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1. Autocratic Leadership Style Meaning: It refers to that leadership style in which the leader tends to run the show all by himself.

Characteristics:

i. Centralised Authority: In this style, a manager is not prepared to share his authority and responsibility with others. Consequently, all the authority of work performance remains centralised.

ii. Single-man Decisions: In this style of leadership, the manager himself takes all the decisions. He takes it for granted that he does not need any other individual.

2. Democratic Leadership Style Meaning: It refers to that leadership style in which the leader consults with his subordinates before making any final decision.

Characteristics:

i. Cooperative Relations: The chief characteristic of this style is the existence of cooperative relations among the managers and the employees. Participation in the management decisions gives the employees a feeling of self-respect, as a result of which the employees are always ready to be cooperative in every way.

ii. Belief in Employees: The managers inherently believe that the employees by nature want to work, do their work with interest, accept their responsibility and try to perform their work in a good manner. This faith of the managers in the employees increases their morale.

3. Laissez-faire or Free-rein Leadership Style Meaning: It refers to that leadership style in which the leader gives his subordinates complete freedom to make decisions. Characteristics:

i. Full Faith in Subordinates: A prominent characteristic of this style is that the managers consider their subordinates capable, active and responsible individuals and have full faith in them.

ii. Independent Decision-making System: In this style, the management related decisions are taken by the subordinates instead of the managers. They can, however, consult the managers.

a. Autocratic Leadership 

b. Democratic Leadership 

c. Laissez Faire Leadership 

d. Bureaucratic Leadership

Correct option is (B) Supervisor

Correct option is (D) None of these

1. Motivation helps to change negative or indifferent attitudes of an employee to positive attitudes so as to achieve organizational goals.

2. Motivation helps to improve the performance levels of employees as well as the organization. Good motivation in the organization helps to achieve higher levels of performance as motivated employees contribute their maximum efforts for organizational goals.

3. Motivation helps to reduce employee turnover and thereby saves the cost of new recruitment and training.

4. Motivation helps to reduce absenteeism in the organization.

5. Motivation helps managers to introduce changes smoothly without much resistance from people.

1. Sender: Sender means person who conveys his thoughts or ideas to the receiver. The sender represents source of communication. 

2. Message: It is the content of ideas, feelings, suggestions, order etc., intended to be communicated. 

3. Encoding: It is the process of converting the message into communication symbols such as words, pictures, gestures etc., 

4. Media: It is the path through which encoded message is transmitted to receiver. The channel may be in written form, face to face, phone call, internet etc., 

5. Decoding: It is the process of converting encoded symbols of the sender. 

6. Receiver: The person who receives communication of the sender. 

7. Feedback: It includes all those actions of receiver indicating that he has received and understood message of sender. 

8. Noise: Noise means some obstruction or hindrance to communication. This hindrance may be caused to sender, message or receiver.

• Incentive incites action into employees.
• They increase the enthusiasm of workers and motivate them to over-achieve organizational targets.
• In lieu of incentives the employees remain loyal to their works and organization. This in turn reduce labour turnover.
• Thus, incentives help industries in several ways.

• Insurance is a tool to safeguard against risk of losing assets, life, etc.
• When a person insures something he feels safe and secure that even if he loses the insured things, he will get the insurance money to buy the new ones, or will leave money for family in case he dies.
• This is actually a safety need as per Maslow’s hierarchy of needs.
• Once, man’s physiological needs such as food, clothing and shelter are over he moves towards securing his physiological needs.
• This makes him open a savings and fixed deposit account, buy insurance, etc.

Just like the war, directing is a very crucial act which has to be performed flawlessly.

• Any mistake in guiding or providing instruction can lead to havoc. It may affect production, productivity, quality, etc.
• Just like the war, directing also uses several tools, techniques and manpower.
• Direction takes special care of points at which special efforts are to be put.
• At the same time, the leaders continuously need to motivate the employees to keep their morale high so that they accomplish their work as desired.
• Hence, directing is like strategizing for the war.

Measures to overcome communication barriers:

(i) Clarify the ideas before communication: The problem to be communicated to the subordinates should be clear in all its perspective to the executive himself. The entire problem should be studied in depth, analysed and stated in such a manner that is clearly conveyed to the subordinates.

(ii) Communicate according to the needs of the receiver: The level of understanding of receiver should be crystal clear to the communicator. Manager should adjust his communication according to the education and understanding levels of the subordinates.

(iii) Consult others before communicating: Before actually communicating the message, it is better to involve others in developing a plan for communication. Participation and involvement of subordinates may help gain ready acceptance and willing co-operation of subordinates.

