BBA-I (POM)

  Subject: - Principle of Management

BBA Sem- I

Q.1 Significant/Importance of Management in a Modern Business Organization

The concept and practices of management are assuming immense significance in the present day environment. It is being understood by different senses. Some people consider it as the art and science of getting things done through and with people. Some others consider as the process of achievement of the objectives. Some define it as the optimum utilization of the resources for the purpose of achieving the organizational objectives.

Importance of management

Management is an indispensable element for the establishment proper functioning and success of all the organization behavior social, political, religious, charitable or business units. If effectively and efficiently organizes and utilizes the human and non-human resources and directs them towards the accomplishment of organizational goals.

The importance of management is as follows.

1. The accomplishment of organizational goals

Management achieves the organizational goals by properly planning organization. The success of any business organization depends on the extent of its effective and efficient attainment of the predetermined object or goals by properly utilizing its human and physical resources and facility, and by copying well with its environment element, such as consumers, suppliers, competitors, etc. 

2. To run large-scale industry smoothly

It is the time of production. production enjoys some certain advantages overproduction but simultaneously faces some difficulties also. The main difficulty faced by the enterprise having production is to the activities and to manage the distribution of goods and services. Business administration and management the enterprise in overcoming these problems with the help of business administration and management. The business enterprise can carry out the production easily and can manage the proper distribution of goods and services.

 

3. Proper running of the business

Management successfully leads and motivates the workers to perform their duties and responsibilities.

4. Designing of good organizational structure

People in an enterprise must be properly well constituted purposeful groups in order to create co-operation and co-ordination in their thinking and activities only then they will be able to contribute effectively and efficiently towards the achievement of group goals and ultimately the business subjective. For establishing proper control positions and also clear relationships between and amongst The management designs the required structure and fills the created positions with right persons.

5. Creation of proper organization climate

The good working climate is a must for people to perform their task and responsibilities enthusiastically and economically. Managers create proper organizational climate by establishing effective reward system.

6. Creating and maintaining co-coordinating

If people in the organization perform their linkages with one another. Such scattered activities and efforts shall result in all futile exercises. Productivity will be hampered results shall be dismal and disappointing and objectives shall remain unattained. Hence proper integration of physical resources and people is a must for successful business. Management acts as the force that integrates ideas and physics resources into creating and maintain among human and material resources towards the achievement of organizational objectives.

The impor­tance of management has increased tremendously in recent years due to increase in the size and complexity of organizations, turbulent environ­ment and growing responsibilities of business.

7. It helps to develop the ability of managers-

There is only one purpose for establishing management in any organization that it can manage well for all its business activities.

And one activity from it is also how to develop the manager’s abilities? In an organization, the management organizes the training and development programs, skills development programs, and other personality development programs for their managers to develop their potentiality.

8. It helps to maintain the balance between the multiple goals-

Management of every organization has two goals, the first one is individual goals and the second one is organizational goals. These both goals are very important because individual goals satisfy the employees and employers of an organization and organization goal satisfies the both (employers and employees or self-organization also).

9. Face Competition-

Management of every organization helps to face tough competition in the modern business environment. Good management always thinks to pursue their organization so that they can later capture a large market. Management identifies the innovation, technology, social processes, and other organizational structures have become predetermined part of organizational working.

It helps to assume or adopt complex environmental changes and enhance their level of capability.

10. Environmental Analysis-

Management helps to evaluate or analyze the strength, weakness, opportunities, and threats which are related to their organization. It can be known as SWOT Analysis. Through this analysis, the company’s management minimizes the risks and maximizes the environmental gains.

SWOT Analysis always helps the management to determine the competitors, marketing strategies, product strategies, placement strategies, and other business activities also.

Q.2 Behavioural Approach to Management ( With Criticism)

The Behavioural approach concerns itself with the social and psychological aspects of human behaviour in organization. The behaviour of members of an organization clearly affects both its structure and its functioning as well as the principles on which it can be managed. Behavioural researches have provided sufficient evidence that human element is the key factor in the success are failure of an organization. In several experiments, it has been observed that people prefer to be consulted rather than receive order or information. Less reliance on the use of authority is preferred.

Their experi­ments were carried out in the following four phases:

1. Illumination experiments

2. Relay assembly test room experiments

3. Interview phase

4. Bank wiring observation room experiment

1.Illumination Experiments:

These experiments took place, initially between 1924 and 1927, in the Hawthorne Plant of Western Electric Company, involving the company’s industrial engineers. The experiments involved manipulation of illumination for one group of workers (test group) and comparing their performance and productivity with another group for whom illumination was not manipulated (control group).

