2016 (September)
COMMERCE
Paper: 102
(Organisational Behaviour and Theory)
Full Marks – 80
Time – Three Hours
The figures in the
margin indicate full marks for the questions.
1. (a) What are
the features of organisations as a system? Why should organisations be studies
from the perspective of systems approach? 8+8=16
Ans:
The
term 'Organisation' can be used in different senses. It can be used as a group
of person working together to as a structure of relationships or as a process
of management. When it is used to refer
to a group of person working together, it means a concern, an undertaking or as
enterprise.
When it is used to refer to a
structure of relationships, it means the structural relationships among the
positions and jobs and person (i.e., the framework of responsibility and
authority) through which the enterprise functions, and it is called
organisation structure.
On the other
hand, Organising or Organizing in management refers
to the relationship between people, work and resources used to achieve the
common objectives (goals).
Nature or characteristics of
organisation
From the study of the various
definitions given by different management experts we get the following
information about the characteristics or nature of organization:
1)
Division of Labour: Every organisation is
characterized by the division of work.
The total efforts of the group are divided into different functions and
each function is assigned the function for which he is observed to be suited
best.
2)
Co-ordination: As different persona are
assigned different functions and all these functions aim at achieving
organisational goals, hence necessary relationships are established between
them so as to co-ordinate all the activities of all the people of the
organisation.
3)
Objectives: Organisations exist to achieve
objectives. Without objectives organisations cannot exist for a long period.
4)
Authority and Responsibility structure: In an
organisation the positions are so ranked that each of them is subordinate to
the one above it and is superior to the one below it. Each position is delegated necessary
authority and responsibility so as to enable it functions effectively.
5)
Communication: Every organisation has its own
channels or methods of communication.
Effective communication is vital for success of management.
6)
Organisation is a
Machine of Management: Organisation is considered to be a machine of
management because the efficiency of all the functions depends on an effective
organisation. In the absence of organisation no function can be performed in a
planned manner.
7)
Organisation is a
Universal Process: Organisation is needed both in business and non business
organisations. Not only this, organisation will be needed where two or mom than
two people work jointly. Therefore, organisation has the quality of
universality.
8)
Organisation is a Dynamic Process:
Organisation is related to people and the knowledge and experience of the
people undergo a change. The impact of this change affects the various
functions of the organisations.
System Approach
The systems
approach focuses on understanding the organisation as an open system that
transforms inputs into outputs. The systems approach began to have a strong
impact on management thought in the 1960s as a way of thinking about managing
techniques that would allow managers to relate different specialties and parts
of the company to one another, as well as to external environmental factors.
The systems approach focuses on the organisation as a whole, its interaction
with the environment, and its need to achieve equilibrium.
In simple words, a system may be defined as a
set a interrelated and interdependent parts forming an organized unit or
entity. These parts are known as sub-systems which interact with each other and
are subject to change. They are interrelated as well as interdependent. Hence,
changes in any sub-system lead to changes in others. Any working organisation
may be said to have three sub-systems as follows:
1. Technical Sub-System It represents the formal relationships among
the members of an organisation.
2. Social Sub-System: It provides social satisfaction to members
through informal group relations.
3. Power Sub-System: It reflects the exercise of power or
influence by individuals and groups.
Critical Evaluation of system approach of
management
Systems theory has made the following
advantages
1. It
provides a manager a way of thinking about the job he has to managed and finds
an opportunity to him for looking it the organization as a whole and for
achieving overall effectiveness.
2. It
provides main focus to organizational efforts towards a direction which people
should move.
3. It
draws attention of managers to an important factor and that is the environment
in which an organization works. The interaction with the environment is
dynamic.
4. It
includes within it focus both micro and macro aspects of the organizations.
Hence it serves a multi-level and multi-dimensional approach.
5. It
implies that the modern manager should have analytical orientation should be
expert in motivating to achieve goals and open mandate to receive and respect
new ideas, i.e. creativity and innovation.
6. It
also implies that management education must seek to develop the ability to work
with and motivate others.
7. The
feed back mechanism provides and opportunity to rearrange organizations part
according to the change in the environment.
The system theories have been criticized on
the following grounds.
1. Systems
theory is not a complete explanation of the whole organizational system. It
does not explain how the sub-system of the specific organization is uniquely
related in a given environment.
2. The
conceptional framework for understanding organization provided by system theory
is too abstract.
3. It
does not really offer any new thing. Managers do understand interrelationship
between different parts and the influence of environment on organization and it
sub-systems.
