1. MG2351/PRINCIPLES OF
MANAGEMENT
DEPT: MECH
YEAR: III YR/ VI SEM
BY
P.RAJALAKSHMI
A.P-MBA DEPT

2. MANAGEMENT
 “ Management is the process of designing and maintaining of an
environment in which individuals working together in groups, efficiently
accomplish selected aims”. - KOONTZ and WEIHRICH.
 “ Management is the art of getting things through and with people in
formally organized groups”. – KOONTZ.
 Is management – an art or science
 Management is a science because it is a systematic body of knowledge with
array of principles.
 Management is also an art as it involves application of managerial skills to
get the desired result.

3.  Give some features of management.
 The features of Management include:
 Management is a continuous process
 Management aims to achieve the organization goals by ensuring effective use of
resources
 Management is multidisciplinary in nature
 Management functions are planning, organizing, staffing, directing and controlling.
 The essential skills of a manager
 The essential skills of a manager are:
 (i) Technical skill
 (ii) Human skill
 (iii) Conceptual skill
 (iv) Design skill

4.  Scientific management.
 Scientific Management was concerned essentially with improving the operational
efficiency at the shop floor level. Frederick Winslow Taylor, Father of scientific
management, has defined as follows: “Scientific management is concerned with
knowing exactly what you want men to do and then see that they do it in the best and
cheapest way.”
 List the principles of scientific management.
 The principles of Scientific Management are:
 Replacing Rule of Thumb with science
 Harmony in group action
 Co-operation
 Maximum output
 Development of workers
 „Rule of the thumb‟
 Prior to scientific management, skilled craftsmen who had learned their jobs
in lengthy apprenticeships performed work. They made their own decisions about how their
job was to be performed. This is known as the „Rule of the thumb‟.

5.  Scientific management.
 Scientific Management was concerned essentially with improving the operational
efficiency at the shop floor level. Frederick Winslow Taylor, Father of scientific
management, has defined as follows: “Scientific management is concerned with
knowing exactly what you want men to do and then see that they do it in the best and
cheapest way.”
 List the principles of scientific management.
 The principles of Scientific Management are:
 Replacing Rule of Thumb with science
 Harmony in group action
 Co-operation
 Maximum output
 Development of workers
 „Rule of the thumb‟
 Prior to scientific management, skilled craftsmen who had learned their jobs
in lengthy apprenticeships performed work. They made their own decisions about how their
job was to be performed. This is known as the „Rule of the thumb‟.

6.  State the contributions of Fayol towards management.
 Henri Fayol propounded:
 Activities of an industrial undertaking are divided into six groups – technical,
commercial, financial, security, accounting and managerial;
 14 principles of management that are flexible, not absolute, and must be usable
regardless of changing and special conditions.
 „Scalar chain‟
 Scalar Chain is the number of different levels of authority through
 which decisions are passed in the organization. The scalar chain of
 command of reporting relationships from top executive to the ordinary
 shop operative or driver needs to be sensible, clear and understood.
 „Esprit de corps‟
 Henri Fayol emphasised the need for building and maintaining of
 harmony among the work force, team work and sound interpersonal
 relationships which is „Esprit de corps‟.

7.  Roles played by a manager
 The roles played by a manager are:
 * Interpersonal roles
 - Figurehead role
 - Leader
 - Liaison *
 Informational roles
 - Monitor
 - Disseminator
 - Spokesperson
 * Decisional roles
 - Entrepreneur
 - Disturbance handler
 - Resource allocator
 - Negotiator


8. Functions of management
 Functions of management
 The functions of Management are:
 * Planning
 * Organising
 * Staffing
 * Directing
 * Controlling
Across World Quality International

9. classifications of business organization
 classifications of business organization
 The classification of Business Organization is:
 * Sole proprietorship concern
 * Partnership concern
 * Joint Stock Companies
 - Private Limited Company
 - Public Limited Company
 * Co-operative societies

10. FACTORS AFFCETING GLOBAL SCENARIO
 Biological factors
 Social factors
 Economic factors
 Environmental factors
 Cultural factors
 Technological factors

11. 2.PLANNING
 Planning‟.
 Planning as a process involves the determination of future course of
 action, i.e., why an action, what action, how to take action, and when
 to take action.
 “Planning is the selection and relating of facts and making and using
 of assumptions regarding the future in the visualization and
 formalization of proposed activities believed necessary to achieve
 desired result”.
 Types of planning
 Planning is an activity. The different types of planning are:
 * Corporate and Functional planning
 * Strategic and Tactical/Operational planning
 * Long-term and Short-term planning
 * Proactive and Reactive planning
 * Formal and Informal planning.

12.  Define the „mission‟ and „vision‟ of an organization
Mission: A Mission statement helps the organization to link its
activities to the needs of the society and legitimize its existence. It
indicates exactly what activities the organization intends to engage in
now and in future. Mission sets forth principles and conceptual
foundation upon which the organization reacts and the nature of the
business in which it plans to operate.
Vision: Vision, in a common man‟s language, is a mental picture or
contemplative imagination. However, for a management professional,
it is the strategic intent, which stands for the future state of an
organisation.

