Name: Hitesh Maloo

Class:12th Commerce
Subject: Business Studies
Elements of
Directing
the elements of directing are activities
broadly grouped into four categories
which are :
1. Supervision
2. Motivation
3. Leadership
4. Communication

1
Supervision
The term “supervision” is derived from two Latin words –
“Super” and “Vision”. Super means over and above and vision
means to see. Thus supervision means “Overseeing the activity”.
In management, supervision means overseeing what is being done
by subordinates and giving instructions to ensure optimum
utilisation of resources and achievement of work targets.
Supervision can be understood as the function to be performed by
supervisor, a managerial position in the organization hierarchy at
the operative level i.e., immediately above the worker.

The person who supervises the subordinates is called

“Supervisor”. He is also known as Foreman, Overseer,
Superintendent, Section officer etc.
✢ Importance
of
Supervision

3
 Supervisor maintains day-to-day contact and maintains friendly
relations with workers - A good supervisor acts as a guide,
friend and philosopher to the workers.

 Supervisor acts as a link between workers and management - He

conveys management ideas to the workers on one hand and
workers problems to the management on the other. This role
played by supervisor helps to avoid misunderstandings and
conflicts between management and workers/employees.

 Supervisor plays a key role in maintaining group unity among

workers placed under his control - He sorts out internal differences
and maintains harmony among workers.
 Supervisor ensures performance of work according to the targets
set - He takes responsibility for task achievement and
motivates his workers effectively.

 Supervisor provides good on-the-job training to the workers and

employees - A skilled and knowledgeable supervisor can build
efficient team of workers.

 Supervisory leadership plays a key role in influencing the workers

in the organisation - A supervisor with good leadership
qualities can build up high morale among workers.

 A good supervisor analyses the work performed and gives

feedback to the workers - He suggests ways and means of
developing work skills.
fiotivati
on
Motivation means a process of stimulating
people to action to accomplish desired goals
- William G. Scout

Motivation is a process which begins with a

physiological or psychological need or deficiency
which triggers behavior or a drive that is aimed
at a goal or incentive.
- Fred Luthans
6
✢ A manager may come across highly committed and hardworking staff or lazy,
evasive and superficial workers. He or she may wonder what to do with
workers not willing to work to their potential. Psychologists say it is motivation,
which stimulates people to take up work voluntarily.
✢ Motivation: Motivation means the process of making subordinates to act
in a desired manner to achieve certain organisational goals.

7
 Motive: A motive is an inner state that energises, activates or
moves and directs behaviour towards goals. Motives arise out
of the needs of individuals. Realisation of a motive causes
restlessness in the Individual which prompts some action to
reduce such restlessness.

 Motivation: Motivation is the process of stimulating people to

action to accomplish desired goals. Motivation depends upon
satisfying needs of people.

 Motivators: Motivator is the technique used to motivate people

in an organisation. Managers use diverse motivators like pay,
bonus, promotion, recognition, praise, responsibility etc., in
the organisation to influence people to contribute their best.

9
Features of Motivation
 Internal feeling - The urge, drives, desires, aspirations, striving or
needs of
human being, which are internal, influence human behaviour.

 Produces goal directed behaviour - If the employee is interested in

promotion, it helps to produce a behaviour to improve performance.

 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. This also may
induce a person to act in the desired way.

 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 10
Importance of Motivation
1. Motivation improves efficiency and performance level –
Motivation helps to improve performance levels of
employees as well as the organisation. Since proper
motivation satisfies the needs of employees, they in turn
devote all their energies for optimum performance in their
work.

2. Helps to create positive attitude – Motivation helps to change

negative or indifferent attitudes of employee to positive
attitudes so as to achieve organizational goals.