Or
(b) Discuss about
the Classical Organisation Theory and Neo classical Approach in organisational
behaviour. 8+8=16
Ans: The
practice of management is as old as human civilization. The ancient
civilizations of Egypt (the great pyramids), Greece (leadership and war tactics
of Alexander the great) and Rome displayed the marvelous results of good
management practices. The origin of management as a discipline was developed in
the late 19th century. Over time, management thinkers have sought ways to
organize and classify the voluminous information about management that has been
collected and disseminated. These attempts at classification have resulted in
the identification of management approaches. The approaches of management are
theoretical frameworks for the study of management. Each of the approaches of
management are based on somewhat different assumptions about human beings and
the organisations for which they work. The different approaches of management
are:
a)
Early management approaches represented by scientific management (Classical
approach or Theories)
b)
Modern management approaches represented by behavioral science movement,
quantitative approach, systems approach and Contingency approach (Neo-classical
approach or theories)
a)
THE CLASSICAL APPROACH: The classical approach is the oldest formal
approach of management thought. Its roots pre-date the twentieth century. The
classical approach of thought generally concerns ways to manage work and
organisations more efficiently. Three areas of study that can be grouped under
the classical approach are scientific management, administrative management,
and bureaucratic management.
(i) Scientific Management: Frederick
Winslow Taylor is known as the father of scientific management. Scientific
management (also called Taylorism or the Taylor system) is a theory of
management that analyzes and synthesizes workflows, with the objective of
improving labor productivity. In other words, Traditional rules of thumb are
replaced by precise procedures developed after careful study of an individual
at work.
(ii) Administrative Management:
Administrative management focuses on the management process and principles of
management. In contrast to scientific management, which deals largely with jobs
and work at the individual level of analysis, administrative management
provides a more general theory of management. Henri Fayol is the major
contributor to this approach of management thought.
(iii) Bureaucratic Management:
Bureaucratic management focuses on the ideal form of organisation. Max Weber
was the major contributor to bureaucratic management. Based on observation,
Weber concluded that many early organisations were inefficiently managed, with
decisions based on personal relationships and loyalty. He proposed that a form
of organisation, called a bureaucracy, characterized by division of labor,
hierarchy, formalized rules, impersonality, and the selection and promotion of
employees based on ability, would lead to more efficient management. Weber also
contended that managers' authority in an organisation should be based not on
tradition or charisma but on the position held by managers in the
organisational hierarchy.
b)
Neo-classical approach: It can be studied under the following
headings:
a) THE BEHAVIORAL Or SITUATIONAL
APPROACH: The behavioral approach of management thought developed, in part,
because of perceived weaknesses in the assumptions of the classical approach.
The classical approach emphasized efficiency, process, and principles. Some
felt that this emphasis disregarded important aspects of organisational life,
particularly as it related to human behavior. Thus, the behavioral approach
focused on trying to understand the factors that affect human behavior at work.
(i) Human Relations: The Hawthorne
Experiments began in 1924 and continued through the early 1930s. A variety of
researchers participated in the studies, including Elton Mayo. One of the major
conclusions of the Hawthorne studies was that workers' attitudes are associated
with productivity. Another was that the workplace is a social system and
informal group influence could exert a powerful effect on individual behavior.
A third was that the style of supervision is an important factor in increasing
workers' job satisfaction.
(ii) Behavioral Science: Behavioral
science and the study of organisational behavior emerged in the 1950s and
1960s. The behavioral science approach was a natural progression of the human
relations movement. It focused on applying conceptual and analytical tools to
the problem of understanding and predicting behavior in the workplace. The
behavioral science approach has contributed to the study of management through
its focus on personality, attitudes, values, motivation, group behavior,
leadership, communication, and conflict, among other issues.
b) THE QUANTITATIVE APPROACH: The
quantitative approach focuses on improving decision making via the application
of quantitative techniques. Its roots can be traced back to scientific
management.