13.  MBO
MBO (Management By Objectives) is a comprehensive managerial
system that integrates many key management activites in a systematic
manner, consciously directed towards the effective and efficient
achievement of organizational objectives. MBO is an approach and
philosophy to management and not merely a technique.
Policies
“Policies are general statements or understandings which guide or
channel thinking in decision-making”. Policies define how the
company will deal with stakeholders, employees, customers, suppliers,
distributors, and other important groups. Policies narrow the range of
individual discretion so that employees act consistently on importan
issues.

14.  Tpes of plans
 Plans may be classified in two ways:
 (i) Standing and single-use plans: Standing plans provide guidelines
 for further course of action and are used over a period of time. Ex:
 Policies, strategies. Single-use plans are relevant for a specified time
 and after the lapse of that time, these plans are again formulated again
 for the next period. Ex: Projects, Budgets.

 (ii) Strategic and Operational plans: Strategic plans define the long-
 term course of action for an organization in the light of its
 environment. These plans are implemented through various
 operational plans. Ex: Strategies are implemented through projects,
 budgets, etc.



15.  „Strategy‟.
 Strategy is the determination of the basic long-term goals and
 objectives of an enterprise and the adoption of the course of action and
 the allocation of resources necessary for carrying out these goals. A
 strategy is a course of action through which an organization relates
 itself with environment as a as to achieve its objectives
 Different types of policies
 The different types of policies are:
 * Formulated policy
 * Implied policy
 * Imposed policy
 * Appealed policy

16.  SWOT analysis
 A SWOT Analysis is a strategic planning tool used to evaluate the
 Strengths, Weaknesses, Opportunities, and Threats involved in a
 project or in a business venture or in any other situation of an
 organization or individual requiring a decision in pursuit of an
 objective. It involves monitoring the marketing environment internal
 and external to the organization or individual.

17.  State the levels of strategy.
 The levels of strategy are:
 * Corporate-level strategy – occupies the highest level of decision-
 making which tends to be value-oriented and conceptual.
 * Business-level strategy – identifies the discrete independent product
 / market segments served by an organization.
 * Functional-level strategy – relates to a single functional operation
 and the activities involved therein.
 Decision making: IT is the process of estimating the relevant events of future,
 based on the analysis of their past and present behavior. Business
 forecasting refers to the statistical analysis of the past and current
 movement in the given time series so as to obtain clues about the
 future pattern of those movements.

18.  Rules
 Rules are prescribed guides for conduct or action. They are plans as
 they are a course of action which is chosen among alternatives. A rule
 is a specific guide for action, established authoritatively, and utilized
 in order to inform employees of conditions under which designated
 activities are to be performed.
 Project
 A project is a complex of policies, procedures, rules, etc., to carry a
 given course of action. A project is prepared in context of the
 objectives incorporating policies, procedures, rules, and other elements
 which are necessary for project formulation.

19.  objectives of a project
 The main objectives of a Project are:
 * Project activity is definable in terms of specific objectives.
 * Project activity is unique and infrequent to the organization.
 * Project activity is complex in respect to independence of various
 task accomplishments.
 * Project activity is critical to the organization in terms of realization
 of its objectives.
****************************

20. 3. organising
 Organization.
 ORGANISATION may be defined as the process of
 i) Identifying and grouping the work to be performed
 ii) Defining and delegating responsibility and authority
 iii) Establishing relationships for the purpose of enabling people to
 work most effectively together in accomplishing objectives.
 Purpose of organization
 The purposes of organization are given below:
 i) Creates organization structure
 ii) Assigning duties
 iii) Grouping tasks
 iv) Formal reporting relationships
 v) Ensures effective coordination within the organization.


21.  organizing
 Organizing is defined as the management function of assigning duties,
 grouping tasks, formal reporting relationships and ensuring effective
coordination within the organization.

 specialization
 Specialization means the process of dividing the work. Specialization
 permits individuals to develop expertise in their assigned tasks and
 their own and groups effectiveness. Specialization refers to the degree
 to which the overall organizations activity is broken down into
 smaller components.

 job design
 Job Design is the determination of a particular individuals work
 related responsibilities. Job Design involves in determining the level
 of specialization to be incorporated in the work process.


22.  Recruitment and Selection
 Recruitment: Recruitment is the process of finding and attracting
 capable applicants for employment. The process begins when new
 recruits are sought and ends when their applications are submitted.
 The result is a pool of applicants from which new employees are
 selected.
 Selection: Selection is the process of differentiating between
 applicants in order to identify those with a greater likelihood of
 success in a job.

23.  on-the-job training
 On-the-job describes training that is given in a normal working
 situation, using the actual tools, equipment, documents or materials
 that they will use when fully trained. On-the-job training (OJT) is
 one of the best training methods because it is planned, organized, and
 conducted at the employee's worksite. OJT will generally be the
 primary method used for broadening employee skills and
 increasing productivity. It is particularly appropriate for developing
 proficiency skills unique to an employee's job - especially jobs that
 are relatively easy to learn and require locally-owned equipment and
 facilities. Ex: Coaching.
 off-the job training
 Off-the-job training takes place away from normal work situation
 which means that the employee is not regarded as productive worker
 when training is taking place. An advantage of off-the-job training is
 that it allows people to get away from work and totally concentrate on
 the training being given. This is most effective for training concepts
 and ideas. Ex: Seminars and lectures.

