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BRBCOID196 / Ver0 / Dec2009

INDEXManagerial Soft SkillsChapterContentsPage No.

1. Leadership and Team Building3-20

2. Transactional Analysis 21-25

3. Communication Skills26-37

4. Change Management38-43

5. Motivation44-59

6. Stress Management60-67

7. Conflict Management68-71

8. Emotional Intelligence72-77

9. Time Management78-81

CHAPTER 1LEADERSHIP AND TEAM BUILDING1.0 General.

In the present competitive era, it is required to drive BSNL most efficiently and result-oriented. The need of the hour is that every one must possess the right attitude and skills- leadership and team building being very important ones to continuously motivate self and subordinate/employees to create positive enthusiasm, and attitude for the esteemed customer. It is BSNLs vision to have the largest subscriber base and become the number one telecom service provider in the country.

Someone has rightly said that Any nation/organization/family is of the people; derives its strength from the people; its interest lies in the people that served by the people; it grows with the people and sustained through the people, for the people for ultimate goal harmony and happiness to the people.

2.0 Objective

Leadership and team building is a training course that is both challenging and practical. We aim to teach the fundamental 'people management skills' in a positive and constructive environment. It has been designed to understand the basic fundamentals of strategy and motivation in team building. You will benefit by learning tips and techniques that will increase your competence and confidence when managing, influencing and leading teams and individuals.

This course guides you to increase work effectiveness and productivity, achieve greater control of your daily activities and overcome work stress.

One of your main responsibilities, as a manager or supervisor, is to analyze the strengths and weaknesses of your team in relation to its goals and to provide the motivation and skills to achieve those goals. This course will help you to improve the direction, motivation and goal achievement of your team. The subjects covered will include:

analyzing your leadership style

developing leader

role of a leader

Leadership traits

Are you a leader or a manager?

Leadership styles Theories of leadership Team work, leadership and team building

creating a team identity

Case study

Analyzing Leadership styles

By analyzing leadership style executives are able to see its impact on the team and how the team may react to you in different situations. Learning how to adapt their style and actions to become more situational will enable executives to focus their leadership more effectively.

Most large organizations these days take a competency-based approach to leadership. They look at what good leaders action do, and distil this behavior to a list of competencies - a fancy name for skills and practices. Posner, identify five key leadership behaviors, which they call:

1. Challenge the process

2. Inspire shared vision

3. Enable others to act

4. Model the way

5. Encourage the heart

Challenge the Process means always wanting to find a better way. Its about having a deep commitment to the idea of continuous improvement.

Inspiring a shared vision means having a very clear view of where you want to go.

Enabling others to act means not only creating the kind of intense loyalty, which Richard Branson can inspire in his staff, but also making sure that people have the skills to act in pursuit of the vision. Kevin Newman set up the very successful telephone bank first Direct. He avoided taking decisions as much as possible. He said as chief executive, my job is to teach other people how to make the decisions.Modeling the Way is perhaps the most interesting leadership behavior. Essentially it means practicing what you preach. True leaders make a company successful over the long term. Their comments on leadership make interesting reading. According to their research, leaders do not have to be charismatic, leading from the front, sparkling with quick wit and ready repartee: but they do have to have a set of values they really believe in and which they demonstrate by their actions dozens of times every day. Building trust and credibility is the ultimate leadership challenge.

Encouraging the Heart means giving the praise and encouragement people need to keep going. William James, often described as the father of modern psychology, once said. The deepest human craving is the need to be appreciated. When Rotary Watches won an industry award for one of its products, MD Robert Dreyfus sent every member of staff a personal thank you letter with a $50 note in it. People still talk about it in Rotary and the interesting thing is this - what they talk about most is not the money, but the personal letter, which went with it.

Most in house leadership competency frameworks are elaborations on these five themes. The whole point of having leadership competencies is so that people live them, and since the human brain can not handle more than six or seven chunks of information in one go, less is better than more.

Developing leaders:

Leadership Framework Be, Know, & Do

If you are a leader that can be trusted, then the people around you will learn to respect you. To be a good leader, there are things that you must be, know, and do. These fall under the Leadership Framework.

Knowing what you expect of leaders is one thing, getting them to do it is quite another. How do organizations go about developing leaders? Will sending them off for couple of days leadership skills training do the trick. Probably not.

Most decent leadership development programs have four main elements.

a. The first is same kind of 360 degree feedback exercise.

b. The second element is some kind of event-based training, aimed at developing these leadership competencies.

c. The third element is coaching, which can be provided either internally or externally. Internally it may come under the guise of mentoring; externally it may be provided by a consultant.

d. The fourth element, which is gaining popularity as part of a leadership development program, is projects. As a result of taking part in some kind of leadership development program, participants are expected to deliver on some project - individually or in groups - which has a measurable benefit to the business. The projects, together with a rerun of the 360-degree feedback exercise, provide tangible evidence that the person has enhanced their leadership capabilities.

Leader Who?

- One who inspires confidence and support among the people who are needed to achieve organizational Goals.

- Exercises influential increment over and above mechanical compliance with directions and orders

- Inspires, persuades, coordinates and leads.

- Leadership is the exercise in given situation. It is function of the leader, follower and situational variables.

L= F (l,f,s),where L is leadership,l-leader,f-lollower and s-situation.

Roles of a leader

Guiding peoples: he acts as a fried, philosopher and guides to his follower. Leader provides advice and council and uses his power in guiding and directing in the interest of group.

Team Builder: Leader acts as a captain of his team. He convinces people in the goals and plans of the group and win the confidence and cooperation of his follower. He is always in touch with the people to nurture team work.

Maintaining discipline: Discipline is the force that prompts individuals to observe rules regulations and procedures which are necessary for the attainment of objectives. He makes less use of penalties and focuses more on self discipline or voluntary restraint.

Beside these the leader acts as a Spokesperson, Negotiator, Coach, Team Player, Technical problem Solver, Entrepreneur, morale builder, etc.

Leadership Traits A few

Charisma, Enthusiasm, self confidence extroversion, Outward ness), Assertiveness (Type of +ve ness), Emotional stability, sense of humor, warmth, high tolerance for frustration, Self awareness & objectivity, Initiative, Empathy (Fellow feeling), internal locus of control, courage & SO ON

Satisfactions for Leader

Power & prestige, Chance to help others, Higher Income, Respect & status, Control over resources, Opportunities for Advancement, More well-informed

Dissatisfactions for leader

Uncompensated overtime work, Less Authority, More responsibility, Less time for own affairs, Loneliness, Too many headaches, Too many peoples Problems, Pursuit of Conflicting Goals, Organizational Politics

Leadership and Bossism compared

BossLeader

1The boss depends on authority1The leader depends on goodwill

2The boss drives the employee.2The leader inspires the employee

3The boss says, I3The leader says, We.

4The boss shows who is wrong4 The leader shows what is wrong

5The boss evokes fear5The leader radiates love.

6The boss fixes the blame for the breakdown6The leader fixes the breakdown

7The boss knows how it is done7The leader knows how to do it

8The boss orders, Go8The leader says, Lets go

9The boss demands respect.9The leader commands respect.

10The boss uses negative approach never mind what you think,do it my way.10The leader uses positive approach we will work it out together, what you will suggest.

11Accomplishes work at the expense of employee.11Accomplishes work and developsf employee.

So ,BE A LEADER -NOT A BOSS

Are you a leader or a manager?

Quite often leading and managing are considered as the synonymous terms but in reality there are several differences between leadership and management.

A leader need not be a manager but manager must have many of the good qualities of leader.

The leadership differs from management in terms of relationship, source of influence, sanctions used, basis of following, accountability and functions.

The manager Do things right, direct operations, Enforce policies and rules, Design procedures and tasks, Control results and Foster stability.

As per Woods & King (1996), the manager Do the right things, Monitor guest expectations, Communicate vision and values, Manage systems and processes, Support people, engage in continuous improvement

Managers respond with a variation of If they do not know what the goals of this outfit are by now, they do not belong in their jobs.

Managers are Sincere in their belief that their subordinates are doing their best, managers frequently look for substandard performance elsewhere.

The manager considering people in relation to the group has to secure the motivation and integration of the group as a whole.