(i) Management Science: Management
science (also called operations research) uses mathematical and statistical
approaches to solve management problems. It developed during World War II as
strategists tried to apply scientific knowledge and methods to the complex
problems of war. Industry began to apply management science after the war. The
advent of the computer made many management science tools and concepts more
practical for industry
(ii) Production And Operations Management:
This approach focuses on the operation and control of the production process
that transforms resources into finished goods and services. It has its roots in
scientific management but became an identifiable area of management study after
World War II. It uses many of the tools of management science. Operations
management emphasizes productivity and quality of both manufacturing and
service organisations. W. Edwards Deming exerted a tremendous influence in
shaping modern ideas about improving productivity and quality. Major areas of
study within operations management include capacity planning, facilities
location, facilities layout, materials requirement planning, scheduling,
purchasing and inventory control, quality control, computer integrated
manufacturing, just-in-time inventory systems, and flexible manufacturing
systems.
c) SYSTEMS APPROACH: The systems
approach focuses on understanding the organisation as an open system that
transforms inputs into outputs. The systems approach began to have a strong
impact on management thought in the 1960s as a way of thinking about managing
techniques that would allow managers to relate different specialties and parts
of the company to one another, as well as to external environmental factors.
The systems approach focuses on the organisation as a whole, its interaction
with the environment, and its need to achieve equilibrium.
d) CONTINGENCY APPROACH: The
contingency approach focuses on applying management principles and processes as
dictated by the unique characteristics of each situation. It emphasizes that
there is no one best way to manage and that it depends on various situational
factors, such as the external environment, technology, organisational
characteristics, characteristics of the manager, and characteristics of the subordinates.
Contingency theorists often implicitly or explicitly criticize the classical
approach for its emphasis on the universality of management principles;
however, most classical writers recognized the need to consider aspects of the
situation when applying management principles.
2. (a) How do some peoples in
organisation acquire and exercise greater power than others? Explain the nature
and significance of power relations in a large manufacturing concern. 8+8=16
Or
(b) “Weber suggested that to be
effective and efficient as an organisational instrument, modern organisations
required bureaucratic authority.” Do you agree with this statement? Give
reasons. 16
3. (a) What do you
mean by organisation behaviour? Discuss in brief the nature of organisation
behaviour. 6+10=16
Ans: Meaning
of Organisational Behaviour
Organisational
behaviour is concerned with people's thoughts, feelings, emotions and actions
in setting up a work. Understanding an individual behaviour is in itself a
challenge, but understanding group behaviour in an organisational environment
is a monumental managerial task.
As
Nadler and Tushman put it, "Understanding one individual's behaviour is
challenging in and of itself; understanding a group that is made up of
different individuals and comprehending the many relationships among those
individuals is even more complex. Ultimately, the organisation's work gets done
through people, individually or collectively, on their, own or in collaboration
with technology. Therefore, the management of organisational behaviour is
central to the management task—a task that involves the capacity to
"understand" the behaviour patterns of individuals, groups and
organisations, to ''predict'" what behavioural responses will be elicited
by various managerial actions and finally to use this understanding and these
predictions to achieve "control".
Organisational
behaviour can then be defined as: "The study of human behaviour in
organisational settings, the interface between human behaviour and the
organisational context, and the organisation itself."
The
above definition has three parts—the individual behaviour, the organisation and
the (interface between the two. Each individual brings to an organisation a
unique set of beliefs, values, attitudes and other personal characteristics and
these characteristics of all individuals must interact with each other in order
to create organisational settings. The organisational behaviour is specifically
concerned with work-related behaviour, which takes place in organisations.
In
addition to understanding; the on-going behavioural processes involved, in
'their own jobs, managers must understand the basic human element of their
work. Organisational behaviour offers three major ways of understanding this
context; people as organisations, people as resources and people as people.
Above
all, organisations are people; and without people there would be no
organisations. Thus, if managers are to understand the organisations in which
they work, they must first understand the people who make up the organisations.
As
resources, people are one of the organisation's most valuable assets. People
create the organisation, guide and direct its course, and vitalise and
revitalise it. People make the decisions, solve the problems, and answer the questions.
As managers increasingly recognise the value of potential contributions by
their employees, it will become more and more important for managers and
employees to grasp the complexities of organisational behaviour.
Finally,
there is people as people - an argument derived from the simple notion of
humanistic management. People spend a large part of their lives in; organisational
settings, mostly as employees. They have a right to expect something in return
beyond wages and benefits. They have a right to expect satisfaction and to
learn new skills. An understanding of organisational behaviour can help the
manager better appreciate the variety of individual needs and' expectations.
Organisational
behaviour is concerned with the characteristics and behaviours of employees in
isolation; the characteristics and processes that are part of the organisation
itself; 'and the characteristics and behaviours directly resulting from people
with their individual needs and motivations working within the structure of the
organisation. One cannot understand an individual’s behaviour completely
without learning something about that individual's organisation. Similarly, he
cannot understand how the organisation operates without; studying the people
who-make it up. Thus, the organisation influences and is influenced by
individuals.
