Apply managerial process for effective performance

Kathmandu University

School of Management

Nepal College Of Management

A Thematic Group Presentation On

Apply Managerial Process For Effective Performance

(Team : BMW)

Sabrina Joshi

Shaloni Shrestha

Alisha Pokharel

Preeti Bajracharya

Gaurab Thakur

Shreyasha Dhakal

Roshan Niraula

BBA,2nd Semester

Spring 20153/19/2015 1Team BMW

-Concept, Functions And

Importance

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Process of transferring information from one

individual to other individuals .

Done with a view to influence each other's

thoughts, behaviors, attitudes, and

understandings.

Significance to the management to plan, lead,

organize and control.

Also regarded as the skill most responsible for

manager’s success.

1.1 Concept of Managerial Communications

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Necessary for the managers to communicate

amongst themselves and also with their team as well

as with employees.

Managers conveys organizational needs, agendas,

values, goals, authority, relationships and any other

organizational vital factor for business activities in

some form or another.

Enhances smooth flow of information among

managers or team leaders working to achieve a

common goal.

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1.1 Concept of Managerial Communications

Motivating

Controlling

Interaction and Emotional Expressions

Providing Information and feedbacks

1.2 Functions Of Managerial Communications

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• Sharing of Knowledge and ideas

• Achieve Targets within desired time frame

• Stronger decision making and faster problemsolving

• Helps managers set goals and targets for themselvesand organization

• Reduces duplication of work

• Increase in job satisfaction and stronger businessrelationship

• Reduces reluctance of employees towards change

• Coordinating activities and employees3/19/2015 6Team BMW

1.3 Importance Of Managerial Communications

Two Types :

• Interpersonal Communications

• Organizational Communications

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1.4 Types of Managerial Communication

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CHAPTER 2

INTERPERSONAL

COMMUNICATION

2.1 Interpersonal communication

• It is the exchange of information between two or more people.

• Successful interpersonal communication relies on understanding of the message by both sender and receiver.

• Interpersonal communication is defined as what one uses with both spoken and written words as the basis to form and maintain personal relationship with other (Heil 2010)

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2.2 Roles of interpersonal communication

• It is a mediator of mass media effect

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2.3Elements of communication

• Source (sender)

• Message

• Encoding

• Medium

• Channel

• Receiver

• Decoding

• Feedback

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2.4 Illustration of process of interpersonal communication

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2.5 Determination of methods of interpersonal communication

Feedback :How quickly can receiver respond to themessage/

Complexity capacity : Can the method effectivelyprocess complex message?

Breadth potential : How many different messagescan be transmitted using this method?

Confidentiality : Can communicators can reasonablybe sure that their messages are received by the onlyintended audience?

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Encoding ease : Can senders easily and quickly usethis channel?

Deciding ease : Can receivers easily and quicklydecode message?

Time-space constraint : Do senders and receivers need to communicate at the same time and in the same space?

Cost : How much does it cost to use this method ?

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Interpersonal warmth : How well does this method

convey interpersonal warmth ?

Formality : Does this method has the needed

amount of formality ?

Scalability : Does this method allow the message to

be easily browsed and scanned /

Time of consumption : Does the sender or receiver

exercise the most control over when the message is

dealt with ?

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2.6 Types of interpersonal communication

• Verbal communication

• Non – verbal communication

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2.7 Methods of interpersonal communication

• Face-to-face• Telephone • Group meetings• Formal presentations• Memos• Postal mail• Fax• Publications• Bulletin boards• Hotlines• E-mail• Computer conference• Voice mail• Teleconference and video conference

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2.8 How to make interpersonal communication effective ?

• Barriers to interpersonal communication

• Overcoming barriers to interpersonal communication

• Developing interpersonal communication skill

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2.9 Barriers to interpersonal communication

• Filters

• Emotion

• Information overload

• Defensiveness emotion

• Language

• National culture

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2.10 Overcoming barriers to interpersonal communication

1. Using feedback

Getting both verbal and non-verbal feedbacks

Asking questions to intended audience

Evaluating receiver’s reaction

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2 Simplifying language

• Analyzing the audience

• Tailoring the language to those individuals

3 Listening activity

• Active search for meaning

4 Concentrating emotions

• Getting emotion under control

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5 Observing non-verbal clues

• Finding alignment and reinforcement of words and actions used by the communicator.

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Chapter 3 Organizational

communication.