Manager can obtain only average and ordinary performance from employees. With leadership he can arouse cooperation and compliance beyond normal call of duty. The managerial behavior contains an element of leadership. It is therefore very difficult to segregate precisely management and leadership. A manager is evaluated for formal goal accomplishment as well as for informal and personal satisfaction of the employee. The concept of managerial leadership suggests the need for bringing together the managerial and leadership role for organizational effectiveness and human satisfaction.

Middle managers must attempt to define the following:

1. The scope of their multiple relationships within the organizational structure as well as the specific people to whom they must relate.

2. The playing coach role.

3. The bilingual task of translating goals to action and action to measurement.

4. The implications of having full responsibility while holding limited authority.

5. The Political environment in which they have to survive from a position of limited power and great vulnerability.

Just as companies formulate corporate strategy by matching their resources to their environment, so can middle managers formulate their job strategies- they can identify their total organizational environment and match these with their strengths and weaknesses as well as their personal values?

Looking at their jobs in strategic terms should help them face varied daily challenges, overcome frustrations, and develop consistent patterns of behavior. Obviously, a job strategy should be not a ceremonial proclamation but, instead, a plan of action that middle manages carries with them to guide them in their daily actions.

A managerial record, like a judicial one, is established through the cumulative impact of a serious decision, many of which set precedents. If these decisions can be related not only to the specific demands of each separate issue but also to an overall philosophy and master plan, their internal consistency and cumulative impact will establish a strong and cohesive organizational fabric. This is the landmark of an effective and successful manager.

Leader and being a manager is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.

Distinction between leader and a manager

Subject

Leader

Manager

Essence ChangeStability

Focus Leading peopleManaging work

Have FollowersSubordinates

Horizon Long-termShort-term

Appeal to Heart Head

Approach Sets directionPlans detail

Seeks Vision Objectives

Power Personal charismaFormal authority

Style Transformational Transactional

PersuasionSellTell

Decision FacilitatesMakes

Exchange Excitement for workMoney for work

Rules BreaksMakes

Wants AchievementResults

Risk TakesMinimizes

Conflict UsesAvoids

Concern What is rightBeing right

Credit Gives Takes

BlameTakes Blames

DirectionNew roads Existing roads

Leadership Styles

The behavior pattern exhibited by a leader while influencing the follower is known as leadership styles. Leadership styles can be broadly classified in to three categories. Autocratic leadership, Participative(Consultative) Leadership & Free-rein (leissez-faire) Leadership.

1. Autocratic leadership: an autocratic leader exercises complete control over the subordinates. It permits quick decision making. It provides strong motivation and satisfaction to the leader who dictate terms. This style yield positive results when great speed is required.It leads to frustration,low morale and conflict among subordinates.

2. Participative (Consultative) Leadership

It decentralizes authority and allows the subordinates to share his power. Workers feel ownership of the firm. The sharing of ideas and experiences within the business greatly motivational and develops positive attitude .It Can delay decision making.

3. Free-rein (leissez-faire) Leadership.

Let it be the leadership responsibilities are shared by all i.e complete delegation of authority to take decision. This can be very useful in businesses where creative ideas are important. It is highly motivational as people have control over their working life. It relies on good team work and good interpersonal relations

Rensis Likert of university of Michigan USA has developed continuum of four system of management which is known as Likerts four management system.

System 1:-Exploitative Autocratic-All work related decisions are taken by the manager and order their subordinates to carry out the decision. Such managers believe in threats and punishments to get the things done. They exercise strict supervision and control over the subordinates.

System 2:- Benevolent autocratic- they adopt a paternalistic approach. Paternalistic leader makes decision but may consult with subordinates.

They allow some freedom to subordinates to carry out their tasks within prescribed limit but the subordinates who do not carry out their tasks are treated harshly. Thus, carrot and Stick approach of motivation is adopted under this system

System 3: Consultative: process of consultation before decisions are taken.System 4: Democratic- Encourages decision making from different perspectives leadership may be emphasised throughout the organisation

Theories of Leadership

1. Trait theory: According to trait theory leadership is the function of personal qualities of leader. The qualities include physical, intellectual, moral and social traits. This theory is called Great Man Theory because it is based on the set of traits which are common to great man.

2. Behavioural theory: behavioural theory suggests that success in leadership depends upon suitable leadership behaviour. The Michigan studies, Ohio studies, the managerial grid, are the main behavioural model of leadership. Imply that leaders can be trained focus on the way of doing things

Structure based behavioural theories - focus on the leader instituting structures and are task orientated

Relationship based behavioural theories focus on the development and maintenance of relationships process orientated

3. Contingency Theory:

Leadership as being more flexible different leadership styles used at different times depending on the circumstance. As per this theory leaders effectiveness depends upon the situational variables. These variables are

(a) leaders position power (b) leader-member relationship (c) Task structure.

Leadership may depend on: Type of staff, History of the business, Culture of the business, Quality of the relationships, Nature of the changes needed, accepted norms within the institution etc

Invitational Leadership:

Improving the atmosphere and message sent out by the organisation. It Focus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internally And review internal processes to reduce these.

It builds sense of belonging and identity with the organisation which gets communicated to customers, etc.

4. Transactional Theories:

It Focus on the management of the organisation, Focus on procedures and efficiency and working to rules and contracts. It helps in Managing current issues and problems

Charismatic Leadership Traits

"Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint."

Lewis H. Lapham.Charismatic leaders are Master of communication skills with high energy & action Orientation. There is minimum internal conflict

Developing Charismatic Leadership

1. Create Vision for others 2.Be Enthusiastic, optimistic and energetic

3. Be candid (Blunt) 4.Be dramatic and Unique

5. Be sensibly persistent 5.Be warm, Humanistic & Positive

Some leadership Quotes

Quotes on leadership are the proverbial words of wisdom. They give you new direction, provide a strategy, supply a new line of thought, and positively motivate you to achieve something. If used at the right time in the right way, you will be able to make great impact on your audience or team.

"The best example of leadership is leadership by example."

Jerry McClain of Seattle, WA"Leadership is practiced not so much in words as in attitude and in actions." Harold Geneen"You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do." Eleanor Roosevelt

"Not everything that is faced can be changed. But nothing can be changed until it is faced." James Baldwin"People ask the difference between a leader and a boss. . . The leader works in the open, and the boss in covert. The leader leads, and the boss drives." Theodore Roosevelt

"When the effective leader is finished with his work, the people say it happened naturally." Lao Tse"Lead and inspire people. Don't try to manage and manipulate people. Inventories can be managed but people must be lead." Ross Perot

"We must become the change we want to see." Mahatma Gandhi

"Nearly all men can stand adversity, but if you want to test a man's character, give him power." Abraham Lincoln

"The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet." - Theodore M. Hesburgh

"I not only use all the brains that I have, but all that I can borrow."

Woodrow Wilson

Conclusions:

A true leader is successful when he is able to formulate goals and objectives for himself and his team. If you are certain about the goal you wish to achieve, you will also have the vision to plan contingencies for the problems you may face on your quest. Successful leaders believe in augmenting their skills with that of the others. By himself, he may not have the skills or knowledge to do something. However, by working in tandem with other people, he not only gets new work done, but also ends up supplementing his own knowledge and information.

TEAM Building

Teamwork is the ability to work together towards a common vision. The ability to direct individual does accomplishment toward organizational objectives.

It is team-work that allows common people to attain uncommon results.In any organization to ensure that the required tasks are continuously achieved employees of the organization are required to work in different groups. The people in the groups are required to work as a team. This way many groups and teams are formed in a large organization. Ideally speaking together all the employees are required to work as a team to achieve the goals and objectives of the organization. Responsibilities are shared individually and as a team to achieve the goals and objectives of the organization. We need team working for individual and organizational success.

DEFINITION OF TEAM:

TOGETHER EVERYONE ACHIEVES MOREA team is a group that shares, and says that is shares a common purpose and recognizes that it needs the efforts of every one of its members to achieve this. Need for teamwork

In BSNL many teams works simultaneously e.g. Team of External Plant, Team of Switch Room, installation, route maintenance etc. If entire team performs in excellent manner, the goals are easily achieved. A team is developed when ever people have to work together to produce good results. A team is capable of accomplishing much more than the sum total of individuals together to produce results.