3. Motivation reduces employee turnover - Motivation helps to

reduce employee turnover and thereby saves the cost of
new recruitment and training.. If managers identify
motivational needs of employees and provide suitable
incentives, employees may not think of leaving the
organisation.
11
Importance of Motivation

4. Motivation reduces absenteeism –Motivation helps to reduce

absenteeism in the organisation. Some important reasons for
absenteeism are–bad working conditions, inadequate
rewards, lack of recognition, poor relations with supervisors
and colleagues etc. If motivation is adequately provided,
work becomes a source of pleasure and workers attend to
the work regularly.

5. Motivation helps to accept changes - Motivation helps

managers to introduce changes smoothly without much
resistance from people. If manager can convince employees
that proposed changes will bring additional rewards to
employees, they may readily accept the change.

12
Motivation Process: Motivation process is based on human needs. A
simple
model to explain motivation process is presented below.

Unsatisfied Need

Tension

Search Behavior

Satisfied Need

Drives

Reduction of Tension

13
Profile of Abraham Maslow (1908 –
1970)
 Abraham H. Maslow was born in Brooklyn, New York, in 1908. He
studied primate behavior and did doctorate in psychology in 1934 at
the University of Wisconsin.
 His theory of the hierarchy of needs, which leads to the ‘self
actualized’ individual, was a strong catalyst for the founding of
humanistic psychology.
 Maslow successfully bridged motivation and personality in his
theories of
needs, self-actualizing persons, and peak experiences.
 Maslow is considered an important figure in contemporary
psychology. He wrote two important books: Toward a Psychology of
Being (1968) and Motivation and Personality (1970). Abraham Maslow
died of a heart attack in 1970.
14
Maslow’s Need Hierarchy Theory of
Motivation:
Abraham Maslow, a well-known psychologist in a
classic paper published in 1943, outlined the
elements of an overall theory of motivation. His
theory was based on human needs. He felt that
within every human being, there exists a hierarchy
of five needs.

15
 Basic Physiological Needs: These needs are most basic in the
hierarchy and corresponds to primary needs. Hunger, thirst, shelter,
sleep and sex are some examples of these needs. In the
organisational context, basic salary helps to satisfy these needs.

• Safety/Security Needs: These needs provide security and

protection from physical and emotional harm. Examples: job
security, stability of income, Pension plans etc.,

• Affiliation/Belonging Needs: These needs refer to affection,

sense of belongingness, acceptance and friendship.

• Esteem Needs: These include factors such as self-respect,

Autonomy status,
recognition and attention.

• Self-Actualisation Needs: It is the highest level of need in the hierarchy.

It refers to the drive to become what one is capable recruitment and
training which involve additional investment of money, time and
effort. Motivation helps to save such costs. It also helps to retain
talented people in the organisation. 16
Maslow’s theory is based on the following assumptions:
 People’s behaviour is based on their needs. Satisfaction of such needs
influences their behaviour.
 People’s needs are in hierarchical order, starting from basic needs to
other higher level needs.
 A satisfied need can no longer motivate a person; only next higher level
need can motivate him.
 A person moves to the next higher level of the hierarchy only when the
lower need is satisfied

16
INCENTIV
ES
Incentive means all measures
which are used to motivate
people to improve
performance.
These incentives may be
broadly classified as
financial and non
financial. 18
Financial Incentives:
 Financial incentives refer to incentives which are in direct monetary
form or measurable in monetary term and serve to motivate people for
better performance.
 These incentives may be provided on individual or group basis.

Non-Financial Incentives
✢ All the needs of individuals are not satisfied by money alone.
Psychological, social and emotional factors also play important role
in providing motivation .
✢ Non-financial incentives mainly focus on these needs. Some times,
monetary aspect may be involved in non-financial incentives as
well.
✢ However, the emphasis is to provide psychological and emotional
satisfaction rather than money driven satisfaction. 19
FINANCIAL INCENTIVES NON-FINANCIAL INCENTIVES

Pay and allowances Status

Productivity linked wage incentives Organizational climate
Co-partnership / stock option plan Career advancement
Bonus Job enrichment
Profit sharing Employee recognition
Perquisites Job security
Retirement benefits Employee participation