(iv) Be aware of languages, tone and content of the message: The contents of the message, tone, language used, manner in which the message is to be communicated are the important aspects of effective communication. The language used should be understandable to the receiver and should not offend the sentiments of the listeners. The message should be stimulating to evoke response from the listeners.

(v) Convey things of help and value to fire listeners: While conveying message to the others, it is better to know the interests and needs of the people with whom, you are communicating. If the message relates directly or indirectly to such interests and needs it certainly evokes response from communicated.

(vi) Ensure proper feedback: The communicator may ensure the success of communication by asking questions regarding the message conveyed. The receiver of communication may also be encouraged to respond to communication. The communication process may be improved by the feedback received to make it more responsive.

(vii) Communicate for the present as well as for the future: Generally, communication is needed to meet the existing commitments, to maintain consistency; the communication should aim at future goals of the enterprise also.

(viii) Follow up communications: There should be regular follow up and review on the instructions given to subordinates. Such follow up measures help in removing hurdles if any in implementing the instructions.

(ix) Be a good listener: Manager should be a good listener Patient and attentive listening solves half of the problems. Managers should also give indications of their interest in listening to their subordinates.

Measures to overcome communication barriers are:

(a) Simple language: The sender of the message should use simple language and commonly known words. It is better for sender to use that language which is known to the receiver.

(b) Clarify the idea before communication: The entire problem or message to be communicated by sender should be studied in depth and stated in such a manner that is clearly conveyed to subordinate or receiver.

(c) Consult others before communication: It is better to involve subordinate (receivers) to get acceptance or willing co-operation from them, before actually communicating the message.

(d) Ensure proper feedback: The communication is said to be successful when desired feedback is received by the sender. So, the receiver should be encouraged to respond and to be more responsive regarding the message sent.

(e) Communicate for present as well as future: Generally commitment is done to meet present needs and commitment. But to maintain consistency the communication should aim at future goals of the organisation also.

(f) Follow up communication: There should be regular follow up and review of the information/ instructions given to the subordinate (receiver) such follow up helps in removing hurdles in implementing the instructions.

(g) Communicate according to the needs of the receiver: Manager should adjust his communication according to the education and understanding level of the subordinates.

(h) Be careful about language and content of message: The content of the message, tone, language and manner in which the message is to be communicated are some important aspects of effective communication. The language should be understandable to the receiver.

(i) Convey things of help and value to the listeners: While conveying message to others, it is better to know the interest and needs of the people with whom you are communicating.

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

2. Leadership tries to bring change in the behavior of others. 

3. Leadership indicates interpersonal relations between leaders and followers. 

4. Leadership is exercised to achieve common goals of the organization. 

5. Leadership is a continuous process.

oral communication consists, Conversation, discussion, lectures, etc.

Formal communication:

• Communication that depends on the structure of an organization and its rules and regulations and is implemented for the accomplishment of business objective is called formal communication. Generally, formal communication is in writing.
• This type of communication has a formal link between the superior and the subordinate. Its objective is to control and co-ordinate.
• Formal communication is clear and easy to understand.
• Here, who will send information to who is decided before communicating. Moreover, the form of information is also pre-decided.

Example:

• Notice or Memo is given as warning to the employees who are irregular and remaining absent without prior permission.
•  A letter given by superior to subordinate for his transfer or promotion.

Characteristics:

• In formal communication, superior and subordinates are formally related
• Its main objective is control and co-ordination
• Formal communication is generally in written form
• This type of communication system is accepted as policy of organization
• It is based on organization structure
• Formal organization is formed for the accomplishment of business objectives
• It is easy and clear to understand

Organizational Barriers to Communication are:

(i) Organisational policy

(ii) Rules and regulations

(iii) Status

(iv) Complexity in organisational structure

(v) Organisational facilities

Detailed Answer:

(i) Organisational policy: If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper the effectiveness of communications. For example, in an organisation with highly centralised pattern, people may not be encouraged to have free communication.

(ii) Rules and Regulations: Rigid rules and cumbersome procedures may be a hurdle to communication. Similarly, communications through prescribed channel may result in the delays.

(iii) Status: Status of superior may create psychological distance between him and his subordinates. A status conscious manager also may not allow his subordinates to express their feelings freely.

(iv) Complexity in organisational structure: In an organisation where there are number of managerial levels, communication gets delayed and distorted as number of filtering points are more.

(v) Organisational facilities: If facilities for smooth, clear and timely communications are not provided communications may be hampered. Facilities like frequent meetings, suggestion box, complaint box, social and cultural gathering, transparency in operations etc., will encourage free flow of communication. Lack of these facilities may create communication problems.