Teamwork is stimulating; it encourages members to put in greater efforts and helps them to give their best.

Pieces fit together without distortion and together produce some overall pattern.

TEAM BUILDING

1. TEAM works everywhere. 2. TEAM shows the customer that you care

3. TEAM builds confidence in you. 4. TEAM instills confidence in your customer

5. TEAM brings up SYNERGY

EVERY TEAM NEEDS A GOOD LEADER

Qualities of a successful Team Leader

Know your subordinates and treat them as human

Make no favors, dont bear grudges

Be approachable, you listen and when you tell they listen

You keep your words and you are honest

Be fair to your subordinates and organization

You work hard so your subordinates do not mind you expecting the best from them

One has to improvise his style to suit his work and the type of team he has to work with

Do I make a positive impression on my team members with my style of functioning to get positive comments from them?

CHARACTERSTICS OF A GOOD TEAM

1. Clear objectives

2. Roles for all members clearly understood

3. Appreciation of each others qualities

4. Openness of thoughts , beliefs and actions

5. Trust among members

6. Co-operation in team members

7. Effective leadership

8. Ability to deal with conflict

9. Good communication

10. Purpose of unity

11. Shared goals and objective Fundamental features of a team:

1. Strong and effective leadership,

2. The establishment of precise objectives,

3. Taking informed decisions,

4. The ability to act quickly so as to carry forward this decision communicating freely, developing the necessary skills and

5. Techniques to fulfill the assigned tasks.

A team is a small group of people with complementary skills, who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.

Repetitive tasks which require the members to assume a different fixed roles. These tasks are usually familiar work performance and can be fulfilled independently.

The tasks that are to be performed by teams are basically categorized into three types.

1. Projects: which require creative input from members, though working in different roles. The major attribute is to work in unison and generate new products.

2. Partners: that demands constant and creative input and establishment of new work milestones. This style of working is more popular with senior levels of management.

3. The performance of a team depends upon the type of binding that exists between the group members.

There are no significant incremental performance needs.

In such groups, the members interact only to share information, discuss practices and to make decisions to help each individual perform effectively in his or her area of responsibility.

There exists a significant incremental performance needs and opportunity; there is no focus on collective performance.

There is no interest in a common purpose or set of performance goals, though they work in a group. Pseudo-teams are the weakest of all groups in terms of performance impact. Their contribution towards the company performance is less.

There is a considerable incremental performance need and the members really try to improve their performance impact. However, there is more need of clarity of purpose, goals and working approach. It has not yet established collective accountability.

The most worthwhile performance gain comes in between the potential teams and real teams

These are the teams with small number of people having complementary skills that are equally committed to a common purpose, goals and work approach for which they hold themselves mutually accountable. Real teams are basic unit of performance.

This group meets all the conditions of real teams and also has members deeply committed to one anothers personal growth and success.

Unlike teams, working groups rely on the sum of individual bests for their performance. Pseudo-teams do not take any risks and hence, remain where they are potential teams take the risk to climb the curve and face obstacles and they turn into Real teams and High performing teams.

To build up high performance, the following guidelines are required:

- Establishing urgency and a sense of direction

- The selection of members should be on the basis of skills and not personality.

- Teams need complementary skills to perform the job. For effective performance, a mix of three different categories is helpful.

a. Technical and functional skills

b. Problem solving skills

c. Interpersonal skills

- While selection the job profile of the individual is not the only basis but the necessary skill for job performance.

- More attention needs to be paid to first meetings and actions. Initials impression goes a long way.

- Too many potential teams fail to understand the importance of first meetings and instead allow existing habits and operating styles to dominate, including an overemphasis on individual instead of mutual accountability.

- The rules regarding the clarity of behavior set a code of conduct. All real teams develop rules of conduct to help them achieve their purpose and performance goals. Rules are necessary for focus, openness, commitment and trust.

- Spending time together: team must spend a lot of time together, especially at the beginning. This time spend together can be scheduled and unscheduled creative insights develop when personal bonding takes place.

Principles

In order to strengthen an organization it might be necessary to weaken a part of it.

Assign tasks that will allow the subordinates to grow and take on additional responsibilities.

Let your team know you appreciate them

Each member has something to add to the team

Fix measurable goals to keep the team focused

Everyone in a team thinks in a different way

Have an open door policy if you want to be accessible

Do not bring problems, bring solutions

Be tough on problems not people.

INTERNAL CONFLICTS

When a large group of people works together then internal conflicts are likely to happen because of different individual temperaments, mental setups, attitudes and behaviors. The internal conflicts lead to problems of internal co-ordination. The causes of internal conflicts are summarized as follows: -

Communication gap

Group & individual rivalry

Lack of communication skills

Violation of communication channels

Vested interests of few people controlling the masses, such as union leaders

Organizational climate Unfair system of reward and punishment may be responsible for internal conflicts.

Poorly defined responsibilities when the responsibilities of the individuals in a group are not clearly defined.

Role based conflict Depending on the importance of the role in the organization, one may have more important position among his colleagues.

Aggressive nature of some of the individual

Favoritism shown by the superiors & leaders of team, etc.

EFFECTS OF INTERNAL CONFLICTS

The internal conflicts in the group or team may result into:

Reduction in the efficiency

Affecting the work progress

Affecting the revenue earned by the organization

Mars the image of the department

Creating poor IMAGE of organization for customers Customer feels less confidence and realistic towards the organization and as such loses faith in organizations reliabilities, credibility and goodwill.

WHY TEAMWORK IS REQUIRED ?

A team is therefore created out of necessity, the necessity to perform variety of tasks of a job by group of people. If the entire team performs in an excellent manner, the goals are easily achieved. Goals of the team are to achieve the organizations objectives

A team is developed wherever people have to work together to produce results.

A team is capable of accomplishing much more than the sum total of what the members are capable of accomplishing individually.

Teamwork is stimulating; it encourages members to put in greater effort and helps them to give their best.

Pieces fit together without distortion and together produce some overall pattern.

If work of everyone is interdependent and if we want to keep costs low and quality high, then we need to implement actions that will:

Facilitate people working together (in other words instill a sense of teamwork in everyone)

Minimize waste and rework

In other words, manage your processes so outputs always meet or exceed specifications with little waste from making mistakes. For this we need to develop team spirit and team values in every employee.

TEAM SPIRIT VALUES

Values are beliefs people hold about what is right, moral, just, and so on. They serve as guideposts for how to behave in different situations.

In an organization where teamwork is not practiced well, you might find managers and workers blaming individuals when outputs dont meet specifications. This would indicate values such as :

If I do a good job thats all I have to worry about.

Problems are the result of somebody elses creation

Individuals who make mistakes will only have to suffer the consequences.

Therefore we need to understand some of the Team Values and believe in them to be a successful & effective organization.

TEAMWORK VALUE 1 :

WERE ALL IN THIS BOAT TOGETHER ORGANISATION, EMPLOYESS AND CUSTOMERS.

This is the foundation value for teams and teamwork. If we are all in this together, then our individual success depends on our mutual success and vice versa.

If you really believe the value were all in this together, when something goes wrong, your first inclination wont be to find the culprit. And when the organization is successful, you will take actions to share the rewards of that success and to recognize that everyone played a part.

TEAMWORK VALUE 2 :

EQUAL IMPORTANCE FOR ALL MEMBERS, NO SUBORDINATES OR SUPERIORS DISTINCTION IN WORK

Organizationally, this may sound controversial as it suggests that everyone is equal in rank and authority, but this is not exactly what it means. Remember we are talking about the teamwork attitude here, so this value has to do with how people view and interact with one another.

DIFFERENT LEVELS OF RESPONSIBILITY, BUT ONE LEVEL OF ATTITUDE

This value does not mean that some people may not have more responsibility than others. This value suggests to everyone we are going to focus on the reason we are all here: To better serve our customers and generate the profit we need to stay in business and grow.