24. Matrix organization
 Matrix structure is a hybrid organizational form, containing
 characteristics of both project and functional structures. It is two
 dimensional pattern developed to meet the problems of growing size
 and complexity of undertakings. Matrix organization is any
 organization that employs multiple command structure but also
 related support mechanism and an associated organizational culture
 and behavioral pattern.

25.  organizational chart
 An Organizational chart is a diagrammatical form which shows the
 important aspects of an organization including the major functions
 and their respective relationships, the channels of supervision and the
 relative authority of each employee who is incharge of each respective
 function.

 Span of Control
 Span of Control or Span of Management means the number of people
 effectively managed by a single superior in an organization. It is also
 known as „Span of Supervision‟, „Span of Authority‟ and „Span of
 Responsibility‟. It is very difficult to decide the appropriate span of
 control. It is related to the degree of responsibility exercised by the
 group members.

26.  line and staff organization
 Line and staff organization refer to a
pattern in which staff specialist advice
managers to perform their duties. When the
work of an executive increases, its
performance requires that services of specialist
which he himself cannot provide because of
his limited capabilities on various issues, in
actual practice, how ever. it is difficult to
determining which department are line and
staff.

27.  Functional organization structure
Functional organization structure perhaps, the
most widely used one in medium and large
organizations. this is traditional concept of
originating for creating functional
organization, the basis of department is the
various function to be performed by the
organization.

28.  Divisional organization structure
 Divisional structure, also called profit decentralization by Newman and
others, is built around business units. in this form, the organization divided into
several fairly autonomous units. Each unit relatively self-contained in that it has the
resources to operate independently of other divisions.

 Project organization structure
 Project organization appear like a divisional structure, except that in the
latter, various division are created permanent basis while into he former they
created only for the life time of a project. Where the particular project is completed.
The concerned division may disappear.
 Matrix organization structure
 Matrix organization structure are essentially a violation of unity command
and therefore. Whole classical concepts related top the principle of unity command
are violated. Matrix organization structure is the relation of two-dimensional
structure while emanates directly from two dimension of authority.

29.  Brainstorming
 Brainstorming is a technique stimulates
idea generation for decision-making.
Originally applied by OSBORN in 1938 in an
American company' using the brain to storm
the problem' " a conference technique by
which group attempts to find solution for a
specific problem by amassing all the ideas
spontaneously contributed to the members.

30. CAREER
MANAGEMENT

31. INTRODUCTION
 Organizations now focus on
matching the career needs of
employees with the requirements
of the organization.
 While many organizations still
invest in their employees, they
don‟t offer career security and
they can‟t meet the needs of
everyone in a diverse workforce.

32. WHAT IS A CAREER?
 Definition
 Pattern of work-related experiences
that span the course of a person‟s life.
 Reflects any work, paid or unpaid.
 Broad definition helpful in today‟s
work environment where employees
and organizations have diverse needs.

33. DEFINITION
 “ A Career is a sequence of separate but related
work activities that provides continuity, order
and meaning in a person‟s life”. -
Edwin.B.Flippo
 “A Career is an individually perceived sequence
of attitudes and behaviours associated with work
related experiences and activities over the span of
the person‟s life”. - Douglas.T.Hall

34. TERMS IN CAREER PLANNING
Career Path - A planned progression of jobs within
an organization or in a professional field leading to
the realization of career goals.
Career Goals - Career goals are those dreams turned
into reality by the one who strives for it.
Career planning - Career planning applies the
concepts of strategic planning and marketing to
taking charge of one's professional future.

35. CONTD..
Career Development - In Organizational development, the
study of career development looks at:
 how individuals manage their careers within and between
organizations
 and how organizations structure the career progress of their
members
Career Management - Career Management is a strategic
service that assists in creating a future for the organization
and its employees. This program focuses on developing,
and growing employees for long-term advancement while
supporting organizational strategic goals.

36. CONTD..
Individual versus Organizational
Perspective
 Organizational career
planning – Developing career
ladders, tracking careers, providing
opportunities for development.
 Individual career development
– Helping employees identify their
goals and steps to achieve them.

37. CONTD..
 Career Development versus
Employee Development
 Career development looks at
the long-term career ?
effectiveness and success of
organizational personnel.
 Employee training and
development focuses on
performance in the immediate
or intermediate time frames.

38. WHAT IS A CAREER?
Value for the Organization:
 A long term career focus should increase the
organization‟s effectiveness in managing it‟s
human resources
1. Ensures needed talent will be available.
2. Improves the organization's ability to attract and
retain talented employees.
3. Ensures that minorities and women get opportunities
for growth and development.
4. Reduces employee frustration.
5. Enhances cultural diversity.
6. Promotes organizational goodwill.

39. CONTD..
Value for the Individual
 Individuals‟ external career success is
measured by criteria such as:
 progression up the hierarchy, type of
occupation, long-term commitment, and
income.
 Internal career success is measured
by the meaningfulness of one‟s work
and achievement of personal life
goals.