Semantic barrier to communication:

(i) Badly expressed message may not convey intended meaning.

(ii) Symbols with different meanings may be perceived differently by the receiver.

(iii) Message originally drafted in one language may be misunderstood due to faulty translation.

(iv) Messages involving certain assumptions may be interpreted differently due to unclarified assumptions.

(v) Use of technical jargon by specialists may not be understood by others.

(vi) Body language and gesture decoding may be misunderstood if what is said and what is expressed do not match.

Detailed Answer:

Semantic Barriers to Communication:

(i) Badly expressed message in which the intended meaning may not be conveyed on account of inadequate vocabulary, usage of wrong words, omission of needed words etc.

(ii) Symbols with different meanings where a word may have several meanings and receiver has to perceive one such meaning for the word used by communicator.

(iii) Faulty translations where the communication drafted in one language is not properly translated in a language understandable to the workers.

(iv) Unclarified assumptions where communication may have certain assumptions which are subject to different interpretations.

(v) Technical jargons where the specialists use them to explain something to persons who are not specialists in the concerned field, as a result of which, it is not understood clearly by the receiver.

(vi) Body language and gesture decoding becomes a barrier when there is no match between what is said and what is expressed in body movements.

Monetary benefit offered to employees to encourage behavior or actions is called financial incentive.

Incentives not based on money are called non-monetary or non-financial incentives.

Correct option is (A) Promotion

Assumption of Maslow’s Need Hierarchy Theory:

(i) People are motivated by the unfulfilled needs and once a particular need is satisfied, it ceases to be a motivating factors.

(ii) People's behaviour is based on their needs. Satisfaction of such needs influence their behaviour.

(iii) People's needs are in a hierarchical order, starting from basic needs to the other higher level needs.

Features of Motivation:

(a) Internal feeling.

(b) Produces goal directed behaviour.

(c) Can be positive or negative.

(d) Complex process

Detailed Answer:

Features of Motivation:

(a) Motivation is an internal feeling. The urge, drives, desires, aspirations, striving or needs of human being, which are internal, influence human behaviour. For example, People may have the urge for possessing a motorbike, comfortable house, reputation in the society. These urges are internal to an individual.

(b) Motivation produces goal directed behaviour. -For example, The promotion in the job may be given to the employee with the objective of improving his performance. If the employee is interested in promotion, it helps to produce behaviour to improve performance.

(c) Motivation can be either positive or negative. Positive motivation provides positive rewards like increase in pay, promotion, recognition etc., Negative motivation uses negative means like punishment, stopping increments, threatening etc. which also may induce a Person to act in the desired way.

(d) Motivation is a complex process as the individuals are heterogeneous in their expectations, perceptions and reactions. Any type of motivation may not have uniform effect on all the members.

• Written communication is very formal way of communicating whereas oral is mostly informal.
• Communication is a human based activity.
• Irrespective of the size, structure and discipline of the organization, all written communication cannot solve the purpose. Communication is not only ordering, setting rules on paper and expecting people to follow. Employees need to constantly be reminded about the rules and regulations communicated in written form.
• Although it must be well communicated in written form, employees need to be continuously inspired by guiding them, explaining them and making them follow the written formats.
• Similarly, if communication is just in oral form, it can create several confusions, lack of discipline and arguments.
• Hence, neither all communication can be written nor can all communication be oral.

Formal communication:

• Communication that depends on the structure of an organization and its rules and regulations and is implemented for the accomplishment of business objective is called formal communication. Generally, formal communication is in writing.
• This type of communication has a formal link between the superior and the subordinate. Its objective is to control and co-ordinate.
• Formal communication is clear and easy to understand.
• Here, who will send information to who is decided before communicating. Moreover, the form of information is also pre-decided.

Example:

• Notice or Memo is given as warning to the employees who are irregular and remaining absent without prior permission.
• A letter given by superior to subordinate for his transfer or promotion.

Characteristics:

• In formal communication, superior and subordinates are formally related
• Its main objective is control and co-ordination
• Formal communication is generally in written form
• This type of communication system is accepted as policy of organization
• It is based on organization structure
• Formal organization is formed for the accomplishment of business objectives
• It is easy and clear to understand

Some of the organisational barriers are as follows:

(i) Organisational facilities: Facilities like frequent meetings, conferences, suggestion box, complaint box, social and cultural gatherings, etc. will encourage free and timely flow of communication.

(ii) Complexity in the organisation structure: The effectiveness of communication largely depends upon the nature of the organisation structure. If the structure involves number of managerial levels, communication gets delayed and distorted due to large number of filtering points.