When a companys managers eliminate the superior- subordinate attitude and replace it with the idea that we are all teammates, everyone feels more open to express whats on their minds. Everyone will come to appreciate that all employees have something to contribute. They will come to see that it makes sense to create an environment that :

Maximizes rather than restricts an employees contribution

Facilitates cooperation in executing processes

TEAMWORK VALUE 3:

OPEN, HONEST COMMUNICATION IS VITAL

For teams to prosper, teammates need to be able to speak candidly, honestly with one another. For this they need following characteristics.

Empathy: Empathy has to do with proactively seeing the world from the viewpoint of others. These others can be your teammates, supplier, customers, or members of other departments.

Listening: Along with empathy comes listening. Listening requires patience and concern to hear the other party without any prejudice or presumptions.

TEAMWORK VALUE 4:

EVERYONE HAS OPEN ACCESS TO INFORMATION

Part of effective decision making at any level of an organization has to do with the information a person has or needs. Today, information technology makes it possible for all employees to push a few buttons and have access to any information they need to do their jobs. INFORMATION FACILITATES COOPERATION

FOCUS ON PROCESSES

The work in an organization is a big process. Teamwork is the collection of many individuals work. Still many managers tend to forget this and focus on the behavior of individuals separate from the system and its processes as the key to success. We need to focus on the process as a whole and not as an individuals success or failures but that of the team.

Every team needs a good leader.

The performance of any team depends on the quality of its collective thinking. How good are its decisions? This reflects the quality of the decision-making processes. The leader should strive to achieve a positive atmosphere, free from rigidity and envy, in which people compete with ideas- not egos. Team-work does not function if the leader consistently puts forward ideas before others have had the chance to speak. In the classic Japanese method, the leader listens silently until every team member has expressed an opinion before making the decision for the whole team. A true team leader will facilitate, inspire, and implement rather than control as shown in the figure below.

FACILITATEINSPIRE IMPLEMENT

The above picture shows the qualities which a leader should have in order to successfully lead a team. Five of them are inner strengths namely:-

1. Vision. 2. Self-belief. 3 Result-focused. 4 Courage. 5 Integrity

Five outer signs of great team-leadership are :-

1. Communication 2 Commitment 3. Teamwork 4.Visibility 5.Attentiveness

Leadership and Team building Skills - Case Study 1.

Scenario 1

Mr. Goni is a JTO supervising an RSU connecting two SEZs in Noida, UP. Recently, the RSU had a prolonged outage of 5 hours. The expected MTTR(Mean time to repair) is approximately 20 minutes. One of the IT consulting companies in the SEZ (who lost a big contract due to this communication blackout) asked a few questions from the BSNL staff and sent the analysis below to the GMTD, NOIDA.

One JTO (Mr Goni), one TTA (Mahesh) and 2 TMs (Mahto and Jaswant) are permanently posted in the RSU. There was as short circuit in the float rectifier at 0900 hrs. The JTO was not present on site. The TTA logged the fault but did not inform the JTO.

The TTA tried to rectify the fault. The spares were locked in a store. One of the TMs had the key to the store. But the TM would not release the spares without authorization by the JTO.

The exchange ran on battery power for nearly one hour before shutting down.

The MSU staff noted that the RSU was down and contacted the JTO. The JTO rushed to the site, opened the store, replaced the faulty rectifier cards and got the power running. But the RSU did not restore. Other services such as mobile and WLL also did not restore as the STM-1 equipment was down.

One of the TMs (Mahto) had an Airtel connection and with that the staff contacted SDE (Transmission). He was asked to send staff to restore the SDH equipment immediately but he refused saying that no one was available.

Meanwhile two hours passed and irate customers started crowding the RSU. Someone called the GMTD.

GMTD called the DGM. DGM rushed to the site and ordered SDE (Transmission) to send someone immediately. SDE (transmission) revealed that the TTA posted in the RSU was trained in SDH and should be able to restore services.

Under pressure from the DGM and irate customers, the TTA reset the STM-1 configuration and restored the SDH links. Mobile and WLL restored immediately and the exchange restored after download from the MSU.

Interactive Session

The lecturer may ask the following questions (or any other questions) to the course participants and get a discussion ongoing. The points made may be noted on a flip chart. Broadly, the discussion should succeed in identifying the areas of leadership and team-work failure.

Question 1: Who should be blamed for the outage time lasting 5 hours, the JTO, the TTA, the TMs, the DGM or perhaps the GMTD?

Question 2: Why do you think the TTA did not inform the JTO? Was it right?

Question 3: Why do you think the JTO did not allow stores to be issued without his permission? Was it right?

Question 4: Why didnt the TTA volunteer to restore the STM-1 when the power came back? Was it right?

Question 5: What corrective action should the supervisor the JTO- take to prevent the reoccurrence of the incident?

Question 6: What corrective action should the staff the TTA and TMs- take to prevent the reoccurrence of the incident?

Question 7: What should be the role of the senior management- the DGM and GM- in future?

Scenario 2

Thero is a TTA posted in a remote village in Manipur maintaining and AN-RAX exchange and one mobile BTS. The working connections are 100 landline and 150 mobile connections. There is a waiting list of 100 but these people live behind a hillock where there is no mobile coverage. And there is no distribution cable laid out in that area.

Thero is a devout Christian. Unfortunately his church is behind the hillock. His pastor regularly reminds him that they are waiting for a BSNL connection. That worries Thero a lot. He is widely respected in the village as the one who connects the remote village to the rest of the world.

Many times, Thero put up the case of laying distribution cable to his seniors in Imphal. The case was rejected as currently there was a ban in SSA on laying out new distribution cable. Thero also does not have much support from lower staff. He has two TMs who are irregular in attendance and one RM, who is sincere but not skilled.

Then Thero made a plan. In the next meeting he attended in Imphal he promised that he would single-handed clear the entire waiting list in his village provided he is issued some distribution cable from the maintenance reserve. His DE who belonged to the same village, agreed.

Thero got the cable. The next challenge was to lay out the cable.

Firstly, he called his staff, the two TMs and RM. He began quietly, This project of giving connections to our church and villagers is bigger than any of us. We have put overcome all our failings and for once put in our best. Not because we will get paid for itwe will get paid anyway.but because the seniors and the entire village are looking up to usand we have to deliver. Inspired, his staff came out with their problems. The TMs said that they were could not attend regularly due to household problems. Thero promised to speak to the village headman to resolve the issues. The RM was not skilled in jointing. Thero promised to get him trained immediately.

Next, he met the village council and the pastor. He arranged for two teams of volunteers to do the digging.

A month later Thero was ready with his men and material. Four months and a lot of hard work later, the distribution cable reached the last person the waiting list. That Sunday there was a special prayer service in the church for all the people who contributed. A special invitee to the ceremony was GMTD Manipur who was asked to cut a cake celebrating the second monthly anniversary of the churchs brand new (and fault-free up to now!) BSNL connection!

Interactive Session

The lecturer may ask the following questions (or any other questions) to the course participants and get a discussion ongoing. The points made may be noted on a flip chart. Broadly, the discussion should succeed in identifying the areas of leadership and team-work success.

Question 1: Was Thero right in doing what he did?

Question 2: Compare Thero and Mr Goni (from previous example) as leaders.

Question 3: Compare their staff.

Question 4: What was the role of the top management here?

Question 5: What should Thero plan for the village now?

Question 6: How do you think his staff should support him?

Question 7: How should the senior management support him?

Question 8: Theros case. Is it one isolated incident or many such things can happen all over BSNL?

CHAPTER 2TRANSACTIONAL ANALYSISIntroduction

All of us are social beings and interact with others in the process of satisfying our human needs and achieving our goals. In management, irrespective of your level, you have to interact with others peers, superiors and subordinates. And most importantly, in some organizations, with general public. You may have to communicate with people of different sexes, ages, education, skills, personalities and temperaments. Ability to understand the nature and dynamics of interactions with others will help an individual to become more effective communicator which means more positive respect for self better performance and achievement of organizational goals, more satisfied and committed employees, effective relationships with superiors and peers, more satisfied consumers or clients. Transactional Analysis deals with improving these interactions.

Lesson Objective:

Understand Concept of Transaction Analysis

Understand Structure Analysis-PAC model

Learn & understand Transaction types

Understand Strokes and Life positions

What is Transactional Analysis?