Employee empowerment

20
FINANCIAL INCENTIVES
1. Pay and allowances: For every employee, salary is the basic monetary
incentive. It includes basic pay, dearness allowance and other
allowances. Salary system consists of regular increments in the pay
every year and enhancement of allowances from time-to-time. In some
business organizations, pay hike and increments may be linked to
performance.
2. Productivity linked wage incentives: Several wage incentive plans aims at
linking payment of wages to increase in productivity at individual or
group level.
3. Perquisites: In many companies perquisites and fringe benefits are
offered such as car allowance, housing, medical aid, and education to the
children etc., over and above the salary. These measures help to provide
motivation to the employees/ managers.
21
4. Profit Sharing: Profit sharing is meant to provide a share to employees
in the profits of he organization. This serves to motivate the
employees to improve their performance and contribute to increase
in profits.
5. Co-partnership/ Stock option: Under these incentive schemes,
employees are offered company shares at a set price which is lower
than market price. Sometimes, management may allot shares in line
of various incentives payable in cash. The allotment of shares creates a
feeling of ownership
6. Retirement Benefits: Several retirement benefits such as provident fund,
pension, and gratuity provide financial security to employees after
their retirement. This acts as an incentive when they are in service in
the organization.
7. Bonus: Bonus is an incentive offered over and above the wages/salary
to 22
Non-Financial
1. Incentives
Status: status means ranking of positions in the organization. The
authority, responsibility, rewards, recognition, perquisites and prestige of
job indicate the status given to a person holding a managerial position.
Psychological, social and esteem needs of an individual are satisfied by
status given to their job.
2. Organizational Climate: Organizational climate indicates the characteristics
which describe an organization and distinguish one organization from the
other. These characteristics influence the behavior of individuals in the
organization. Some of these characteristics are–individual autonomy,
reward orientation, consideration to employees, risk-tasking etc.
3. Career Advancement Opportunity: Managers should provide
opportunity to employees to improve their skills and be promoted to the
higher level jobs. Appropriate skill development programs, and sound
promotion policy will help employees to achieve promotions.

23
4. Job Enrichment: Job enrichment is concerned with designing jobs that
include greater variety of work content, require higher level of knowledge
and skill; give workers more autonomy and responsibility; and provide the
opportunity for personal growth and a meaningful work experience. If jobs
are enriched and made interesting, the job itself becomes a source of
motivation to the individual.

5. Employee Recognition programmes: Most people have a need for evaluation of

their work and due recognition. Recognition means acknowledgment with a
show of appreciation. When such appreciation is given to the work performed
by employees, they feel motivated to perform/work at higher level.

Some examples of employee recognition are:

1. Congratulating the employee for good performance.
2. Displaying on the notice board or in the company newsletter about
the
achievement of employee.
3. Installing award or certificate for best performance.
4. Distributing mementos, complimentary like T-shirts in recognition of
employee services. 24
6. Job security: Employees want their job to be secure. They want
certain stability about future income and work so that they do not
feel worried on these aspects and work with greater zeal. However,
there is one negative aspect of job security. When people feel that
they are not likely to lose their jobs, they may become complacent.

7. Employee participation: It means involving employees in decision

making of the issues related to them. In many companies, these
programmes are in practice in the form of joint management
committees, work committees, canteen committees etc.,

8. Employee Empowerment: Empowerment means giving more

autonomy and powers to subordinates. Empowerment makes
people feel that their jobs are important. This feeling contributes
positively to the use of skills and talents in the job performance.