(iii) Status: Status and relationship create psychological distance between superior and his subordinates and stand in the way of true and accurate communication. A status conscious manager also may not allow his subordinates to express their feelings freely.

(iv) Rules and regulations: Rigrd rules and regulations adversely affect the process of communication. By prescribing the subject-matter to be communicated and the channel through which these are to be communicated. Rules and regulations create a hurdle to the communication Process.

(v) Organisational policy: If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper effectiveness of the communication.

Organisational structure greatly affects the capability of the employees as far as the communication is concerned. Some major organisational hindrances in the way of communication are the following:

i. Organisational Policies: Organisational policies determine the relationship among all the persons working in the enterprise. For example, it can be the policy of the organisation that communication will be in the written form. In such a situation, anything that could be conveyed in a few words shall have to be communicated in the written form. Consequently, work gets delayed.

ii. Rules and Regulations: Organisational rules become barriers in communication by determining the subject-matter, medium, etc. of communication. Troubled by the definite rules, the senders do not send some of the messages.

iii. Status: Under organising all the employees are divided into many categories on the basis of their level. This formal division acts as a barrier in communication especially when the communication moves from the bottom to the top.

iv. Complexity in Organisational Structure: The greater number of managerial levels in an organisation makes it more complex. It results in delay in communication and information gets changed before it reaches the receiver. In other words, negative things or criticisms are concealed.

v. Organisational Facilities: Organisational facilities mean making available sufficient stationery, telephone, translator, etc. When these facilities are sufficient in an organisation, the communication will be timely, clear and in accordance with necessity. In the absence of these facilities, communication becomes meaningless.

It refers to incentives which are in direct monetary form or measurable in monetary term.

Directing the subordinates about the job assurance, guiding & motivating them to work with new technology.

Non-financial incentives:
Incentives not based on money are called non-monetary or non-financial incentives.

Types of non-financial incentives:
1. Security of employment:

• Over and above employment, security of employment is also equally important.
• Job security means an assurance to the employee that he will remain in job if he keeps on performing as per set standards.
• Lack of job security makes one stressed whereas assurance oi job security inspires to work with enthusiasm. This increases the productivity and production.

2. Appreciation of work and reward:

• When employees over-exceed production targets within the given time, that too economically and efficiently, they are honoured publicly i.e. before other staff.
• Such appreciation and reward system motivates the employees. This also motivates other employees to work hard and earn such awards.

3. Assigning of responsibility:

• To encourage the employees, officers assign special responsibility of giving training and direction to subordinates or others.
• When such responsibilities are assigned, the person who shoulders such responsibility feels confident and proud for his knowledge and achievement. This motivates him and he further motivates his juniors.

4. Advisor:

• When a worker has been working efficiently for quite a long time in the organization his rich experience and knowledge becomes invaluable.
• The organization seeks his advice in policy formulation as well as other strategic decision.
  The worker feels encouraged, confident and proud that he is an important part of the company.

5. Welfare activities and amenities:

• Organizations undertake various welfare activities and provide various amenities to employees. Medical services, canteen facility, library, leave- with-pay, sports, entertainment activities, training facility and many more such welfare facilities are given to employees.
• These inspire the employees and they work with enthusiasm and higher efficiency.

6. Other incentives:

Housing facility, life insurance, free education to children, books, transportation facility to pick up and drop from residence to place of work, etc. are several other incentives that the organization may provide to keep the employees motivated.

Financial incentives: Monetary benefit offered to employees to encourage behavior or actions is called financial incentive.

• Financial incentives are boon for skilled and proficient employees or workers because they boost their enthusiasm, courage, self-confidence and efficiency.
• Financial incentive gives security to the employees and increases their social status.

Types of financial incentive:

1. Profit sharing:

• When workers get a definite proportion of profit in the form of money other than their salary, it is called profit-sharing.
• Profit sharing is based on the concept that surplus profit of the business is the result of the joint efforts of the workers and owner.

2. Co-partnership:

• When employees or workers are taken as partners in ownership, management and distribution of profit, it is known as co-partnership.
• Since these employees or workers are taken as co-partners, it becomes easy for owner to increase production and to maintain industrial peace.

3. Promotion:

• The process of placing the staff in a higher and beneficial position is known as promotion.
• Promotion increases authority, responsibility, duties and salary of the employee.
• Promotion increases the efficiency of the staff and his morale.

4. Bonus:

• When a business earns profits, its credit goes to workers as well.
• On the basis of this thdught, the organization at the end of each year distributes ceiiain percent of profit among works. This distributed amount is known as bonus.

5. Commission:

• In order to increase sales, business units decide sales target for the employees appointed in sales department.
• To see that the .sales executives achieve these targets, the business units provide them certain financial incentive on sales. This is called commission.