Transactional Analysis (T/A) is one of the tools developed by behavioural scientists which is used for analysis of transactions or understanding of communications that occur between people. It is a rational approach to understanding behaviour and is based on the assumption that any person can learn to trust himself or herself, think rationally, make independent decisions, and express feelings. Transactional Analysis is a tool but also a complete theory of personality, containing techniques of psychotherapy for personal and social growth. A transaction means any exchange or interaction that occurs between two or more persons. Transactional analysis concerns itself with the kinds of communication both verbal and non-verbal that occur between people. The emphasis of Transactional Analysis is upon positive communication. Transactional Analysis is widely utilised as a consultation method in educational programmes, social institutions, business, hospitals, churches, government organizations, and other organizations, but more recently it is widely used in family, couples and individuals work.

What does Transactional Analysis do or not do?

Transactional Analysis increases understanding of self and others. It decreases tendency to be critical of self and others. Transactional Analysis helps reduces stress, frustration and anxiety levels! A few hours exposure to Transactional Analysis is not necessarily going to result in any person being transformed in to a happy and an effective person. Transactional Analysis does not erase all human relations difficulties. Many companies have successfully incorporated Transactional Analysis training in to their overall personnel development programmes. These organizations represent private and public sector industries. State Governments, police systems, educational institutions, municipalities, and professional associations. The benefit which an organization derives from Transactional Analysis are better process diagnosis; clearer problem analysis;reduced non-communication: new tools for selecting people for entry and promotion; and less psychological pollution.Structural Analysis: According to Transactional Analysis theory, everyones personality has three parts, called ego states. These ego states are named Parent, Adult, and Child. When we capitalize these words, we are talking about ego states rather than real parents, adults or children. structural analysis involves analyzing the personality to discover the nature of our ego states. You can use structural analysis to better understand who you are and how you got that way. It will help you learn about the various sources of thoughts, feelings and opinions in your personality. Knowing your personality better can add to your effectiveness on the job.The Parent Ego State: Behaviors, thoughts, and feelings copied or injected into us from parent figures. That part of us which behaves In 'parental' ways. Parent is made up of a huge number of hidden and recorded playbacks. Parent is our Taught' concept of life. P stands for externally originated influence. Examples: never, always, dont do that, once for all,-Controlling Parent: Nobody can leave until this report is finished Structuring(comparing to family traditions and ideals) (positive) and Critical (negative)- Nurturing Parent: Im sorry youre not feeling well today. [permission giving, security-giving) (positive) and Spoiling (negative)]

The Adult Ego State: Behaviors, thoughts, and feelings which are in directresponse to the here and now The logical, matter of fact, part of us. The adult inus begins to form at around ten months old, and is the means by which we keepour Parent and Child under control. Adult is our 'Thought' concept of life. A stands for Internalized new learning. Examples: why, what, how, who, where and when, in what way, true, false, probablyThe Child Ego State Archaic behaviors, thoughts, and feelings replayed from childhood. The part ofus, where we hold our most powerful feelings sadness, anger, joy, fear, guilt, disgust etc., Anger or despair dominates reason when the child is in control. Childis our 'Felt' concept of life. C stands for internally originated influence. Examples: Oh! No, I wish, I dont care, things never go right for me, the worst day of my life etc.

Free or Natural Child (FC or NC): This is the source of our spontaneity, energy and curiosity, with all our potential for life. It represents the way we are when weare born natural, loving, carefree, adventurous and trusting with all our capacities for leading a joyful and meaningful existence. This part of us knows no rules and consequently operates without regard for others and is unconcerned about their reactions. Witness the behavior of the twelvemonth- old exploring its environment! Of course, it would be impossible to maintain the structure of society on such a basis, and without some adaptations. In fact, in many grown-upsthe adaptations are so extensive that they rarely use their Free Child. Some examples of the expression of the Free Child in an organization are: the joy of major breakthrough in research and the fun at an office party

Adapted Child: As suggested, it does not seem possible to live in a continuous Free Child state and live with other people at the same time. From an early age,we make adaptations to help us get along with and get attention from authority figures, most notably our own parents. Some of these may develop in line with general practice in our society, eg., specific modes of eye and body contact; saying please, thank you and sorry at the appropriate times; not making personal comments about others in public. Note how uncomfortable we often feel with those who have not adapted to these culturally agreed ways of behaving. Many more adaptations are unique to the particular family and its situation, and are important in marking us out as individuals. Some examples that create problems in adulthood and are relevant to organizations are compliance, procrastination and rebellion.

Little Professor: Another functional aspect of the Child ego state is frequently introduced and used, although its relationship to the other two is unclear. This isthe Little Professor, the intuitive part of us that senses things about other people in a flash. This part of us has those brilliant, non-logical insights giving us solutionsto problems that typify some of the major breakthrough in the growth of scientific knowledge. Ego states recognition:P - Judgmental, critical, paternal/maternal, guiding, bossy, dictatorial, nurturing - Non-emotional, factual, information gathering of information givingC - Creative, curious, inventive, playful, childlike, joking, emotional

Transactions and its Analysis Transactional analysis is related with the way in which individuals interact with each other. It explains the mechanism that takes place when people are having conversation or are trying to exchange their thoughts, feelings and ideas with each other. Thus, Transactional Analysis essentially refers to the analysis of interactions between people. According to Transactional Analysis, transactions is stimulus plus response (S+R). If two or more people encounter each other, sooner or later one of them will speak, or give some other indication of acknowledging the presence of the others. This is called the transactional stimulus. Another person will then say or do something which is in some way related to the stimulus, and that is called transaction response. Transactional Analysis involves the study of the social transactions between people and it deals with determining which part of the multiple-natured individual is being activated Parent, Adult or Child. Transactions and its Types: Normally there are three types of transactions:(1) Complementary Transactions;(2) Crossed Transactions;(3) Ulterior Transactions:

Complementary Transactions: A transaction is complementary when communication continues on parallel lines between individuals and the lines of stimulus and response are parallel. Thus, the message transmitted from one ego-state elicits an expected and appropriate response from the proper ego-state of the other individual. The transactions are complementary because both are acting in the perceived and expected ego-states. Usually, in such a case, both individuals are satisfied, everyone feels OK and the communication is complete. Complementary transactions can take placebetween A-A, P-C, P-P and so on.

Crossed Transactions: The lines of stimulus and Response cross each other in case ofcrossed transactions. Whenever the stimulus and response cross on the P-A-Transactional diagram, communication stops. Transactions become uncomplimentary. The message sent by one ego-state is responded to from an incompatible, unexpected ego state of another person. The inappropriate response generates feelings of hurt and anger and the individuals, instead of coming closer, divert from each other. Crossed transactions are the source of much interpersonal conflict in an organisation. Theyinhibit free flow of ideas, free thinking, creativity and social interactions. Crossed transactions have many possible dysfunctional consequences for the organisation.

Ulterior Transactions: The ulterior type of transactions are most complex because the communication has double meaning as more than ego-states are involved in them.When ulterior message is sent, the literal and intent meanings are not one and the same. Ulterior message is often disguised in a socially acceptable way. On the surface level, the communication has a clear Adult message, whereas it carries a hidden message on the psychological level. Ulterior transactions like crossed transactions are undesirable as they damage interpersonal relationships.

Strokes: Youve seen that transactions can be open, blocked, or ulterior. Its also important to recognize that whenever two people are transacting, they are exchanging strokes. In Transactional Analysis language, the term stroke refers to the giving of some kind of recognition to a person. This may or may not involve physical touching. As we grow from infancy into childhood and then adulthood, we do not entirely lose our need for stroking. Part of our original needfor physical stroking seems to be satisfied with symbolic stroking. We no longer need constant cuddling, but we still need attention. When we receive a stroke, we may choose to feel either good (positive stroke) or bad (negative stroke). For example, ignored children will engage in all sorts of creative acts to get stroked. Often such children quickly learn that they can get strokes by:- talking in a loud, whiny, high-pitched voice,- spilling milk on a clean table cloth, and- injuring themselves Giving and receiving strokes_ Dont be insincere_ Accept strokes positively from other people_ Make a conscious effort to give strokes to other people_ Ask for strokes when you feel you need them_ Give yourself strokes when you feel you deserve/need themLife positions Another way of looking at relationships between people is through the concept of life position, sometimes referred to as the basic position or existential position. A persons life position at any given time expresses in some way just how that individual is relating to others in terms of thinking, feeling and behaving. There are four basic life positions, shown below: Examples of Life Positions The idea of life positions can be demonstrating the following examples.