In the first spell of the experiments, the performance and productivity of the test group (for whom the illumination was manipulated) improved. However, this did not last long. In fact, the control group’s performance also improved in between, even though there was no change in the light conditions of this group.

With such contradicting results, researchers concluded that the intensity of illumination was not related to the productivity of workers. There must be something else besides illumination, which must have influenced the performance of the workers in Western Electric Company. Elton Mayo and his associates from Harvard University got involved at this point to conduct the subsequent phase of experiments.

2.Relay Assembly Test Room Experiments:

This set of experiments was conducted under the guidance of Elton Mayo between 1927 and 1933. At this stage, researchers were concerned about other working conditions like working hours, working conditions, refresh­ments, temperatures, etc. To start with, the researchers selected six women employees of the relay assembly test room.

Their job was to assemble a relay (a small device) using thirty-five spare parts. Selected women employees (samples) were put in a separate room and briefed about the experiments. In the test room, the variables like increased wages and rest period, shortened workday and workweek, etc. were altered.

In addition to this, the sample workers were also given the freedom to leave their workstations without per­mission and were also given special attention. Productivity increased over the study period. Such results led the researchers to believe that better treatment of subordinates made them more productive.

They highlighted the signifi­cance of social relations. Finally, researchers were convinced that workers would perform better if the management looked after their welfare and super­visors paid special attention to them. This syndrome was later labelled as the Hawthorne effect.

3.Interview Phase:

In this phase of the experiments, about 21,000 people were interviewed over three years between 1928 and 1930. The purpose of the interview was to explore in depth the attitudes of the workers.

On the basis of the results of these interviews, the following conclusions were drawn:

1. A complaint may not necessarily be an objective recital of facts. It also reflects personal disturbance, which may arise from some deep-rooted cause.

2. All objects, persons, and events carry some social meaning. They relate to the employees’ satisfaction or dissatisfaction.

3. Workers’ personal situation is die result of a configuration of their rela­tionships, involving sentiments, desires, and interests. Such relational variables influence die workers’ own past and present interpersonal re­lations and result in their personal situations.

4. Workers assign meaning to their status in the organization and attach much importance to events and objects and specific features of their environment, such as hours of work, wages, etc.

5. Workers derive satisfaction or dissatisfaction from the social status of their organization. It means they also look for social rewards, in the form of an increase in their personal status, borne out of their associa­tion with an organization of repute.

6. Workers’ social demands are influenced by their social experiences within their groups, both inside and outside the workplace.

4.Bank Wiring Observation Room Experiment:

This part of the Hawthorne experiments was conducted to test some of the ideas that had cropped up during the interview phase. It was conducted between 1931 and 1932. In this experiment there were fourteen participants (samples), including wiremen, solder men, and inspectors.

In this phase of the experiment, there was no change in the physical working conditions. Payments to sample workers were based on an incentive pay plan, which related their pay to their outputs. Sample workers had the opportunity to earn more by increasing their outputs. However, die researchers observed that output was constant at a certain level.

Analysis of the results showed that the group encourages neither too much nor too little work. On their own, they enforce ‘a fair day’s work’. Group norms, therefore, are more important to workers than money is. The study thus provided some insights into die workers’ informal social relations within their groups.

The Hawthorne experiments therefore focused on the importance of human relations and thus contributed immensely to management theories.

Criticism:

Despite its brilliant contributions to the theories of management, the behavioural approach to management was criticized on the following grounds:

1. It is believed that procedures, analysis of the findings, and conclusions drawn from there are not linked to each other rationally. In fact, the conclusions are not supported by adequate evidence.

2. The relationship between satisfaction/happiness of the workers and pro­ductivity was established through simplistic assumptions, while in real­ity the situation is more complex due to behavioural phenomena.

3. Furthermore, all these studies failed to focus on the attitudes of the workers, which played a crucial role in influencing their performance and productivity.

 

Some of the more important elements or concepts of Behavioural approach may be outlined as follows:

1. Individual Behaviour

Individual behaviour is closely linked with the behaviour of the group to which he belongs. The group dictates changes in his behaviour. Individuals observe those work standards which are prescribed by the group.

2. Informal Leadership

Informal leadership, rather than formal authority of managers is more important for setting and enforcing group standards of performance. A a leader, a manager may be more effective and acceptable to subordinates, if he adopts the democratic style of leadership.