• Process by which activities of a society are collected and

coordinated to reach the goal of both individuals and the

collective group

• It is the information flow that happens in an organization

• It is the subfield of general communication studies and

component to effective management in a workplace

environment

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Provides the basis for understanding

virtually every human process that

occurs in organizations

Helps to be aware about communication

skills that we must have in order to

meet organizational expectation

It shows our path to a career that we

want

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Organizational communication structure is the system of pathways through which messages flow patterns of interaction among people who comprise the organization.

TWO TYPES :

1.FORMAL COMMUNICATION

2.INFORMAL COMMUNICATION

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• Communication through officially designated channels of message flow between organization positions.

• Primarily concerned with the relationship between authority and subordinate

• Usually found on organizational charts , Policy manuals or hierarchical structures .

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3.4 FORMAL COMMUNICATION

STRUCTURE..

• Episodes of interaction that do not reflect officially designated channels of communication

• Informal structure typically develop around social or project groups

• This saves peoples time and effort which makes working easier within an organization

• There are lots of gossips , grape vine talks and chit chats in informal communication

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3.5 INFORMAL COMMUNICATION

STRUCTURE..

• Horizontal / Lateral

Communication

• Diagonal

communication

• Upward communication

• Downward

communication

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3.6 Direction of organizational communication

This type of communication can be seen taking placebetween persons operating at the same level or workingunder the same executive.

Functional managers operating at the same level, indifferent departments, through their communication,present a good example of lateral communication.

The main use of this dimension of communication is tomaintain coordination and review activities assigned tovarious subordinates.

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3.7 Horizontal / Lateral Communication

The process whereby the ideas, feelings, andperceptions of lower-level employee arecommunicated to those at higher levels in theorganization is termed as upward communication.

• It provides management with needed information fordecision making

• It helps employees relieve the pressures and frustrationsof the work situation.

• It enhances employees’ sense of participation in theenterprise.

• It serves as a measure of the effectiveness of downwardcommunication.3/19/2015 Team BMW 31

•Such communication is initiated by the organization’s upper

management and then filters downward through the “chain of command”

•It includes executive issues , order, instructions and policy directives.

•It strengthens the authoritarian structure of organization.

• It requires filteration and distortion as any organizational member could

be buried under avalanche of incoming messages.

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• This occurs when communication occurs between workers

in a different section of the organization where one worker

is on a higher level.

• For example diagonal communication will occur when a

department manager converses with an employee in

another department.

• It allows cross communication between departments

• This crosswise communication serves the important purpose

of coordination through informal meetings, formal

conferences, lunch hour meetings, general notices etc.

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3.11 Networks of organizational communication

• The patterns through which the members of a group

communicate .

• The different types of networks of organizational

communication are:

– Wheel pattern

– ‘Y’ pattern

– Chain pattern

– Circle pattern

– All-channel network

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3.12 Wheel network

• It is the most structured and centralized of the patterns.

• each member can communicate with only one other person,

which is probably the group leader.

• The leader is the only person who receives and disseminates

all information.

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3.13 Chain network

• The chain network ranks next highest in centralization.

• Only two people communicate with one another, and they

in turn have only one person to whom they interact with.

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3.14 ‘Y’ network

• The ‘Y’ network is similar to the chain except that

two members fall outside the chain.

• It is slightly less centralized network-two people

are closed to the center .

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3.15 Circle network

• The circle network, a three-level hierarchy, is very

different from the wheel, chain, and Y networks.

• It is symbolic of horizontal and decentralized

communication

• The circle gives every member equal communication

opportunities. Each member can communicate with

persons to their right and left.

• The path is closed.

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3.16 All-channel networks

• It is the most decentralized , allows a free flow of

information among all group members.

• The all-channel network is an extension of the circle

network, by connecting everyone in the circle network, the

result is a star, or all-channel network.

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Chapter 4

Supervision

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An intervention that is provided by a senior member of a profession to a junior member/s, of the same profession.

This relationship is evaluative, extends over the time

The simultaneous purpose of enhancing the professional functioning of the junior member/s, monitors quality of services offered to the clients.

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4.1 Concept of Supervision

An intervention:

Unique competencies and

Allow the supervisor to help the supervisee

Supervisors incorporate various modes and interventions to facilitate, supervisee development.

A relationship that extends over time:

The process of supervision occurs within the relationship established between the supervisor and supervisee.