6. Prizes:

• When certain employees show outstanding performance or style of working, they are honoured for their services in the form of cash prize along with certificate and medal by the business units.
• Such prizes are given in annual meeting, get-together or by arranging a special felicitation programme. Distributing prizes before all the staff members boost encouragement, zeal and efficiency of the workers.

7. Suggestions and advices:

• Workers are constantly engaged in production. While working they come across several ideas and suggestions to improve the process, reduce costs, improve productivity, etc.
• They may give such suggestions and advice to the management to improve the production process and make it more efficient.
• When these ideas and suggestions prove fruitful, the workers are paid monetary incentives.

Non-financial Incentives are those incentives which cannot be measured in terms of money.

Two non-financial incentives are:

(a) Job Security: Generally workers prefer security of job. They may not prefer jobs with higher wages or salaries which do not carry security of job. They want certain stability about future income and work so that they may become complacent and work with a greater zeal.

(b) Status: Status refers to rank, authority, recognition, and prestige related to the job. It is concerned with social status of a person satisfying egoistic needs. This can be done by way of giving various facilities or by offering higher rank in the organisation to get this non-financial incentive. A person will have to show certain achievements or desired performance to more to a higher status which motivates employees having self esteem and self actualisation need active in them.

(c) Organisational Climate: These are the characteristics which describe an organisation. The characteristics have direct influence over the behaviour of a member A positive approach adopted by a manager creates better organisational climate whereas negative approach may spoil the climate.

(d) Career Advancement Opportunities: When employees are provided promotional opportunities they improve their skills and efficiency with the hope that they will be promoted to the higher level. Appropriate skill development programmes and sound promotion policy help achieve promotions. Promotion works as a tonic or a big stimulator which induces people to exhibit their best performance.

Correct option is (D) Both (B) and (C)

Informal Communication:

• Any communication which depends on human relations and friendship among employees of an organization is known as informal communication.
• Informal communication is flexible and simple in nature.
• There is no need for control and order informal communication.
• It can be explained orally or even in a symbolic language i.e. through signs. -> Informal organization provides co-ordination and credibility to the organization. Example:
• Industrial manager instructs the labourer to work
• Sales manager gives information and suggestions regarding presentation to the salesman in an easy going manner

Characteristics:

• It depends on human relations
• Control or order is not required in informal communication
• It can be explained orally or through symbolic language
• Depends on human and friendly relations
• It is flexible and easy
• Process is not important in this communication
• It gives more co-ordination and credibility to the organization
• Informal communication is not. supplementary but complementary to the formal communication

Importance of Motivation 

(1) Motivation helps to improve performance levels of employees as well as the organisation. 

(2) Motivation helps to change negative attitudes of employee to positive attitudes.

(3) Motivation helps to reduce employee turnover.

(4) Motivation helps to reduce absenteeism in the organisation. 

(5) Motivation helps managers to introduce changes smoothly.

Communication which depends on human relations and friendship among employees of an organization is known as informal communication.

Some of the organisational barriers are as follows:

(i) Organisational facilities: Facilities like frequent meetings, conferences, suggestion box, complaint box, social and cultural gatherings, etc. will encourage free and timely flow of communication.

(ii) Complexity in the organisation structure: The effectiveness of communication largely depends upon the nature of the organisation structure. If the structure involves number of managerial levels, communication gets delayed and distorted due to large number of filtering points.

(iii) Status: Status and relationship create psychological distance between superior and his subordinates and stand in the way of true and accurate communication. A status conscious manager also may not allow his subordinates to express their feelings freely.

(iv) Rules and regulations: Rigrd rules and regulations adversely affect the process of communication. By prescribing the subject-matter to be communicated and the channel through which these are to be communicated. Rules and regulations create a hurdle to the communication Process.

(v) Organisational policy: If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper effectiveness of the communication.

Informal Communication:

• Any communication which depends on human relations and friendship among employees of an organization is known as informal communication.
• Informal communication is flexible and simple in nature.
• There is no need of control and order in formal communication.
• It can be explained orally or even in a symbolic language i.e. through signs. -> Informal organization provides co-ordination and credibility to the organization. Example:
• Industrial manager instructs the labourer to work
• Sales manager gives information and suggestions regarding presentation to the salesman in an easy going manner

Characteristics:

• It depends on human relations
• Control or order is not required in informal communication
• It can be explained orally or through symbolic language
• Depends on human and friendly relations
• It is flexible and easy
• Process is not important in this communication
• It gives more co-ordination and credibility to organization
• Informal communication is not. supplementary but complementary to the formal communication