40. TRADITIONAL CAREER STAGES

41. CONTD..
Exploration (birth to 14 years)
 Includes school and early work
experiences, such as internships.
 Involves:
 trying out different fields
 discovering likes and dislikes
 forming attitudes toward work
and social relationship patterns

42. CONTD..
Establishment (14 yrs – 24yrs)
 Includes:
 search for work
 getting first job
 getting evidence of “success” or “failure”
 Takes time and energy to find a “niche” and to
“make your mark”.

43. CONTD..
Mid-Career ( 24yrs – 45yrs)
 Challenged to remain productive
at work.
 Employee may:
 continue to grow
 plateau (stay competent but not
ambitious)
 deteriorate

44. CONTD..
Late career (45 yrs – 65 yrs)
 Successful “elder states persons” can
enjoy being respected for their
judgment. Good resource for teaching
others.
 Those who have declined may
experience job insecurity.
 Plateauing is expected; life off the job
increases in importance.

45. CONTD..
Decline (Late Stage) (65+ yrs)
 May be most difficult for those
who were most successful at
earlier stages.
 Today‟s longer life spans and legal
protections for older workers open
the possibility for continued work
contributions, either paid or
volunteer.

46. CAREER CHOICES AND
PREFERENCES
Holland Vocational
Preferences
 Model identifies six
vocational themes
 Realistic
 Investigative
 Artistic
 Social
 Enterprising
 Conventional

47. CONTD..
A Career anchor functions in your work life as a way
of organizing experience, it involves identifying
your area of contribution in the long run and
generating criteria for the kinds of work settings in
which you want to function.
The Edgar Schein Anchors
 Personal value clusters determine what is important
to individuals.
 Technical-functional competence
 Managerial competence
 Security-stability

48. CONTD..
 Entrepreneurial creativity
 Autonomy-independence
 Service or Dedication to a cause
 Pure Challenge
 Lifestyle
 Success of person-job match determines
individual‟s fit with the job.

49. CONTD..
Jung and the Myers-Briggs Typologies
 Four personality dimensions:
 Extraversion-Introversion
 Sensing-Intuitive
 Thinking-Feeling
 Judging-Perceiving

50. CAREER DEVELOPMENT
There are four steps involved in a career
development programme. They are:-
 Needs – defining the present system
 Vision – determining new directions and
possibilities
 Action plan – formulation of a strategy
 Results – Maintaining the change

51. CAREER DEVELOPMENT
ACTIONS
 Job Performance
 Exposure
 Resignations
 Change the job
 Career guidance

52. ENHANCING YOUR CAREER
The individual holds primary responsibility for
his/her career. Suggestions on how to do that
are:

53. MENTOR-PROTÉGÉ
RELATIONSHIP
 Mentoring is the process of using specially selected
and trained individuals to provide guidance and
advice which will help to develop the careers of the
'protégés' allocated to them.
 Mentoring is aimed at complementing learning on
the job, which must always be the best way of
acquiring the particular skills and knowledge the job
holder needs.
 The senior employee is the Mentor and the junior
employee is the Protégé.

54. CONTD..
Establishing some basic roles and responsibilities can
ensure a successful mentor-protégé relationship.
- Identify roles the mentor can play to help the protégé
achieve goals.
- Develop an action plan to achieve agreed upon goals.
- Determine level of structure in the relationship.
- Communicate on a regular basis.
- Set milestones to monitor success of reaching goals.
- Set the agenda for each meeting.
- Schedule formal meetings and cancel only when
absolutely necessary.
- Establish guidelines for telephone calls; i.e., calls at
home are or are not acceptable.

55. REQUISITES FOR MENTOR-
PROTÉGÉ RELATIONSHIP
 Collaborative - working on a shared agenda
 Expectant of growth and learning from each other
 Mutually supportive and caring, reciprocal in
acceptance
 Based on a belief that it is worth making time to
cultivate and maintain the relationship
 Positive, openness to learning, each respecting the
dignity of the other
 Goal oriented and problem solving focused,
checking assumptions

56. CONTD..
 Confidential, promoting a low-risk climate for
trying new ideas and risking mistakes for the sake of
learning
 Developmental, evolving and changing over time as
the protégé grows professionally
 Open to assistance from other colleagues outside of
the mentor-protégé pair
 Professional, oriented to continually improving the
practice of teaching and the learning of students
 Reflective, self-assessing, analyzing & evaluating.

57. CONTD..
 The sound mentor-protégé relationships
help the protégés to develop at a faster
rate in a right direction. They minimize
the management‟s responsibility in HR
development.

58. BUSINESS COMMUNICATION

59. COMMUNICATION IN
BUSINESS
 Communication is the ability of mankind to
interact across barriers and beyond
boundaries that has ushered the progress of
mankind. It brings out many images in one‟s
mind. It could be a process, a concept, a
network, a technique, or a form of
entertainment.
 Communication is the process that links
discontinuous parts of the living world. It is
the human interchange of facts and opinions.

60. CONTD..
 Business communication is defined as the process
of transmission of information within the business
environment. Communication must be simple,
clear and meaningful. These qualities of
communication directly influences the success of
business.
 For people at all organisational levels, all
functional areas, for all workers, good
communicative power is a must. Communication
in business includes all contacts made both inside
and outside the organisation.

