the way for effective communication. Before every phone call, business
meeting, conference, interview or predetermined conversation, brief yourself on the components of the meeting before even
thinking about moving forward. Write down things you want to discuss, questions you want to ask and points you want to make.
This tactic translates into productivity, professionalism and respect from others. If you practice this method every day in all
situations, you will find yourself facilitating meetings more often than not, so if you are a regular employee who is always
prepared and knowledgeable, advancement is not far on the horizon. Preparedness not only benefits your organization, it benefits
your career and your interactions with co-workers.

Example- (Tata Steel Group)The traditional role of communications within organisations is rapidly changing and innovative technology is a key driver for
change. The Tata Steel Group communications function aims to support the Group Vision of becoming an industry benchmark in
terms of the value it delivers. It has recently delivered a number of initiatives that are in line with best practices. These include:
Communicating the Vision The new Vision for the Tata Steel Group which reflects the aspirations and goals for the
future was co-created collectively by senior executives of the Tata Steel Group from India, Europe and South East Asia. The
Group Vision was launched in a synchronised manner across continents in India, South East Asia and the UK where
interactive technology was used to engage with senior managers. The Vision is currently being rolled out across the Group so
circa 80,000 employees are actively engaged.
CSR Communication Tata Steel has a focused approach on this through the creation of a brand called Pragati. In keeping
with the 100 years tradition of serving society, Pragati was developed to serve the long term perspective of CSR communication.
Tata Steel UK (Corus) also has a sustained approach to CSR communication by publishing an annual report and undertaking
various health and safety initiatives such as films, employee programmes and CEO communication.
Centenary Communication 2007 witnessed the historic Centenary Celebrations of Tata Steel which were commemorated
with year long activities and functions that were covered by international media. A unique film, The Spirit of Steel was released
to mark the occasion. A four-day festival Shatrang, was hosted for the people of Jamshedpur which comprised city-wide
celebrations marking the completion of the centenary and the whole citys close involvement in the Tata Steel story. The
centenary also witnessed the launch of the Centenary Website www.tatasteel100.com.

Supporting integration activitiesThe communications function of Tata Steel Group played an important role in helping to integrate the organisation, particularly
after the acquisition of Corus. Connecting and building relationships with the many diverse areas of the Tata Steel Group
continues to be the primary role of the function. A number of strategic initiatives were undertaken in 2007-08 to cement the
integration process, and help to bring the organisation closer together. These include:

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Moving beyond the integration process, the Group Communications function has a clear focus. It will strengthen employee
engagement, particularly in support of the new Vision. It will also strive to build a positive corporate image of the Group by
successfully engaging with all key stakeholders on a regular basis, in an open and transparent manner.

5. Briefly describe various leadership styles. Is leadership a process of shared influence on the work
group? Substantiate your answer with relevant organizational examples and/or cases you are familiar
with or you have come across. Describe the organization/s and the context you are referring to.
Leadership can be defined as the effort to influence the behavior of individuals or group members in order to accomplish
organizational, individual or personal goals. It is an essential component of organizational effectiveness.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Different types of leadership styles exist in work environments. Advantages and disadvantages exist within each leadership style.
The culture and goals of an organization determine which leadership style fits the firm best. Some companies offer several
leadership styles within the organization, dependent upon the necessary tasks to complete and departmental needs.
Laissez-Faire- A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under
his supervision. ------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Transactional- Managers using the transactional leadership style receive certain tasks to perform and provide rewards or
punishments to team members based on performance results. Managers and team members set predetermined goals together, and
employees agree to follow the direction and leadership of the manager to accomplish those goals. --------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Leadership is a process of shared influence on the work group-

Shared leadership is leadership that is broadly distributed, such that people within a team and organization lead each other. It has
frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with
more traditional "vertical" or "hierarchical" leadership which resides predominantly with an individual instead of a group.
Shared leadership can be defined in a number of ways, but all definitions describe a similar phenomenon team leadership by
more than only the appointed leader. Below are a few examples from researchers in this field:

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Example- Leadership styles at TESCO

About TESCO- Tesco PLC is a British multinational grocery and general merchandise retailer headquartered in Cheshunt,
Hertfordshire, England, and UK. -------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Stephen manages a store team. -------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Martin is Tescos Programme Manager for Education and Skills in the UK. He uses a democratic approach when ------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Example 2Developing countries cannot always afford to build up or extend their own technologies .They need sometimes to bring
technologies from other developed countries .The characteristics of socio-economic factors of India have greatly influenced the
technological growth of the country in general. --------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Jamshedji was such a nationalist who made significant remarks of the industrial revolution and came to the conclusion that the
economic self-sufficiency should go hand in hand with political independence and thus he then made three important basic
ingredients: --------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------According to Ratan Tata, in addition to good leadership and management, loyalty must be earned by managers and employees.
Hes gentle, kind manner give rise to loyalty and yet he encourages his manager to make tough decisions.

I am sending you solution of one question of MS-01 assignment as Demo. If you like the quality of solution then
you can buy this.

Price is as belowMS-01-

Rs. 120

------------------------------------Total =

Rs. 120

-----------------------------------If you should use net banking then you can transfer payment to below given accounts.
Transfer the amount and email confirmation slip on my mail id or you can also mail me
transaction reference number..
If you do not have net banking account then deposit the amount in any branch of ICICI or SBI bank.

Note- It should be better that net banking users use my ICICI bank account. If you deposit money in my SBI
bank accounts then you have to deposit Rs. 50 extra in total sum as Bank takes 50 Rs. as transaction charges.
You can also email or SMS transaction number if it would not be possible for you to send deposit slip.
You can transfer or deposit in any account given below.

Bank Details
Bank Name

ICICI Bank

Account no.

628101546792

Account Type

SAVING A/C

Account Holder Name

DHARAMENDRA KUMAR SINGH

IFSC code & branch address

IFSC Code- ICIC0006281 Branch- HAZRAT GANJ,

LUCKNOW

Note- Bank Transaction charges No extra charge in case of Cash deposit

Bank Name

IDBI BANK

Account no.

0342104000041955

Account Type

SAVING A/C

Account Holder Name

DHARMENDRA KUMAR SINGH

IFSC code & branch address

IBKL0000342

HARDOI (UP)

Note- Bank Transaction charges No extra charge in case of Cash deposit

Bank Name

STATE BANK OF INDIA

Account no.

31436792295

Account Type

SAVING A/C

Account Holder Name

DHARMENDRA KUMAR SINGH

IFSC code & branch address

IFSC Code- SBIN0003085 Branch- TOWN

HALL, SHAHJAHANPUR (UP)

Note- Bank Transaction charges Rs. 50/- applicable for cash deposit/ATM /Cheque payment in SBI A/C. (Rs.
50/- extra on total amount).

If you have SBI Debit card then you can directly transfer payment to my account using green channel from
any branch of SBI.

Always feel free to send your enquiry on our mailignousolvedassignmentsmba@gmail.com