25
Leaders
hip
Leadership is the process of
influencing the behavior of people by
making them strive voluntarily towards
achievement of organizational goals.
Leadership indicates the ability of an
individual to maintain good interpersonal
relations with followers and motivate them to
contribute for achieving organizational
objectives.
An individual possessing attributes of
leadership is known as leader.
26
Leadership is the activity of influencing people to
strive
willingly for group objectives.
George
Terry

Leadership is the art or process of influencing people

so
that they will strive willingly and enthusiastically
towards
the achievement of group goals.
Harold Koontz and Heinz Weihrich
27
Features of
leadership
An examination of the above definition reveals the
following
important features of leadership:
✢
1. Influence others – Leadership indicates ability of an
individual to
influence others.
2. Change in the behaviour of others – Leadership tries to
bring change in the behaviour of others.
3. Interpersonal relations – Leadership indicates
interpersonal relations between leaders and
followers.
4. Achievement of common goal – Leadership is exercised
to
27
achieve common goals of the organisation.
Importance Of
Leadership
✢ Leadership influences the behavior of people and makes them to
positively contribute their energies for the benefit of the
organization. Good leaders always produce goods results through
their followers.

✢ A leader maintains personal relations and helps followers in fulfilling

their needs. He provides needed confidence, support and
encouragement and thereby creates congenial work environment.

✢ Leader plays a key role in introducing required changes in the

organization. He persuades clarifies and inspires people to accept
changes whole-heartedly. Thus, he overcomes the problem of
resistance to change and introduces it with minimum 29
✢ A leader handles conflicts effectively and does not allow adverse effects
resulting from the conflicts. A good leader always allows his followers
to ventilate their feelings and disagreement but persuades them by
giving suitable clarifications.

✢ Leader provides training to their subordinates. A good leader always

builds up his successor and helps in smooth succession process.

30
Qualities
of a
Good
Leader
30
1. Physical features: Physical features like height, weight, health,
appearance determine the physical personality of an
individual. It is believed that good physical features attract
people. Health and endurance help a leader to work hard
which inspires others to work with same tempo.

2. Knowledge: A good leader should have required knowledge

and competence. Only such person can instruct subordinates
correctly and influence them.

3. Integrity: A leader should possess high level of integrity and

honesty. He should be a role model to others regarding the
ethics and values.

4. Initiative: A leader should have courage and initiative. He

should not wait for opportunities come to his way, rather he
should grab the opportunity and use it to the advantage of
organisation.
5. Communication skills: A leader should be a good communicator. He
should have the capacity to clearly explain his ideas and make the
people to understand his ideas. He should be not only good
speaker but a good listener, teacher, counsellor and persuader.

6. Motivation skills: A leader should be an effective motivator. He

should understand the needs of people and motivate them
through satisfying their needs.

7. Self Confidence: A leader should have high level of self-

confidence. He should not loose his confidence even in most
difficult times. In fact, if the leader lacks self-confidence, he
cannot provide confidence to his followers.

8. Decisiveness: Leader should be decisive in managing the work.

Once he is convinced about a fact, he should be firm and should
not change opinions frequently.

9. Social skills: A leader should be sociable and friendly with his

colleagues and followers. He should understand people and
maintain good human relations with them.
Leadership Style
There are many theories of leadership behavior and styles.
The most popular classification of leadership styles is based on the use
of
authority.
Depending on the use of authority, there are three basic styles of
leadership:
1. Autocratic
2. Democratic
3. Laissez-faire

34
Autocratic or Authoritarian leader
 An autocratic leader gives orders and expects his
subordinates to obey those orders.
 Communication is only one-way with the subordinate
only acting to the
command given by the manager.
 This leader is dogmatic i.e., does not change or
wish to be contradicted.
 His following is based on the assumption that
reward or punishment
both can be given depending upon the result.
 This leadership style is effective in getting productivity
in many situations like in a factory where the supervisor
is responsible for production on time and ha so ensure
labour productivity.
 Quick decision-making is also facilitated.
 But there are variations also, they may listen to everyone’s
opinion, consider subordinates ideas and concerns but the
decision will be their own. 35
Democratic or Participative leader
 A democratic leader will develop action plans and makes
decisions in consultation with his subordinates. He will
encourage them to participate in decision-making.
 This kind of leadership style is more common now-a-days, since
leaders also recognise that people perform best if they have
set their own objectives.
 They also need to respect the other’s opinion and support
subordinates
to perform their duties and accomplish organisational
objectives.
 They exercise more control by using forces within the group.