61. DEFINITION OF COMMUNICATION
“Communication is the process by which
information is transmitted between
individuals and / or organisations so that an
understanding response results”.
- Peter Little
“Communication is an exchange of facts,
ideas, opinions, or emotions by two or more
persons”.
- W.H.Newman & C.F.Summer

62. THE MESSAGE THE MEDIUM
ROLE OF ICT BUSINESS COMMUNICATION VALUE
TO WHOM BARRIERS

63. BUSINESS COMMUNICATION AS
A SYSTEM
 A system is a set of interacting, interrelated, or
interdependent elements forming a complex
whole. For ex: The human body is regarded as a
functional physiological unit.
 A business communication system consists of the
various business activities like production, sales,
marketing, etc., which form the business
organisation as a whole. With the advent of
technology today, these business activities need to
be faster and quicker to generate more business
through proper communication.

64. OBJECTIVES OF
COMMUNICATION
The objectives and functions of communication are
interrelated. Communication is largely goal
oriented. The activities of any organisation require
both people within and people outside to act,
interact, exchange and get across to each other so
that the objectives are accomplished in an effective
manner. Any organisation would ensure that its
objectives are achieved with the optimum
utilisation of resources like time, money and
effort.

65. CONTD..
The objectives of business communication includes :
- to inform
- to educate
- to motivate
- to integrate
- to relate
- to promote
- to entertain
- to suggest
- to facilitate decision-making
The objectives of communication would cover various
functions -planning, staffing, coordinating, directing and
controlling of the organisation.

66. CLASSIFYING BUSINESS
COMMUNICATION
Business communication is classified into two
broad areas, namely:
Internal communication is communication within
organisation. Effective internal communication is
seen while,
- communicating with superiors,
- communicating with subordinates,
- communicating between departments and
- communicating with colleagues.

67. CONTD..
External communication is communication with
external agencies, both government and private.
Effective external communication is seen while,
- dealing with government agencies and
departments,
- interacting with customers,
- dealing with the public,
- communicating with the press and
- handling suppliers.

68. BARRIERS TO
COMMUNICATION
Business communication is especially more prone
to misunderstandings, because the message is
complex, conditions are difficult and psychological
and social differences often separate the sender
and the receiver. The more complex the situation
the more are the barriers. Problems of
communication directly retard the success of
managers in the performance of their functions. If
the massages are poorly transmitted management
cannot plan or control activities properly.

69. CONTD..
Communication Barriers are classified into
4 types:
(i) Physical barriers
(ii) Semantic barriers
(iii) Psychological and Physiological
barriers and
(iv) Other barriers.

70. TYPES OF BARRIERS TO
COMMUNICATION
BARRIERS TO COMMUNICATION
PSYCHOLOGICAL
PHYSICAL SEMANTIC & OTHER
BARRIERS BARRIERS PHYSIOLOGICAL BARRIERS
BARRIERS

71. PHYSICAL BARRIERS
These relate to defects in the system. These are
easily removed by minimum effort. They may be
- Source
- Distance
- Time
- Physical noise
- Source of the communication
- Defects in the medium.

72. SEMANTIC BARRIERS
These relate to the language usage. It is not
very easy to do away with these barriers.
They may be
- Bad expressions
- Inaccurate translations
- Semantics
- Words having different connotations.

73. PSYCHOLOGICAL AND
PHYSIOLOGICAL BARRIERS
These barriers relate to the mind and to the
body. They may be
- Inattention
- Unclarified and vague assumptions
- Distrust
- Sloppiness
- Premature evaluation
- Fear

74. CONTD..
- Emotions
- Closed mind
- Status consciousness
- Poor retention
- Poor communication skills
- State of health
- Defensiveness
- Self-centered attitudes.

75. OTHER BARRIERS
The other barriers may include,
- Lack of common knowledge
- Unsolicited communication
- Over communication
- Politics
- Technical jargon.

76. GENERAL BARRIERS OF
COMMUNICATION
 Language
 Technical content
 Not recognising the receiver‟s need
 Inadequate feedback
 Emotional interference (anger, frustration, etc.,)
 Degree of knowledge and expertise of both sender &
receiver
 Quantity of information
 Inappropriate medium
 Lack of trust/honesty
 Cultural differences
 Poor listening skills

77. COMMUNICATION
PROCESS IN BUSINESS
CHANGES
IN FINANCE DEPT E-MAIL
PAYMENT
SYSTEMS
SENDER CHANNEL MESSAGE RECEVIER
FEED BACK

78. CONTD..
Communication is a five-step process. The sender
has an idea, the idea becomes a message, the
message is transmitted, the receiver gets the
message, the receiver reacts and sends feedback..
There are certain elements in the process which
include :
(i) SOURCE OR SENDER : initiates the process
of communication. He is the person desirous of
passing on some information.
(ii) ENCODE : The message, which is sent needs
to be encoded.

79. CONTD..
(iii) MEDIUM : The medium which is used to
transmit the message.
(iv) DECODE : The encoded message has to be
decoded by the receiver.
(v) RECEIVER : The receiver attends to the
message and decodes the symbols into
understandable information.
(vi) FEEDBACK : The feedback is the response of
the receiver.
Communication is complete and effective only
when the receiver correctly comprehends the
purpose of the message and uses it or acts upon it
as envisaged by the sender.