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4.2 Components of Supervision

• Ensures issuing of instructions

• Facilitates control

• Optimum utilization of resources

• Discipline

• Feedback

• Improves communication

• Improves motivation

• Maintains group unity

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4.3 Importance of Supervision

• Autocratic or authoritarian supervision

Under this type, the supervisor wields absolute power and wants complete obedience from his/her subordinates.

• Laissez-Faire or free-rein supervision

This is also known as independent supervision. Under this type of supervision, maximum freedom is allowed to the subordinates.

• Democratic supervision

Under this type of supervision, the supervisor acts according to the mutual consent and discussion. In other words, s/he consults subordinates in the process of the decision making.

• Bureaucratic supervision

Under this type, certain working rules and regulations are laid down by the supervisor and all the subordinates are required to follow these rules and regulations very strictly.

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4.4 Types of supervision

• Direct supervision: This sort of supervision shall require the supervisor to be physically present in the direct treatment area of the client-related activity being performed by the supervisee. Direct supervision requires face-to-face communication, direction, observation and evaluation on a daily basis.

• Routine supervision: The routine supervision requires direct contact at least daily at the site of work with interim supervision occurring by other methods, such as telephonic, electronic or written communication.

• General supervision: In general supervision it requires face-to-face communication, direction, observation and evaluation by the supervisor of the supervisee’s delivery of client services at least monthly at the site of client-related activity, with interim supervision occurring by other methods such as telephonic, electronic or written communication.3/19/2015 45Team BMW

4.5 Supervision methods

1. Communicate effectively and respectfully• Listen carefully. • Speak clearly and concisely. 2. Schedule regular meetings with employees.3. Give credit where credit is due.4. Focus on employee strengths5.Help strengthen weaknesses6. Be a problem solver.7. Be Resilient.8. Establish systems and documentation to streamline processes.

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4.6 Effective supervision

• Meaning and Importance

• Functions

• Leading as a managerial process

• Styles

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Leadership is the ability to develop a vision that

motivates others to move with a passion toward a

common goal. So leadership is a process by which

a person influences others to accomplish an

objective and directs the organization in a way that

makes it more cohesive and coherent.

5.1 Introducing leadership

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The ability to positively influence people and systems to have a meaningful impact and achieve results.

Leading People

Influencing People

Commanding People

Guiding People

5.2 Definition

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• Leadership helps to build an Organizational Climate

that is conductive to better performance. The

leadership functions includes directing, supervising,

motivating, communicating, maintaining, and

mediating.

5.2 Leadership

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• Sharing organization mission and goals.

• Inspiring and influencing other to give their

maximum efforts for the attainment of group

objectives.

• Defining and setting performance standard.

• Assigning responsibilities and communicate to the

respective authorities.

• Solving problems.

• Arranging tasks and duties.

5.3 Directing

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Supervision is related with the training, coaching,

and development of the group members.

It comprises the check ups required to assure the

prompt and proper execution of orders.

Training sharing of information and feedbacks.

5.3 Supervising

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• Creating good work climate.

• Rewarding the success of employee.

• Provide necessary feedback for correction and praise for what they have done.

• Give necessary examples for others to work better on the blue prints.

5.3 Motivating

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• Occurs not only through established channels for

communicating- up and down the chain of

command- but also through the informal channels.

• Reduces conflicts originating from differences of

opinion among group members.

• Can be of various body languages like facial

expressions, gestures, and other body movements.

5.3 Communicating

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Managing conflicts in groups and organization.

A bridge between top management and lower management.

Brings managements orders, guidance , plans and policies to workers.

Sends the grievances and complains of workers to top management.

5.3 Mediating

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• Related to retaining the members of the group.

• Main function is concerned with providing safe working conditions and good work environment in the workplace.

5.3 Maintaining

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Leadership as One of the Management Functions

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Achieving theorganization’s

stated purpose

1. Planning1. Define goals2. Establish strategy3. Develop tactics/sub-plans

2. OrganizingDetermine:1. What to be done2. How to be done3. Who is to do

3. Leading1. Direct the people2. Motivate the people3. Resolve the conflicts

4. ControllingMotivate activitiesto ensure that theyare accomplishedas planned.

TRAIT

THEORY

CONTINGENCY THEORY

BEHAVOIRAL THEORY

SITUATIONAL THEORY

5.4 Selected Theories of leadership

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5.5 Trait theory

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ASSUMPTIONS• People are born with inherited

traits.• Some traits are particularly

suited to leadership.People who make good leaders have the right (or sufficient) combination of traits.Based on the assumption of -

certain traits =

success/effectiveness

“Leaders are born, not made.”The traits are the inherent

attributes of the leaders to keep them

distinct from others.This approach focuses on the personal

attributes (or traits) of leaders, such as

physical and personality characteristics,

competencies, and values.