3. Participation

If the subordinates are encouraged and allowed to participate in establishing goals, there will be positive effect on their attitude towards work. If employees are involved in planning, designing the jobs and decision-making, there will be least resistance to changes effected in technology and work methods.

4. Motivation by Self-Control and Self-Development

Behavioural scientists maintain that by nature most people enjoy work and are motivated by self-control and self-development. Managers should try to identity and provide necessary conditions conducive to the proper and sufficient use of human potential. The managers attitude towards human behaviour should positive. 

They should know that average man is not lazy by nature. But he is ambition. Every man likes to work and prefers to assume responsibilities. MacGregor maintains that employees favour self-direction and self-control. Behaviouralists believe that in place of the concept of social man the concept of self-actualizing man would be more appropriate to explain human motivations.

Chester I Bernard pointed out that material reward is of crucial signification only upto a definite point. The incentives of status, power, good physical conditions opportunities of participation and good social (i.e., cultural interrelationships) are very important.

5. Informal Organization

Behaviouralists particularly Bernard, consider informer organization as an essential part of the formal organization. Informer organization must always be taken into account while determining managerial behaviour.

6. General Supervision Not Close One

As regards supervision of subordinates, Behaviouralists particularly Likert, are not in favour of close supervision. They advocate general supervision, which tends to be associated with high productivity.

Basic Assumptions (Are Propositions) Of Behavioural Scientists

Q.3 System Approach Theory of Management:

Features of System Approach:

Following are the important features of systems approach to management thought:

 

1. System approach considers the organisation as a dynamic and inter-related set of parts. Each part represents a department or a sub-system. Each department has its sub-system. Continuous and effective interaction of sub-systems helps to attain goals of the larger system. Thus, every sub-system is a system and has sub-systems which together make an organisation a set of mutually dependent parts and their sub-parts.

2. It considers the impact of both near and distant future on organisational activities. Organisations constantly respond to changes in the internal and external environmental conditions. They also act as market leaders in the dynamic, competitive environment.

3. System approach integrates goals of different parts of the organisation (sub-systems or departments) with the organisation as a whole. It also integrates goals of the organisation with goals of the environment or society in which it operates. Integration of goals maintains equilibrium or balance and enables organisations to grow in the dynamic environment.

4. It synthesizes knowledge of different fields of study such as biology, sociology, psychology, information systems, economics etc. As business organisation deals with different components of society, it makes best use of different fields of study to improve interaction with its counterparts.

5. System approach enables organisations to frame policies that promote business objectives and social objectives. Business operates in the social system and social values, culture, beliefs and ethics are important constituents of business operations.

 

Evaluation of System Approach:

The system approach has the following merits:

1. System approach provides a holistic view of the organisations and emphasises on their adaptive nature. It increases organisation’s adaptability to environmental changes. The organisation is studied as a whole and not through its parts. This enables it to adapt to the needs of the environment. Decisions are made keeping in mind organisation-environment interface.

2. It analyses the system at different levels and inter-relates and integrates it into a unified set of direction. Starting from individual goals, it focuses on overall organisational goals, synthesizes the two and converges them into global economy.

3. System approach provides a framework for effective interaction of parts of the organisation in a specific arrangement for attainment of its goals. It does not focus on one part of the organisation.

4. It considers the impact of environment on the organisation and vice versa. Interaction of external environment with the internal environment is the most significant contribution of systems theory.System approach, thus, analyses the organisation as an adaptive and dynamic entity.

5. System approach synthesizes the classical and behavioural theories into a broader framework to solve managerial problems.

It, thus, focuses on organisations as multi-dimensional in nature.

 

Limitations of System Approach:

1. Critics of this theory claim this as a theoretical approach to management. The way an organisation actually works and solves problems (by applying different techniques and methods) has no appeal in the theory.

2. Relationship amongst parts of the organisation is emphasised upon but the exact nature of inter-dependence is not defined.

3. Exact relationship between internal and external environment of the organisation is also not defined.

For example, it specifies that change in economic policies necessitates change in internal policies of the organisation but what changes are required to match the changes in economic environment is not talked about.

4. System approach fails to provide uniform approach to management. Management practices change with changes in environmental variables. No standard set of principles apply to all types of organisations.

It has added nothing new to the study of management. Even before this approach was introduced, managerial decisions were taken keeping in mind the environmental variables. No specific decision-making techniques are offered to deal with specific problems.

5. It fails to provide concepts that apply to all types of organisations. The small organisations are less adaptive to environmental variables than large organisations. The theory assumes that most of the organisations are big, complex and open systems. It, thus, fails to provide a unified theory.