36
Laissez faire or Free-rein leader
Such a leader does not believe in the use of power
unless it is absolutely essential.
The followers are given a high degree of independence to
formulate their own objectives and ways to achieve them.
The group members work on their own tasks resolving
issues
themselves.
The manager is there only to support them and supply
them the required information to complete the task
assigned.
At the same time, the subordinate assumes
responsibility for the work
to be performed.

37
COMMUNICATION

✢ Directing abilities of a manager mainly depend upon his

communication skills. That is why organisation always emphasises on
improving communication skills of managers as well as employees.
✢ The word communication has been derived from the Latin
word ‘communis’ which means ‘common’ which
consequently implies common understanding.
✢ Communication is defined as an exchange of ideas, facts,
opinions
and emotions from one person to another to create
mutual understanding.

38
Definitions of Communication

Communication is the sum of all things one person does when he

wants to create understanding in the mind of another. It involves
systematic and continuous process of telling, listening and
understanding.
- Louis Allen

Communication is a process by which people create and share

information with one another in order to reach common
understanding.
- Rogers

39
Elements of Communication
Process
1. Sender
2. Message
3. Media
4. Feedback
5. Receiver
6. Noise
7. Encodin
g
8. Decodin
g

40
1. Sender: person who conveys his thoughts or ideas to the receiver. 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 et
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
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. 41
Importance of Communication

 Effectiveness of a manager: depends significantly on his ability to communicate

effectively with his superiors, subordinates and external agencies such as
bankers, suppliers, union and government. Communication serves as the
lubricant fostering for the smooth operations of the management process.

 Acts as basis of coordination: Communication acts as basis of coordination.

among departments, activities and persons in the organisation. Its explains
about organisational goals, the mode of achievement and inter relationships
between different individuals etc.

 Helps in smooth working of an enterprise: Communication makes possible for the

smooth and unrestricted working of the Communication is basic to an
organisation’s existence right from its birth through its continuing life. When
communication stops, organized activity ceases to exist.

 Acts as basis of decision making: Communication provides needed information for

decision making. In its absence, it may not be possible for the managers to take
any meaningful decision. Only on the basis of communication of relevant 41
 Increases managerial efficiency: The management conveys the goals and
targets, issues instructions, allocates jobs and responsibilities and looks
after the performance of subordinates. Communication is involved in all
these aspects. Thus, communication lubricates the entire organisation and
keeps the organisation at work with efficiency.

 Promotes cooperation and industrial peace: Efficient operation is the aim of all
prudent management. The two way communication promotes cooperation
and mutual understanding between the management and workers.

 Establishes effective leadership: Communication is the basis of leadership.

Effective communication helps to influence subordinates. While influencing
people, leader should possess good communication skills.

 Boosts morale and provides motivation: An efficient system of communication

enables management to motivate, influence and satisfy the subordinates. It
assists the workers in their adjustment with the physical and social aspect of
work. Communication helps to boost morale of employees and managers.
42
Communicatio
n In An
Organisation

Forma Inform
l al
Formal Communication
Communication through the official chain of command is called formal communication.
Thus, formal communication flows through the scalar chain of authority.
This communication may take place between a superior and subordinate, a
subordinate and superior or among same cadre employees or managers.
The communications may be oral or written but generally recorded and filed in
the office.

Formal communication may be further classified as – Vertical and Horizontal.

1. Vertical Communication – Communication flows vertically, i.e., upward or downward.

 Upward Communication – It refers to flow of communication from lower level to
higher level. It consists of information relating to subordinates’ work
performance, opinion, suggestions, complaints etc.
 Downward Communication - It refers to flow of communication from higher level
to lower level. There are many ways in which a superior can communicate with
his subordinates like Notices, Circulars, Memos, Reports, and Meetings etc.