1. Hey, we did a good job there, says the boss. Yes, things ar really going well for us now, says the subordinate (Im OK, youre OK) Key words are Cooperate, share. You believe in yourself and others, are trusting and tend to get on with life 2. Your work is not up to the standard I need in this department! says the boss (Im OK, youre not OK) Key words are Submit to, concede. You have a low opinion of your own value and poor self esteem; lack self confidence and expect things to go wrong A negative outlook tends to lead to a self fulfilling prophesy and you often lose out in situations

3. I wish I could keep on top of things the way you can, says the subordinate (Im not OK, youre OK) Key words are Compete, aggression. You will tend to be competitive. You may not cope well with failure, look down at others, blame other people and see them as cause of your failure. 4. Well, I dont know what to do and you dont know what to do. What a mess! says the boss. (Im not OK, youre not OK) Key word is Avoid. Life may seem to be futile and that nothing can be done to improve things. A life of rejecting and feeling rejected Games It is an ongoing series of transactions that ends with a bad feeling for at least one player. Games are designed to prevent intimacy. Games support original decisions and are part of a persons life script (a plan for life, or a conclusion that was reached about how to behave in order to survive in this world). The life script supports early decisions and bring people the kinds of strokes to which they are accustomed. Games are exchanges of strokes that lead to payoffs of bad feelings and advance the script. TA helps people become aware of the nature of their transactions with others so they can respond to others with directness, wholeness, and intimacy. Common games: 1. Poor me; 2. Martyr; 3. Yes, but; 4. If it werent for you; 5. Look what you made me do; Conclusion: Transactional Analysis is a tool but also a complete theory of personality, containing techniques of psychotherapy for personal and social growth. A transaction means any exchange or interaction that occurs between two or more persons. Ability to understand the nature and dynamics of interactions with others will help an individual to become more effective communicator which means more positive respect for self better performance and achievement of organizational goals, more satisfied and committed employees, effective relationships with superiors and peers, more satisfied consumers or clients. The main aim of TA is to get an individual in a position of autonomy by: _ Becoming aware of your life stance _ Adopting a more positive view of yourself and other _ Recognizing that you can alter the way you behave _ Recognizing that you and you alone control your life and destiny It is a theory about: Personality, Communication, Relationships, Child Development, Psychopathology The Philosophy of TA Im OK, Youre OK, Everyone has the capacity to think, People can decide their own destiny and People can change their decisions The Goals of TA Autonomy, Awareness, Spontaneity, Intimacy

CHAPTER 3COMMUNICATION SKILLSIntroduction

Communication is the transfer of information and understanding from one person to another. It is a way of reaching others with ideas, facts, thoughts, feelings, and values. It always involves atleast two people a sender and a receiver. Communication is what the receiver understands and not what the sender says.

Organisations cannot exist without communication. If there is no communication, employees cannot know what their coworkers are doing, management cannot receive information inputs, and supervisors cannot give instructions. Coordination of work is impossible, and the organisation will collapse for lack of it. Cooperation also becomes impossible, because people cannot communicate their needs and feelings to others. We can say with confidence that every act of communication influences the organisation in some way.

When communication is effective, it tends to encourage better performance and job satisfaction. People understand their jobs better and feel more involved in them. One of the main hindrances for the successful performance of a group or organisation is lack of effective communication. Because, individuals spend nearly 70% of their working hours communicating, writing, reading, speaking and listening. So communication skill is one of the essential qualities required for every individual, whether in a group, work place, family or in any situation. It is worth remembering, "Communication can make or break a relationship". As such, communication skill is a personality trait to be developed by all. Like other social skills, communication skills can be taught and learned, and they improve with practice.

Before going into the details of communication skills., we should discuss communication: - its definition, objectives, media, principles, types, barriers etc.

Definitions: Few of the important definitions of Communication given by Management experts are:

(Communication is the interchange of thoughts or information to bring about mutual understanding and confidence of good human relations. (American Society of Training Directors)

(Communication is an exchange of. facts, ideas, opinions or emotions by two or more persons. (Rumania and Summer)

(Communication means Understanding. (C.G Brown)

The dictionary defines communication as a process by which information is exchanged between individuals through a common system of symbols, signs or behaviour.

Skill is defined as a learned power of doing something competently and something that is a developed aptitude or ability. Put the two together and it is obvious good communication skills can be learned and that those skills can be used to effectively deliver your message. Human communication is purposive and so understanding is vital in the process of communication.

Any communication involves four essential elements, viz.

The message

The source

The receiver

The channel

THE COMMUNICATION PROCESS

The process of communication involves six stages. The first three stages occurring at the sender's end and the remaining three at the receiver's end as shown.Barriers

Develop IdeaEncodeTransmit

Bridge of meaningReceiveDecodeAccept & Use

Steps: 123456

AT SENDER'S END1. IDEATION

Step 1 is to develop an idea that the sender wishes to transmit. This is the key step, because unless there is a worthwhile message, all the other steps are somewhat useless. This step is represented by the sign, sometimes seen in an office, that reads, Be sure brain is engaged before putting mouth in gear..

2. ENCODINGStep 2 is to encode the idea into suitable words, charts or symbol for transmission. At this point the sender determines the method of transmission, so that the words and symbols may be organised in suitable fashion for the type of transmission.

3. TRANSMISSIONWhen the message is fully developed, step 3 is to transmit it by the method chosen, such as by memo, phone call or personal visit. Senders also choose certain channels, such as bypassing or not bypassing the superintendent and they communicate with careful timing. Today may not be the right day to talk to ones manager about that pay raise. Senders also try to keep their communication channel free of barriers, or interference, so that their messages have a chance to reach the receivers and hold their attention.

2.2 AT RECEIVER'S END

4. RECEIVING

he encoded message sent by the sender is received by the receiver, who tune to receive the message. If the receiver does not function, the message is lost.

5. DECODINGStep 5 is to decode the message so that it can be understood. The receiver tries to get the meaning or understand from the symbols by the sender.

6. ACTIONThe receiver gets the message and acts or responds in some way.

For effective communication mutual cooperation between the sender and receiver is essential. It is desirable that the receiver pays proper attention, gives feedback or response to the sender so that two-way communication is established. For effective communication, sharing of ideas or thoughts is a necessary condition, which can be achieved only through participation.

Rule of FIVE for Effective Communication

When communicating any message, one should ensure for effective communication that the receiver:

1) Receives the message

2) Understands the message

3) Accepts the message

4) Uses the message and information in the message

5) Sends feedback to the sender

Objectives of communication:

Communication can be used for any one or more of the following objectives:

Information Advice Order

Suggestion Persuasion Education

Warning Raising morale Motivation

The main goals of communication are to build interpersonal relationship and to influence others.

Media of communication:

Communication is possible through a vast variety of media. For communication to be effective, the communicator has to be very careful and judicious in the choice of media, which will depend on the factors like the urgency of the message, the time available, the expenditure involved and the intellectual and emotional level of the receiver. Available media of communication can be broadly classified into six groups:

I. Written communicationII. Oral communication

III. Face-to-Face communicationIV. Visual communication

V. Audio-visual communicationVI. Silence

Written communication includes letters, circulars, memos, telegrams, reports, minutes, forms and questionnaires, manuals etc. Merits and limitations of written communication.

Merits

Limitations

It is accurate and precise.

It can be repeatedly referred to.

It is a permanent record.

It is a legal document.

It facilitates the assignation of responsibilities.

It has a wide access.

It is time consuming.

It is costly.

Quick clarification is not possible.

Oral communication includes face-to-face conversation, conversation over the telephone, radio broadcasts, interviews, group discussions, conferences and seminars, speeches etc. Merits and limitations of oral communication are:

Merits

Limitations

Saves time and money.