80. METHODS/CHANNELS OF
COMMUNICATION
METHODS OF COMMUNICATION
ORAL NON- VERBAL VISUAL AUDIO SILENCE WRITTEN
VISUAL
TALKS,SPEECHES, FACIAL EXPRESSIONS, LETTERS,
DISCUSSIONS, EYE CONTACT, MEMOS, NOTES,
MEETINGS, VOCAL CIRCULARS,
SEMINARS, CHARACTERISTICS, REPRESENTATIONS,
COUNSELLING, GESTURES & POSTURES, REPORTS,
INTERFACE, PERSONAL BROCHURES,
TELEPHONE, APPEARANCE, BOOKS,TELEX,
MICROPHONE, USE OF TIME, FAX, MAIL,
LOUDSPEAKER, USE OF SPACE, COURIER, E-MAIL,
AMPLIFIER,RADIO, TOUCH, SILENCE. TELEGRAM,
TAPERECORDER. ATTIRE, SMILE PHOTOCOPIER.
BEHAVIOUR

81. CONTD..
The methods or the channels of communication
appropriately chosen in the communication
process adds to the efficiency and reliability of the
message. The choice of the channel would be
influenced by factors like availability, cost,
urgency and reliability. The various methods or
the channels of communication are:
(i) ORAL COMMUNICATION : It takes the form
of sound and words. Direct person-to-person
communication plays a very useful role in any
organisation. It works well in small groups.

82. CONTD..
(ii) WRITTEN COMMUNICATION : It reaches
across vast geographic areas and target audience ,
distributed around the world. It can be recorded
and preserved for constant and future use. It is
less interactive compared to oral communication.
(iii) NON-VERBAL COMMUNICATION : It is
neither oral or written. It thrives on observation.
It is used to regulate the flow of conversation in
the meeting.

83. CONTD..
(iv) VISUAL COMMUNICATION : It is
effected through pictures, graphs and
charts, as well as through symbols and
signs. In business communication, these are
used to illustrate, highlight and focus
attention.
(v) AUDIO-VISUAL COMMUNICATION
: It involves demonstration and
presentations through audio-visual aids like
multimedia. It is useful in fostering
learning.

84. CONTD..
(vi) SILENCE : It may convey a form of
punishment. It may express anger or
atonement. It can be deliberate or
unintentional.
Each of these methods of communication
has its own distinguishing features in terms
of speed, reliability, cost, reach, merits and
demerits. It is necessary to clearly
appreciate these methods in dealing with
people and situations in any organisation.

85. TYPES OF COMMUNICATION
Communication can be categorised into
different types depending upon the level at
which it takes place, the direction it takes,
or by its very nature. Some of the common
types of communication are :
- Personal Communication
- Business Communication
- Internal Communication
- External Communication

86. CONTD..
- Upward Communication
- Downward Communication
- Formal Communication
- Informal Communication
- Mass Communication
- Global Communication
- Lateral Communication
- Interactive Communication
- Social Communication
- Grapevine

87. PERSONAL COMMUNICATION
Personal Communication concerns
communication that takes place between
any two individuals, be it in a family, group,
community or even an organisation. It is
private in nature and there is nothing
official about it.
It can take the form of personal letters,
personal telephone calls, conversations, one-
to-one meetings or e-mail messages.

88. BUSINESS COMMUNICATION
Business Communication takes place among
business entities, in markets and market places,
within organisations and between various groups
of employees, owners and employees, buyers and
sellers, service providers and customers, sales
persons and prospects and also between people
within the organisation and press persons.
Done with care, such communication can promote
business interests. Verbal, Non-verbal and
Written communication is a prerequisite for
organisational and business related success.

89. INTERNAL COMMUNICATION
Internal communication takes place within the
organisation or group- among different groups of
employees and between employers and employees.
It could be oral or written, visual or audio-visual,
formal or informal, and upward or downward.
The issues that internal communication addresses
are knowledge, skills, goal orientation, sharing of
corporate concerns, review and monitoring,
performance appraisal, counseling and training.

90. EXTERNAL COMMUNICATION
External communication addresses people outside
the organisation, like the prospective customers,
competitors, public, press, media and the
Government.
It may be letters, notices, brochures, business
meetings, demonstrations, telephone calls, press
releases, press conferences, audio-visual
presentations, publicity films, product launch
events and advertisements.

91. UPWARDCOMMUNICATION
Upward communication is one which moves
upward, i.e., from bottom to top levels in the
hierarchy. Large organisations have different
hierarchical levels or tiers. The process of
communication to be complete and effective,
should encompass all these levels and tiers.
It may be employee suggestions, market reports,
performance reports, feedback on new products
and requests for facilities or instructions.

92. DOWNWARD
COMMUNICATION
Downward communication moves from top
to bottom levels in the hierarchy, i.e., from
the CEO downwards.
It may include corporate goals, business
priorities, motivational letters, work related
instructions, newsletters, letters from the
CEO/GM‟s desk.