2. Horizontal Communication – communication of information among the persons of the

same level and status is known as horizontal communication. Flow of information from
the Purchase Manager to the Production manager is an example for horizontal
44
communication.
Formal Communication Network

46
1. Single chain: This network exists between a supervisor and his
subordinates. Since many levels exist in an organisation
structure, communication flows from every superior to his
subordinate through single chain.
2. Wheel: In wheel network, all subordinates under one superior
communicate
through him only as he acts as a hub of the wheel. The
subordinates are not allowed to talk among themselves.
3. Circular: In circular network, the communication moves in a
circle. Each person can communicate with his adjoining two
persons. In this network, communication flow is slow.
4. Free flow: In this network, each person can communicate with
others freely. The flow of communication is fast in this network.
5. Inverted V: In this network, a subordinate is allowed to
communicate with
his immediate superior as well as his superior’s superior.
However, in later case, only prescribed communication takes
place. 47
Informal Communication
Communication that takes place without following the formal lines of
communication is said to be informal communication.
It spreads throughout the organisation with its branches going out in all
directions in utter disregard to the levels of authority. It spreads rapidly
and sometimes gets
distorted.
The informal communication arises out of needs of employees to
exchange their views, which cannot be done through formal channels.
It is very difficult to detect the source of such communication in case of
rumours. People’s behaviour is affected by rumours and informal
discussions and sometimes may hamper work environment.
An intelligent manager should make use of positive aspects of informal
channels and minimize negative aspects of this channel of
Grapevine Network
communication.
The network or pathway of informal communication is called
grapevine. The origin and direction of flow of information
cannot be easily traced. Grapevine is structure less and it
grows towards all direction. 47
Informal Communication Network

49
1. Single strand /line – each person communicates to the other
by
keeping a strict sequence.
2. Gossip – each person communicates with all others on non-
selective basis.
3. Probability – individual communicates with other
individual on a random basis.
4. Cluster – here the individual passes information to only
those
persons in whom he has trust.

50
Barriers to Communication
 These barriers may prevent a communication or filter part of
it or carry incorrect meaning due to which
misunderstandings may be created.

 The barriers to communication in the organisations can be

broadly
grouped as:
1. Semantic barriers,
2. Psychological barriers,
3. Organisational barriers, and
4. Personal barriers.

51
Semantic barriers:

 The term semantic is used to describe things that deal

with
the meanings of words and sentences.

 Semantic barriers are concerned with problems and

obstructions in the process of encoding and decoding of
message into words or impressions.

 Such barriers result on account of use of wrong

words, faulty translations, different interpretations
etc.

52
1. Badly expressed message: Sometimes intended meaning may not be
conveyed by a manager to his subordinates. These badly expressed
messages may be an account of inadequate vocabulary, usage of
wrong words, omission of needed words etc.

2. Symbols with different meanings: A word may have several meanings.

Receiver has to perceive one such meaning for the word used by
communicator. For example, consider these three sentences where
the work ‘value’ is used:
What is the value of this
ring? I value our
friendship.
What is the value of
learning computer skills?
You will find that the ‘value’ gives different meaning in different
contexts. Wrong perception leads to communication problems.

3. Faulty translations: Sometimes the communications originally drafted in

one language (e.g., English) need to be translated to the language
understandable to workers (e.g., Hindi). If the translator is not 53
4. Unclarified assumptions: Some communications may have certain
assumptions which are subject to different interpretations. For example,
a boss may instruct his subordinate, “Take care of our guest”. Boss may
mean that subordinate should take care of transport, food,
accommodation of the guest until he leaves the place. The subordinate
may interpret that guest should be taken to hotel with care. Actually, the
guest suffers due to these unclarified assumptions.

5. Technical jargon: It is usually found that specialists use technical jargon

while explaining to persons who are not specialists in the concerned
field. Therefore, they may not understand the actual meaning of many
such words.