More powerful means of persuasion and control.

Speaker gets immediate feed back.

Helps to promote friendly relations.

Useful at assemblies, meetings etc.

Not suitable for lengthy messages.

Cannot be retained for a long time.

Does not have any legal validity.

Greater chances of misunderstanding.

Cannot assign specific responsibilities.

.

Merits

Limitations

Facial expressions and gestures help to communicate better and it is almost perfect.

Particularly suitable for discussions.Difficult to practice in large-sized organisations.

Not effective in large gatherings.

Ineffective if the listener is inattentive.

Visual communication includes printed pictures, posters, slides, film strips etc. But visual communication alone is not enough. It can be effectively used only in combination with other media.

Audio Visual Communication that makes use of telecasts, short films on cinema screen and videotapes is the latest medium of communication. It is a combination of sight and sound and most suitable for mass publicity and mass education.

Silence can effectively communicate a number of responses. Silence is more eloquent than words- is not a meaningless adage. Silence can very effectively convey such responses as disapproval, anger or indifference.

Principles of communication: (6 Cs)

The six principles of communication discussed below are of fundamental importance and relevant to all media but they are most important to 'written communication.

(A) Clarity: - Use Simple words and concrete expressions. Prefer active voice than passive voice. Avoid usage of 'Jargons' and ambiguity.. Jargons refer to special language of an organisation. Eg., CGM, PGM, DGM, DE, SDE, JTO, EE, AO, DA etc.

Use short sentences whether in oral or written communication. Long sentences seem to be complex. It is a very common trend in our correspondences to combine two or three sentences into a long sentence. As a convention, if a sentence runs beyond 30 words it is better to split into two sentences.

(B) Completeness:- While answering a letter make sure that the receiver is not in any doubt about anything contained in it. Check for the five W questions- Who?, What?, Why?, Where? and When? to ensure completeness.

(C)Conciseness:- Be as brief as possible since brevity in expression effectively wins the attention of the reader. Brevity should not be at the cost of appropriateness, clarity correctness, completeness or courtesy. Organise well, include only relevant facts and also avoid repetition.

(D) Consideration: - Show consideration to the reader/listener. Adopt 'you' attitude than 'we' attitude. Emphasize positive, pleasant facts.

(E) Courtesy:-Following principles help to promote courtesy which demands a friendly behaviour towards others. Answer the letters promptly as far as possible, omit irritating expressions, especially personal attacks and apologize sincerely for an omission or thank generously for a favour.

(F) Correctness:- Give correct facts, send the message at correct time and in correct style through appropriate media -Telegram, Fax, E-mail, Telephone etc

Types of communication

Depending upon the purpose and channel there are 5 different types of communication as below.

Downward Communication, Upward Communication, Horizontal/Lateral Communication, Grapevine Communication and Consensus.

Downward Communication:-

Downward communication refers to exchange of ideas with subordinates and people at lower levels. Unfortunately, even with the help of elaborate techniques and skilled staff assistance, management has done a poor job on many occasions. Colourful booklets, expensive multimedia presentations and elaborately planned employee meetings often fail to achieve employee understanding. The key to better communication lies not just in colour, action, and electronic aids, but in more human oriented managers who are sensitive to human needs, prepare carefully and anticipate problems.

Objectives of downward communication are:

To give specific directions to subordinates.

To explain policies and organisational procedures

To appraise the subordinates, of their performance.

To give the subordinates information about the rationale of their job.

There are four cornerstones that act as prerequisites to a solid approach.

Managers need to develop a positive attitude.

Managers must continually work to get informed seek out relevant information of interest to employees, share it and help employees feel informed.

Managers need to consciously plan for communication and do this at the beginning of a course of action.

Developing trust between senders and receivers is important in all communication. If subordinates do not trust their superiors, they are not as likely to listen or to believe managements messages.

Oral and written media can be used for downward communication.

Essentials of downward communication are:

(Adequate information

(Clear about how much to communicate

(Delegation of authority to lower levels

(Pass on to the correct person.

Limitations of downward communication are:

Under communication:- Sometimes superiors act in a presumptuous manner - Incomplete instructions will lead to unsatisfactory performance.

Over communication:- Too much talk by superiors lead to leakage of confidential information.

Delay:-By the time message reaches lowest level it may have lost its relevance.

Loss of information: -When it comes to lower levels unless fully written. Experiments showed that only 20% of communication, sent downwards through 5 levels of management, finally gets to the workers level.

Distortion:-In long lines of communication, information is not only lost but also distorted.

Resentment by subordinates:- Built in resistance - because subordinates do not get opportunity of participation in decision -making.

Upward communication

Upward communication refers to exchange of ideas with superiors and people at higher levels

A main objective of upward communication is feedback, which gives employees, opportunity to vent their problems and grievances, constructive suggestions, easier introduction of new schemes and greater harmony and cohesion among the personnel at different levels. If the two way flow of information is broken by poor upward communication, management loses touch with employee needs and lacks sufficient information to make sound decisions. Management needs to tune in to employees in the same way a person with a radio tunes in. This requires initiative, positive action, sensitivity to weak signals and adaptability to different channels of employee information. It primarily requires an awareness and belief that upward messages are important.

Essentials of upward communication are:

Superiors get close to subordinates

Keep line of communication short

Prompt redress of legitimate grievance

Limitations of upward communication are:

Reluctance to express themselves

Fear of criticism as weakness

Great possibility of distortion

Depressed superiors feel insulted.

Horizontal/Lateral communicationHorizontal communication refers to exchange of ideas between people of same level

Grapevine communication is an informal channel of communication.

5.Consensus

Decisions unanimous

Quite familiar in politics

It can be applied among officials also.

Barriers to communication:

Even when the receiver receives the message and makes a genuine effort to decode it, there are a number of interferences that may limit the receivers understanding. These obstacles act as barriers to communication, and may entirely prevent a communication., filter a part of it or give it incorrect meaning.

There are a number of factors, which act as barriers to effective communication. Some of them are:

Wrong choice of media.

Physical barriers - Noise, time and distance.

Semantic - Interpretation of words, by-passed instructions, denotations and connotations.

Different comprehension of reality- Abstracting, slanting,

Socio-psychological barriers - Attitudes and opinions.

Filtering - Sender manipulating information so that the receiver will see it more favourably.

Selective perception.

Emotions - How the receiver feels at the time of receipt of a communication influence how he interprets. In an emotional state of worry, excitement, fear etc., we will not be able to convey or accept

messages in their real sense.

Language - Words mean different things to different people depending on age, education and culture.

Source of communication - biased notion.

Inattentiveness Faulty transmission

Poor retention

Communication Skills

Communication skills encompass a variety of strategies and techniques that aid. interpersonal interaction. Using good communication skills is not a matter of simply being nice. Rather, communicating well facilitates information sharing, perspective-taking, and genuine understanding. When communication flows well, conflict is more likely to be resolved in a collaborative fashion, rather than escalating to destructive levels. Key elements of effective communication skill are: (1) Active Listening Skills arid (2) Feed Back Skills.

Active Listening Skills:

Listening is making sense out of what we hear. This requires

i) Paying attention

ii) Following - to give indication to the speaker that you are with him or her.

iii) Reflecting - to ask the speaker whether you have correctly understood him by repeating what you have heard in your own words

Active listening requirements: -

Listen with intensity, acceptance, empathy and willingness to take responsibility. Many of us have bad listening habits. Human brain can handle things at a speed four times the speed at which one speaks. Hence, at the time of listening, our lazy mind will be wandering in other matters like vacation, friends, selecting a vehicle etc, etc. In such occasions, we will not understand the message correctly. An active listener concentrates intensely on what the speaker is saying, summarize and integrate what has been said. If ways to develop active listening skills are:

Make eye contact.

Exhibit affirmative head nods and appropriate facial expressions.

Avoid distracting action or gestures - look into the watch, play with pencil, shuffle the papers etc.

Ask questions - ensures understanding

Paraphrase - Paraphrasing means repeating the matters told by the other person in our words. Eg. Do you mean? You cannot paraphrase if your mind is wandering.

Avoid interrupting the speaker. Do not over talk.