Leadership traits are considered to be

enduring characteristics that people are born

with and that remain relatively stable over

time.

assumes the leader is different from the

average person in terms of personality traits

such as intelligence, perseverance, and

ambition.

How Leaders Differ from Non-leaders?

According to Kirkpatrick & Locke (1991), leaders can bedistinguished from non-leaders on the basis of SIXattributes or traits:

-Drive

-Desire to lead

-Honesty and integrity

-Self-confidence

-Job relevant knowledge

-Extra-version

5.5 Trait theory

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Limitations:

• No universal traits found that predict leadership inall situations.

• Unclear evidence of the cause and effect ofrelationship of leadership and traits.

• Better predictor of the appearance of leadershipthan distinguishing effective and ineffective leaders.

5.5 Trait Theory

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“Traits Plus Motivation Equals Leadership”

Limitations: There is bound to be some subjective judgment in determining

who is regarded as a ‘good’ or ‘successful’ leader.

There is also a disagreement over which traits are the most

important for an effective leader

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5.5 Trait Theory

Rooted in behaviorism, this leadership theory focuses on the

actions of leaders not on mental qualities or internal states.

Success can be defined in terms of describable actions.

According to this theory, people can learn to become leaders

through teaching and observation.

The behavior approach says that anyone who adopts the

appropriate behavior can be a good leader.

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5.6 Behavioral Theory-

leaders are made, not born

Study of Behavioral Approaches to leadership-

-Leadership Styles

-Managerial Grid

-Michigan university Studies

-Ohio State University Studies

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5.6 Behavioral theory

5.7 Styles of leadership

University of Iowa conducted a series of research studies in the 1930s suggested leadership styles that include:

• Autocratic

• Democratic

• Laissez-Faire

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The study was conducted

by Kurt Lewin and his

associates

The authoritarian leader makes decisions alone.

Power is centralized in one person.

Decisions are enforced using rewards and the fear of

punishment.

This type of management style can decreasemotivation and increase staff turnover

It is an abusive, unprofessional style called “bossing

people around.”

5.7 Autocratic

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AUTOCRATIC LEADER

• Rely on threats and punishment to

influence staff

• Do not trust staff

• Do not allow for employee input

Encourages staff to be a part of the decision making.

Keeps staff informed about everything that affects

their work and shares decision making and problem

solving responsibilities.

5.7 Democratic

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Also known as

participative style.

The free-rein leader gives power to subordinates to

make the decisions.

The leader is still responsible for the decisions that

are made.

This is used when employees are able to analyze the

situation.

5.7 Laissez-faire

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Also known as the “hands-off¨ style

5.8 Continuum of leader Behavior

Use of Authority by the Manager

Area of freedom for employees

Employee centeredleadership

Boss -centered

leadership

Autocratic Democratic Laissez faire

-By Tannenbaum and w. Schmidt

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Initiating structure:

It refers to the extent to which a leader defines and structured his/her role and the roles of group members in the search of goal attainment.

It included behaviour that involved attempt to organise work, work relationships and goal.

Consideration:

• It refers to the extent to which a leader had job relationships characterized by mutual trust and respect for group members, ideas and feelings.

• A leader likely to be high in consideration, help group members with personal problems, friendly and approachable, and treat all group members as equal.

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5.9 THE OHIO STATE STUDIES

Initiating Structure– Is task oriented– Directs subordinate work activities toward goal

attainment– Typically give instructions, spend time planning, and

emphasize deadlines– Provide explicit schedules of work activities

Consideration– Is mindful of subordinates– Establishes mutual trust– Provides open communication– Develops teamwork

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5.9 THE OHIO STATE STUDIES

A leader who is high in both initiating structure and considerations achieved high group task performance and high satisfaction more frequently than who rated low on either dimension or both.

EMPLOYEE ORIENTED

Leaders who were employee oriented were described asemphasizing interpersonal relationships.

They took a personal interest in the needs of their followersand accepted the individual differences among groupmembers.

PRODUCTION ORIENTED

They tended to emphasize the technical or task aspects ofthe job were concerned mainly with accomplishing theirgroup’s task and regarded group members as a means to theend.

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5.9 University of Michigan studies

Similar to Ohio Studies

Education

Apply managerial process for effective performance