6. Body language and gesture decoding: Every movement of body

communicates some meaning. The body movement and gestures of
communicator matters so much in conveying the message. If there is no
match between what is said and what is expressed in body movements,
communications may be wrongly perceived. 54
Psychological barriers : Emotional or psychological factors which act
as barriers to communicators are called psychological barriers. Angry
mood, troubled mind etc. are the examples.

Some of the psychological barriers are:

1. Premature evaluation: Sometimes people evaluate the meaning of

message before the sender completes his message. Such
premature evaluation may be due to pre-conceived notions or
prejudices against the communication.

2. Lack of attention: The pre-occupied mind of receiver and the resultant

non- listening of message acts as a major psychological barrier. For
instance, an employee explains about his problems to the boss who
is pre-occupied with an important file before him. The boss does not
grasp the message and the employee is disappointed.

55
3. Loss by transmission and poor retention: When
communication passes through various levels, successive
transmissions of the message results in loss of, or
transmission of inaccurate information. This is more so in
case of oral communication. Poor retention is another
problem. Usually people cannot retain the information for a
long time if they are inattentive or not interested.

4. Distrust: Distrust between communicator and communicate

acts as a barrier. If the parties do not believe each other,
they cannot
understand each other’s message in its original sense.

56
Organisational barriers: The factors related to organisation
structure, authority relationships, rules and regulations may,
sometimes, act as barriers to effective communication and are
called organisational barriers.

Some of these barriers are:

1. Organisational policy: If the organisational policy, explicit or

implicit, is not supportive to free flow of communication, it
may hamper effectiveness of communications. For example,
in an organisation with highly centralised pattern, people may
not be encouraged to have free communication.

2. Rules and regulations: Rigid rules and cumbersome procedures

may be a hurdle to communication. Similarly,
communications through prescribed channel may result in
delays.

57
3. 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.

4. Complexity in organization structure: In an organisation where

there are number of managerial levels, communication gets
delayed and distorted as number of filtering points are more.

5. Organisational facilities: 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.

58
Personal barriers: These are personal factors of both sender and receiver
which may exert influence on effective communication.

Some of the personal barriers of superiors and subordinates are mentioned

below:

1. Fear of challenge to authority: If a superior perceives that a particular

communication may adversely affect his authority, he or she may withhold
or suppress such communication.
2. Lack of confidence of superior on his subordinates: If superiors do not have
confidence on the competency of their subordinates, they may not seek
their advice or
opinions.
3. Unwillingness to communicate: Sometimes, subordinates may not be
prepared to communicate with their superiors, if they perceive that it
may adversely affect their interests.
4. Lack of proper incentives: If there is no motivation or incentive for
communication,
subordinates may not take initiative to communicate. For example, if there 59
Improving Communication Effectiveness

Measures to overcome the barriers and improve communication effectiveness are :-

1. Clarify the ideas before communication: The problem to be communicated to

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 subordinates.

2. Communicate according to the needs of receiver: Manager should adjust his

communication according to the education and understanding levels of
subordinates.

3. Consult others before communicating: Before communicating involve others in

developing a plan for communication. Participation and involvement of
subordinates may help to gain ready acceptance and willing cooperation of
subordinates.

4. Be aware of languages, tone and content of message: The contents of the message,
tone, language used, manner in which the message is to be communicated are the 60
5. Convey things of help and value to listeners: While conveying message to 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 communicatee.

6. Ensure proper feedback: The communicator may ensure the success of

communication by asking questions regarding the message conveyed to the
receiver the communication process may be improved by the feedback received
to make it more responsive.

7. Communicate for present as well as future: Generally, communication is needed to

meet the existing commitments to maintain consistency, the communication
should aim at future goals of the enterprise also.

8. 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.
9. Be a good listener: Manager should be a good listener. Patient and attentive
listening solves half of the problems. Manager should also give indications of
their interest in listening to their subordinates. 60