Q.4 Explain Contingency Theory of Management: Features, Evaluation and Limitation

After reading this article you will learn about:-

1. Features of Contingency Theory

2. Evaluation of Contingency Theory

3. Limitations.

Features of Contingency Theory:

1. Management is situational in nature. The technique of management depends on complexity of the situation.

2. It is the ‘if and ‘then ‘approach to management, ‘If’ represents the independent variable and ‘then’ represents the dependent management variable or the technique to be adopted in that situation. ‘If’ workers have strong physiological needs, ‘then’ financial motivators should be adopted and ‘If’ they have strong higher-order needs, ‘then’ non-financial motivators should be adopted.

3. Management principles are not universal in nature as there is no best style of management. Management is situational and managerial actions depend upon the environmental circumstances.

4. It helps in understanding the complex organisations as it focuses on multivariate nature of organisations. It helps an organisation to operate under different environmental conditions. Rather than having a specific solution to solve problems, it provides a framework where every solution depends upon the environmental conditions. Same problem can have different solutions at different points of time and different problems can have same solution at the same point of time.

5. It provides insight into organisation’s adaptability to both internal and external environment. It is a matter of fitting the internal environment to its external environment.

Evaluation of Contingency Theory:

This theory has proved useful for practicing managers as:

1. It is an integration of different schools of thought; classical, behavioural and systems approach. It integrates the principles of different schools of thought and applies them contingent upon the needs of the situation.

2. It is pragmatic in nature as solution to every problem is found after analysing the situation.

3. It follows the technique of multivariate analysis. It thinks of all possible variables or factors that affect the situation and adopts the best.

4. It is adaptive in nature. It does not presume a pre-designed structure of the organisation but adopts a structure that helps the organisation adapt to the environment.

5. It helps to design the organisation structure and plan the information decision systems. A small-sized organisation may be centralised and a large-sized organisation may be decentralised in structure.

6. It helps to devise motivational and leadership approaches to motivate the workers. Autocratic style may be adopted to deal with unskilled workers and participative style to deal with skilled workers. Contingency approach to management is considered as a leading branch of management thought today.

Limitations of Contingency Theory:

Despite the best that contingency theory offers to the management thought, it is not free from criticism.

The critics assert that:

1. It does not follow the concept of ‘universality of principles’ which often apply to specific management situations.

2. It is argued that what contingency theory asserts was asserted by Fayol also. He also talked of flexibility of management principles. Therefore, the theory has added nothing new to the management thought.

3. As there is no definite solution to a problem, managers think of alternatives to arrive at the right choice. This is costly in terms of time and money. It also does not provide theoretical foundation upon which management principles will be based.

4. It is not possible for managers to determine all the factors relevant to the decision­ making situation. Because of constraints of time, money and ability, managers can neither collect complete information about the environment nor analyse it completely.

Q.5 Stages or Process of MBO (Management by Objectives) Process

In order to understand the concept of MBO some definitions are given:

1. According to George S. Ordiorue, “The system of management by objectives can be described as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual’s major areas of responsibility in terms of results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.”

2. According to Koontz and Weihrich, “Management by objectives is a comprehensive managerial system that integrates many key managerial activities in a systematic manner and that is consciously directed toward the effective and efficient achievement of organizational and individual objectives.”

3. S.K. Chakravarty defines it as, “MBO is a result-centered, non-specialist, operational managerial process for the effective utilization of material, physical, and human resources of the organization by integrating the individual with the organization and organization with the environment.”

Process /Stages

The practical importance of objectives in management can best be seen by summarizing how successful managing by objectives works in practice.

 

 

1.   Define Organizational Goals

Goals are critical issues to organizational effectiveness, and they serve a number of purposes. Organizations can also have several different kinds of goals, all of which must be appropriately managed.

And a number of different kinds of managers must be involved in setting goals. The goals set by the superiors are preliminary, based on an analysis and judgment as to what can and what should be accomplished by the organization within a certain period.

2.   Define Employees Objectives

After making sure that employees’ managers have informed of pertinent general objectives, strategies and planning premises, the manager can then proceed to work with employees in setting their objectives.

The manager asks what goals the employees believe they can accomplish in what time period, and with what resources. They will then discuss some preliminary thoughts about what goals seem feasible for the company or department.

3. Continuous Monitoring Performance and Progress

MBO process is not only essential for making line managers in business organizations more effective but also equally important for monitoring the performance and progress of employees.