Make smooth transitions between the roles of speaker and listen.

Feedback Skills

The Feedback can be positive or negative depending upon the situations.

Positive Feed BackVsNegative Feed Back

If positive, feedback is likely to be given promptly and enthusiastically. Positive feedback is always accepted, because every body likes to hear good things about them.

If negative, feedback is often avoided, delayed or substantially distorted. Negative feedback often meets resistance. Should we avoid negative feedback? No, we should be aware of the possible resistance and at the same time, the negative feed back should be used at a circumstance in which it is likely to be accepted. Experiments show that negative feed back is most likely to be accepted when it comes from a credible source or if it is objective in form.

Ways to develop effective Feed Back Skills are:

Focus on specific behaviors.

Eg. Your attitude is not correct, I liked your work etc. are not specific. At the same time, the following are specific. Eg. You came half an hour late in yesterdays meeting and this attitude of you is disturbing me. Your work last week has increased the revenue by 20%. That is good.

Keep feed back impersonal

General and impersonal feed back especially, when it is negative. Avoid counter productive words like stupid, incompetent etc.

Keep feed back goal oriented.

Make feed back well timed

Feedback is effective only when it is given immediately. In some cases well-timed means some what delayed.

Ensure understanding

Remember, every successful communicator requires both transference and understanding.

A breakdown in communication usually takes place due to lack of organizing and planning beforehand. A few basic guidelines will result in successful communication whether it is written down or spoken.

How to plan written communication?

Assemble the information you need.

Check and double check that the information is accurate.

Make notes to form an outline.

Prepare a draft copy.

Read the draft and amend where necessary.

11.0How to plan spoken communication?

Make notes on what you intend to say.

Choose the right time to say it.

Select your words carefully.

Make sure the information is given to the right person.

Try to judge the other persons reaction.

In this age of information explosion, knowledge is power and communication is the tool/instrument for transferring knowledge and wielding power.**************

CHAPTER 4CHANGE MANAGEMENT When the speed of change outside the organization exceeds the speed of change

within ... The end is in sight!

~Jack Welch, C.E.O., General Electric

INTRODUCTION :

Globally the telecom industry is changing from Government monopoly into competitive industry with multiple service providers and a regulator. This ishappening in India too. The market size of the telecom service industry has grownfrom 40 million customers in the year 2000 into 380 million as of now, in whichBSNL share has come down to appx 19.7% in December 2008. This was due tothe slower growth of customer base of BSNL in a rapidly expanding market. Theprivate companies could show greater dynamism in adding customers than BSNL. To cope up in the new environment BSNL needs to know and initiate necessary changes in all its profile. This topic highlights the Organizational Changes and Change Process.

Why Change ? Causes of Change :

1. Liberalization and Globalization- Privatization: Monopoly protection disappears.

2. Technological change continues to accelerate so the speed with which obsolescence occurs is also increasing. Organizations can not ignore development which could give advantages to their competitors and it is only very rarely that a new development can be substituted for an old one without causing changes to skills, jobs, structures and often culture.

3. Competition is increasing and becoming more global. Modern organizations are compelled to attain the standards of quality and cost achieved by the pace-markers in the industry. 4. Customers are more demanding and will no longer accept poor service or low quality. To be competitive organizations have to respond more rapidly to customer needs and these change over time.

5. Shareholders demand more value. The influence of the money markets on demands for corporate performance. What happens when organizations fail to adapt ? the answer is unequivocal : They become extinct. But much before such a catastrophe, one can diagnose the syndromes of organizational maladjustment. Here is a list of some such syndromes:

a) Lack of strong direction from top management. Not enough structure order or guidance leading to activity trap i.e. doing things without knowing where one is heading to. (Amoeba)

b) A Situation upheaval where leadership, responsibilities, functions and resources are in dispute. (Anarchy)

c) Clinging to obsolete products, services and practices which no longer have potential for sustaining livelihood. (Buggy whip)

d) No future orientation, Little thought to strategy, sense of direction and advance planning . Live day to day, week to week. (Myopia)

e) Toxic climate coming from oppressive, primitive, slave driving policy. (Rat- race )

f) Too much administrative or, executive control from the parent body Decision marking autonomy is seriously impaired. (Remote control)

The above list of syndromes of organizational maladjustment is meant to draw the attention to the fact that failure to change at an appropriate time typically results in some acute or chronic malaise for an organization eventually forcing it to die.

NATURE OF CHANGE

Organization introduce changes through people. Unless the people are willing to accept the need and responsibility for organizational change, indeed changes can never be translated into reality. 1. Individual change and organizational change : When the issue before you is management of change, it may be useful to note the difference between individual change and organizational change, although the two are interwoven. Individual change is behavioral determined by individual characteristics of members such as knowledge, attitudes, belief, needs, expectations etc. It is possible to bring about a total change in an organization by changing behavior of individual members through participative educative strategy. Time and difficulty involved in change is depicted in fig below.

Compared to individual behavior, knowledge of individual and attitude is easier and less time consuming to bring change. Changing individual behavior is really time taking & difficult task. We often assume that having enough knowledge and a positive attitude toward something will naturally result in changing behavior or modification towards that direction but it does not necessarily happen. Forexample, we know that honesty is the best policy. We might have favorable attitudes towards people who are honest and dislike those who are dishonest but in certain situation we still may act in a less honest manner. Bringing total behavioral change in all the groups and members in an organization usually entails the most difficult long range effort. More often than not, it is a slow painful process to usher in a total cultural change in an organization.

The other route to bring total organizational change is by modifying the organizations structure, policies, procedures, techniques etc. These types of change alter prescribed relationships and roles assigned to members and eventually modify the individual members behavior and attitude. When organizational change takes place it will involve change in any or all of the following. Structure -Systems and procedures -Culture Following fig-illustrates the interdependence of these three aspects of organization and how they relate to strategy. We may use the analogy of three legged stool take one leg away and whole thing collapses.

Figure The Components of Organization

HOW ORGANIZATIONAL CHANGE AFFECTS PEOPLE?

The following are among the most common consequences of organizational change as it affect people ..

1. Change in the job content

2. Changes in status

3. Changes in location

4. Redundancy

5. Change in social grouping

6. Loss of earning or earning potential

7. Change in conditions of employment

8. Change in peoples belief values and assertions.

4.0 Resistance to Change: One of the finding from studies of individual & organizational behavior is that organizations and their member resist change.

Figure: Sources of Individual Resistance to change

MANAGING PLANNED CHANGE

Change : Making things different

Planned change : change activities that are intentional and goal oriented. First it seeks to improve the ability of the organization to adapt to changes in its environment. Second, it seeks to change employees behavior. If an organization is to survive, it must respond to changes in its environment. Who is in organizations responsible for managing change activities ? The answer is change agents.

Change agents is defined as the persons who act as catalysts and assume the responsibility for managing change activities.

What can change agents change : The options essentially falls into three categories : structures, technology and people.

Changing structure involves making an alteration in authority relations, coordination, mechanisms, job redesign or similar structural variables. Changing technology encompasses modifications in the way work is processed and in the method and equipment used. Role of information technology may be main here.

Changing people refers to changes in employees attitude skills, expectations, perceptions and /or behavior.

Recognizing the Driving Forces: Recognizing major changes in the environment and problem within the organization is the first step toward organizational change. This leads to recognition of need for change.

Increasing Driving Forces : Once the need for change is identified, it has to be communicated to the people who will be involved in the changing process. As noted earlier, if members know why the change is needed , they are more likely to adopt it. We can employ the following strategies to increase acceptance of a change by the members.

1. Express the need for change

2. Communicate the potential benefit

3. Protect the interest of concerned people

4. Get people involved in the process

Overcoming Resistance to Change: Six tactics have been suggested for use by change agents in dealing with resistance to change :

Education and communication

Participation

Facilitation and support

Negotiation

Manipulation and co- operation

Coercion

More emphasis needs to be given for effecting successful change in using first three tactics i.e. Education and Communication, Participation, Facilitation & Supports. For an organization to successfully implement change, it must be

change-readymeaning that the people and structure of the organization are prepared for and capable of change. Typically, three conditions are present in a

Change Ready Organization:

First, effective leadersh