93. FORMAL COMMUNICATION
Formal communication generally follows a well-
defined hierarchical pattern and periodicity.
Memos, circulars, instructions, guidelines,
clarifications, agreements and reports are some of
the channels that facilitate formal communication.
It may be staff meetings, union-management
meetings, branch managers‟ conferences,
periodical sales review meetings and customer
meets.

94. INFORMAL COMMUNICATION
Informal communication takes place in an
unstructured manner and outside the
formal forums. It works well in smaller,
loosely knit organisations. It is used more
often in situations where there are no rigid
hierarchical tiers.
Informal communication takes place
through chats, conversations and informal
talks.

95. MASS COMMUNICATION
Mass communication addresses a vast, well spread
out heterogeneous group of people. Special efforts
will have to be made to sustain their interest and
achieve the desired response. Its other branches
are public relations, advertising and publicity,
journalism and digital media.
Public speaking, newspapers, magazines and
journals, radio, television, dotcoms, etc., are
channels of mass communication.

96. GLOBAL COMMUNICATION
Global communication is the process of
transmitting and receiving information on a
world-wide scale. It gives us an eyewitness view of
events in most remotest locations. It is a global
process in which knowledge, values and ethics,
aesthetics and lifestyles are exchanged. The
evolution of global communication can be linked
closely to the evolution of technology.
Mobile phones, internet and communications
satellite are the channels of global communication.

97. LATERAL COMMUNICATION
Lateral communication is neither upward
nor downward. It proceeds in an horizontal
manner and takes place among equals and
at peer level. There is no hierarchical level
difference in this communication.
Any communication that takes place, orally
or in writing, from one branch head to the
other, from one group head to the other
may be described as lateral communication.

98. INTERACTIVE
COMMUNICATION
Interactive communication is essentially a two-
way process. It is most appropriate when the
message or subject is to be presented at length,
e.g., in practical sessions, case study discussions
and strategy formulation.
It takes place through meetings, conferences,
teleconferencing, multimedia presentations, group
discussions and other active two-way exchanges.

99. SOCIAL COMMUNICATION
Social communication is a type of communication
that explores the ways information can be
perceived, transmitted and understood, and the
impact those ways will have on a society. It brings
about social change by an innovative and effective
participatory communication strategy. It
envisages increasingly horizontal communication
allowing people to communicate with each other
easily and inexpensively.
Through channels such as community radio, video
collectives, popular theatre, and ICTs, social
change gains strength.

100. GRAPEVINE
Grapevine is a kind of informal communication
that prevails in organizations and businesses. The
„Grapevine‟ is so-called , as, it follows no set lines
and no set direction. It spreads by way of gossip
and rumours. It travels through informal
networks and quite often travels faster than the
formal messages.
It may not always be possible to control the
grapevine, but, nevertheless, an able
communicator knows how to influence it.

101. PATTERNS OF GRAPEVINE
Prof. Keith Davis has identified four
patterns of grapevine :
(i) single strand : This involves the passing
of information through a long line of
persons right till the ultimate recipient.
(ii) Gossip : This pattern is like a wheel
where „A‟ is at the centre and passes
information to others along the spokes.

102. CONTD..
(iii) Probability : An individual transmits
message to others in a random manner.
(iv) Cluster : An individual telling the
message to clusters of people. They, in turn,
transmit information to other individuals or
clusters.

103. FACTORS FACILITATING
COMMUNICATION
The factors that facilitate communication
are :
- The message to be conveyed should be a
new one ;
- It should be interesting to read ;
- It should be relevant ;
- It should be understandable ; and
- It should be concise and memorable.

104. IMPORTANCE OF BUSINESS
COMMUNICATION
 Managing complexity all around
 Managing a big organisation
 Better understanding and cooperation can take place
 Profitability increases
 No more cohesion in the organisation
 Image of the company improves
 Opportunities available in the market can be known easily
 Employee turnover is less
 Dissemination and collection of information is easier
 Customer interaction is better

105. ATTRIBUTES OF
COMMUNICATION
 Communication is a two-way process
 Communication is a dynamic process
 Communication is both an interaction and
transaction
 Communication can be intentional or
unintentional
 Communication is systematic and
continuous.

106. ESSENTIALS FOR EFFECTIVE
COMMUNICATION
Effective communication calls for coordinated
efforts. It is necessary to understand the essentials
of good communication and work towards
achieving them. They are :
 Be clear about the purpose
 Understand the process of communication
 Be clear about the target audience
 Develop good communication skills
 Be well informed

107. CONTD..
 Plan your communication
 Be positive in approach
 Be sincere, don‟t manipulate
 Be consistent
 Appreciate the time factor
 Use proper modes and channels
 Be cost conscious
 Obtain feedback

108. MANAGEMENT AND
COMMUNICATION
Communication is not and end in itself. It is a
means - and a very effective means - for the
solution of managerial problems for the
attainment of managerial objectives. The various
uses of communication by management are :
 Use of communication in employee participation –
Getting the attention, interest and involvement of
the employees.
 Use of communication in administering change –
The necessity for change in a business enterprise
and the employees‟ resistance to change.

109. CONTD..
 Use of communication in crises – To some typical
crises that afflict business enterprises
communication can be applied to remove
misunderstanding or correct misinterpretation.
 Use of communication in strikes – By careful and
continuous communication, strikes can be
avoided. A strike is an economic warfare and it
requires courageous leadership, projected overtly
through sincere and forthright leadership.