For monitoring performance and progress the followings are required;

1. Identifying ineffective programs by comparing performance with pre-established objectives,
2. Using zero-based budgeting,
3. Applying MBO concepts for measuring individual and plans,
4. Preparing long and short-range objectives and plans,
5. Installing effective controls, and
6. Designing a sound organizational structure with clear, responsibilities and decision-making authority at the appropriate level.

4.Performance Evaluation

Under this MBO process performance review is made by the participation of the concerned managers.

5.Providing Feedback

The filial ingredients in an MBO program are continuous feedback on performance and goals that allow individuals to monitor and correct their own actions.

This continuous feedback is supplemented by periodic formal appraisal meetings in which superiors and subordinates can review progress toward goals, which lead to further feedback.

6.Performance Appraisal

Performance appraisals are a regular review of employee performance within organizations. It is done at the last stage of the MBO process.

Benefits of Management by Objectives

1.      Management by objectives helps employees appreciate their on-the-job roles and responsibilities.

2.      The Key Result Areas (KRAs) planned are specific to each employee, depending on their interest, educational qualification, and specialization.

3.      The MBO approach usually results in better teamwork and communication.

4.      It provides the employees with a clear understanding of what is expected of them. The supervisors set goals for every member of the team, and every employee is provided with a list of unique tasks.

5.      Every employee is assigned unique goals. Hence, each employee feels indispensable to the organization and eventually develops a sense of loyalty to the organization.

6.      Managers help ensure that subordinates’ goals are related to the objectives of the organization.

Limitations of Management by Objectives

1.      Management by objectives often ignores the organization’s existing ethos and working conditions.

2.      More emphasis is given on goals and targets. The managers put constant pressure on the employees to accomplish their goals and forget about the use of MBO for involvement, willingness to contribute, and growth of management.

3.      The managers sometimes over-emphasize the target setting, as compared to operational issues, as a generator of success.

4.      The MBO approach does not emphasize the significance of the context wherein the goals are set. The context encompasses everything from resource availability and efficiency to relative buy-in from the leadership and stakeholders.

5.      Finally, there is a tendency for many managers to see management by objectives as a total system that can handle all management issues once installed. The overdependence may impose problems on the MBO system that it is not prepared to tackle, and that frustrates any potentially positive effects on the issues it is supposed to deal with.

Q.6 Process of forecast

The Process of Forecasting

Forecasters need to follow a careful process in order to yield accurate results. Here are some steps in the process:

1. Develop the basis of forecasting

The first step in the process is developing the basis of the investigation of the company’s condition and identifying where the business is currently positioned in the market. 

2. Estimate the future operations of the business

Based on the investigation conducted during the first step, the second part of forecasting involves estimating the future conditions of the industry where the business operates and projecting and analyzing how the company will fare.

3. Regulate the forecast

This involves looking at different forecasts in the past and comparing them with the actual things that happened with the business. The differences in previous results and current forecasts are analyzed, and the reasons for the deviations are considered.

4. Review the process

Every step is checked, and refinements and modifications are made.

Q.7 Advantages and Disadvantages of Forecast

Advantages

 1. You’ll gain valuable insight

Forecasting gets you into the habit of looking at past and real-time data to predict future demand. And in doing so, you’ll be able to anticipate demand fluctuations more effectively. But more than that, it’ll give you insight into your company’s health and provide you with an opportunity to course-correct or make adjustments.

 2. You’ll learn from past mistakes

 You don’t start from scratch after each forecast. Even if your prediction was nowhere close to what ended up coming to pass, it gives you a starting point. It’s common to review where and why things didn’t happen the way you predicted. Your forecasts should eventually improve. But more than that, you’ll get into the habit of reflecting upon past performance as a whole. And self-reflection can be a powerful driver of company growth.

 3. It can decrease costs

 When done right, anticipating demand will help you tweak your processes to increase efficiency all along the supply chain. Because you’re better able to predict what customers will want and when they’ll want it, you may also be able to decrease excess inventory levels, thus increasing overall profitability.  

Disadvantages

 1. Forecasts are never 100% accurate

 Let’s face it: it’s hard to predict the future. Even if you have a great process in place and forecasting experts on your payroll, your forecasts will never be spot on. Some products and markets simply have a high level of volatility. And in general, there is just an endless number of factors that influence demand.

 2. It can be time-consuming and resource-intensive

 Forecasting involves a lot of data gathering, data organizing, and coordination. Companies typically employ a team of demand planners who are responsible for coming up with the forecast. But in order to do this well, demand planners need substantial input from the sales and marketing teams. In addition, it’s not uncommon for processes to be manual and labor-intensive, thus taking up a lot of time. Fortunately, if you have the right technology in place, this is much less of an issue.

 3. It can also be costly

 On a related note, hiring a team of demand planners is a significant investment. When you add to that the cost of using good quality tools, upfront costs can add up. But investing in advanced software, high-quality talent and solid forecasting processes is just that: an investment. We’re confident you’ll see a return when all of that is done right. 

Q.8 Difference between formal and informal organization

Differentiate Between formal and informal Organization 

BASIS FOR COMPARISON	FORMAL ORGANIZATION	INFORMAL ORGANIZATION
Meaning	An organization type in which the job of each member is clearly defined, whose authority, responsibility and accountability are fixed is formal organization.	An organization formed within the formal organization as a network of interpersonal relationship, when people interact with each other, is known as informal communication.
Creation	Deliberately by top management.	Spontaneously by members.
Purpose	To fulfill, the ultimate objective of the organization.	To satisfy their social and psychological needs.
Nature	Stable, it continues for a long time.	Not stable
Communication	Official communication	Grapevine
Control mechanism	Rules and Regulations	Norms, values and beliefs
Focus on	Work performance	Interpersonal relationship
Authority	Members are bound by hierarchical structure.	All members are equal.
Size	Large	Small

Q.9  Definitions  

No	Definition	Description
1	Management	Management is a process of planning, decision making, organizing, leading, motivation and controlling the human resources, financial, physical, and information resources of an organization to reach its goals efficiently and effectively.
2	Planning	Planning is a pre-decided course of action which will be taken in future. It deals with the determination of objectives to be achieved and the activities required achieving the objectives.
3	Decision Making	“Decision-making involves the selection of a course of action from among two or more possible alternatives in order to arrive at a solution for a given problem”.

 

4	Forecasting		“A systematic economic and rational way of making decisions today that will affect tomorrow.”
5	Organising		Koontz and O’Donnell defines organizing as- “The establishment of authority relationships with provision for coordination between them, both vertically and horizontally in the enterprise structure.”
6	Delegation Authority		The Delegation of Authority is an organizational process wherein, the manager divides his work among the subordinates and give them the responsibility to accomplish the respective tasks. Along with the responsibility, he also shares the authority, i.e. the power to take decisions with the subordinates, such that responsibilities can be completed efficiently.
7	Centralization		Centralization refers to that organizational structure where decision-making power is confined to the top management, and the subordinates need to follow the instructions of their seniors. Centralization of authority is essential for the small-scale organizations which lack resources and finance.
8	Decetralization		Decentralisation is referred to as a form of an organisational structure where there is the delegation of authority by the top management to the middle and lower levels of management in an organisation.
9	Departmentation		Departmentation means the process by which similar activities of the business are grouped into units for the purpose of facilitating smooth administration at all levels.
10	Staffing		Staffing can be defined as one of the most important functions of management. It involves the process of filling the vacant position of the right personnel at the right job, at right time. Hence, everything will occur in the right manner.
11	Directing		“Directing concerns the total manner in which a manager influences the actions of subordinates. It is the final action of a manager in getting others to act after all preparations have been completed.” —Joseph Massie
12	Motivation		‘Motivation’ is the process of inspiring people in order to intensify their desire and willingness for executing their duties effectively and for co-operating to achieve the common objectives of an enterprise.
13	Leadership		It is a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
14	Communication	William Scott: “It is a process which involves the transmission and accurate replication of ideas ensured by feedback for the purpose of eliciting actions which will accomplish organisational goals”.
15	Control	“Control is the process of bringing about conformity of performance with planned action.” Dale Henning

Q.10  Define leadership? Explain its feature

Definitions of Leadership:

“Leadership is both a process and property. The process of leadership is the use of non coercive influence to direct and coordinate the activities of the members of an organised group towards the accomplishment of group objectivities. As a property, leadership is the set of qualities or characteristics attributed to those who are perceived to successfully employ such influence.” Gay and Strake

“Leadership is the activity of influencing people to strive willingly for group objectives.” George Terry

“Leadership is the art of or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals.” Harold Koontz and Heinz Weihrich

Features of Leadership:

1. Leadership indicates the ability of an individual to influence others.

2. Leadership tries to bring change in behaviour.

3. Leadership shows interpersonal relationship between leader and followers.

4. Leadership is to achieve common goal.

5. Leadership is a continuous process.

 

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