110. CONTD..
 Management philosophy and practice in the area
of Risk-taking communication – „Where there is
no risk, there is no progress‟ for any business
concern. Businessmen must accept the risk in risk-
taking communication and have a free discussion
with the employees.
 Long-term communication planning – Thinking
ahead in the communication field is increasing
importance of planning in business enterprises.
The employee-employer communication should be
healthy.

111. CONTD..
A mature manager should get his
communication on target, by using the most
appropriate method of communication. He
should harness his communication to move
forward the short and long-term objectives
of the business to enhance the welfare of the
employees – management by
communication.

112. MOTIVATION
 Motivation is to inspire people to work, individually or in groups in the
ways such as to produce best results. It is the will to act. It is the
willingness to exert high levels of effort towards organizational goals,
conditioned by the efforts and ability to satisfy some individual need.
 Motivation is getting somebody to do something because they want to do it.
It was once assumed that motivation had to be injected from outside, but it
is now understood that everyone is motivated by several differing forces.

113.  Theories of Motivation
 1) Contribution of Robert Owen :
 2) Jeremy Bentham‟s “The Carrot and the Stick Approach” :
 3) Abraham Maslow‟s “Need Hierarchy Theory” :
 4) “Theory X and Theory Y” of Douglas McGregor
 5) Contribution of Rensis Likert :

114.  leader
 Leader is one who makes his subordinates to do willingly what he
 wants. The efforts of subordinates are to be channelised in the right
 direction by him.

 Leadership
 Leadership is the process of influencing the behaviour of others
 towards the accomplishment of goals in a givens situations.
 Leadership is the art of process of influencing people so that they will
 strive willingly towards the achievement of group goals.

 List the few leadership theories
 Few leadership theories include:
 The Michigan studies
 The Ohio state university studies and
 The Managerial grid.

115.  Qualities of Good leader
 They identify themselves as change agents.
 They are courageous.
 They believe in people.
 They are value driven.
 They are life long learners.
 They have the ability to deal with complexity,
ambiguity and uncertainty.
 They are visionaries.

116.  The theories of leadership
 Trait theories of leadership-behavioral theories of leadership-group & exchange
theories-contingency theory-path goal theory of leadership-social learning approach
 The dimensions of political behavior
 Scape- goating others-sabotage-manipulation- of information-build bad image on
others
 Path-goal leadership theory
 Directive leadership-supportive leadership-achievement oriented leadership.
 State house path goal approach
 Leaders are effective because of the influence on followers
 motivation ability to perform and their satisfaction. This path goal is
 employed because the leader setup clear guidance through which the
 subordinates can achieve goals.

117.  leadership styles:
The various leadership styles include:
 Autocratic leadership
 Democratic leadership and
 Laissez-faire leadership.

118. 5.CONTROLLING
 Control
 Control is a process that guides activity towards some predetermined
 goals.

 Define control.
 According to Koontz, “Controlling is the measurement and correction
 of performance in order to make sure that enterprise objectives and
 the plans devised to attain them are accomplished”.



119.  The characteristics of control
The characteristics of Control is:
 Universal
 Continuous process
 Action-based and
 Looking Back.

 Need of control in the organization
 Need for control include:
 Control can minimize the mistakes
 It discovers the deviation in the management and
 It minimizes dishonest behaviour of employees

120.  Give some critical point standards of control
 Cost Standards
 Revenue standards
 Goal standards
 Program standards
Types of control
 Feedback control
 Concurrent control
 Feed forward control

121.  Traditional techniques of control
 The traditional techniques of control are:
 Personal observation
 Break Even Analysis
 Statistical Report and
 Budgetary control.

 Modern techniques of control
 The modern techniques of control:
 Management Audit
 Return on Investment
 PERT & CPM and
 MIS.

122. CULTURE
 The types of culture
 Quinn and McGrath classified organization culture into four basic
purposes. Depending on the nature of transaction that take place between
individuals or groups of individuals in organizations.
 Market culture
 Adhocracy
 Clan culture
 Hierarchal culture

123. ORGANISATIONAL CHANGE
 Organizational change is a complex process, which involves various stages.
These stages must follow a certain sequence. The sequences of stages in
which the charge process must take place are listed below.
 Problem recognition, identifying the causes, implementing the
change, Generating motivation for change, managing the transition
state,supporting the change, evaluating the change .

124. PRODUCTIVITY
 PRODUCTIVITY IS THE PROCESS OF
OUTPUT WITH THE INPUT
 PRO: OUTPUT/INPUT

125.  Budget.
 According to Jfred Meston “A budget is the expression of a
 firm‟s plan in financial form for a period of time in to the
 future”.
 Budgetary Control.
 According to J.Batty “A system which uses budgets as a means
 of planning and controlling all aspects of producing and selling
 commodities and services".

 Classifications of budget
 Functional classification
 Time classification
 Activity level.

126. MIS
A system of obtaining, abstracting, storing and
analyzing the data to produce information and
to use in planning, controlling nd decision-
making by managers at the time they can most
effectively use it.

127. THE END