The nature of an organisation can be understood with the help of the
description of following two points:
a)
Social System: A system is a group of independent
and interrelated elements comprising a unified whole. In context with an
organisation, the individuals of a society are considered as a system organised
by a characteristic pattern of relationships having a distinctive culture and
values. It is also called social organisation or social structure. It can be
further divided into following categories:
b)
Feudal system: This is a social system, which is
developed in Europe in the 8th Century. A political and economic system based
on the holding of. land and relation of lord to vassal and characterized by
homage, legal and military service of tenants, and forfeiture.
c)
Patriarchate: This is social system, in which a
male is considered to be the family head and title or surname is traced through
his chain. In other words, power lies in his hands.
d)
Matriarchate: This is social system, in which a
female is considered to be the family head and title or surname is traced
through her chain. In other words, power lies in her hands.
e)
Meritocracy: This is a social system, in which
power vests in the hands of the person with superior intellects.
f)
Class Structure: This is a social system of different
classes with in a society.
g)
Segregation: This is a social system, which
provides separate facilities for minority groups of a society.
h)
Mutual Interest: Organisational relationships are most
likely to be strong if different groups can negotiate strategies. This can be
defined as the interests that are common to both the parties and are related to
the accomplishment of their respective goals. This space for sharing ideas
builds trust. Individuals who have shared mutual interests are likely to make
their organisation the strongest, because even though the views are different
they have a shared concern for similar objectives. It is important for the
individuals to think about their issues openly, and to incorporate the
perspectives of their colleagues. This helps to build sustainable and
harmonious activities that can operate in the mutual direct interests of the
organisation.
i)
Holistic Organisational Behaviour: When the above
six concepts of organisational behaviour are considered together, they provide
a holistic concept of the subject. Holistic organisational behaviour interprets
people-organisation relationships in terms of the whole person, whole group,
whole organisation and whole social system.
Thus, the
blending of nature of people and organisation results in an holistic
organisational behaviour.
Or
(b) Discuss autocratic,
custodial, supportive and collegial models of organisation behaviour. What are
the situations under which these can be effective? 16
4. (a) Explain
Maslow’s Need Hierarchy Theory with examples. 16
Ans: Maslow's Hierarchy of Needs: Maslow Abraham proposed his theory in
the 1940s. This theory, popularly known as the Hierarchy of Needs assumes that
people are motivated to satisfy five levels of needs: physiological, security,
belongingness, esteem and self-actualization needs. The figure 9.1 shows
Maslow's hierarchy of needs
Maslow suggested that the five levels
of needs are arranged in accordance with their importance, starting from the
bottom of the hierarchy. An individual is motivated first and foremost to
satisfy physiological needs. When these needs are satisfied, he is motivated
and 'moves up' the hierarchy to satisfy security needs. This 'moving up process
continues until the individual reaches the self-actualization level.
a)
Physiological needs: Physiological needs
represent the basic issues of survival such as food, sex, water and air. In
organisational settings, most physiological needs are satisfied by adequate
wages and by the work environment itself, which provides employees with rest
rooms, adequate lighting, comfortable temperatures and ventilation.
b)
Security or safety needs: Security or safety
needs refer to the requirements for a secure physical and emotional
environment. Examples include the desire for adequate housing and clothing, the
need to be free from worry about money and job security and the desire for safe
working conditions. Security needs are satisfied for people in the work place
by job continuity, a grievance resolving system and an adequate insurance and
retirement benefit package.
c)
Social needs: Belonging or social needs are
related to the, social aspect of human life. They include the need for love and
affection and the need to be accepted by one's peers. For most people these
needs are satisfied by a combination of family and community relationships and
friendships on the job. Managers can help ensure the 'satisfaction of these
important needs by allowing social interaction and by making employees feel
like part of a team or work group.
d)
Esteem needs: Esteem needs actually comprise
of two different sets of needs:
i.
The need for a positive self-image and
self-respect.
ii.
The need for recognition and respect from
others.
Organisations
can help address esteem needs by providing a variety of external symbols of
accomplishment such as job titles and spacious offices. At a more fundamental
level, organisations can also help satisfy esteem needs by providing employees
with challenging job assignments that can induce a sense of accomplishment.
e)
Self-actualization needs: At the top of the
hierarchy are those needs, which Maslow defines the self-actualization needs.
These needs involve realizing one's potential for continued: growth and
individual development. Since these needs are highly individualized and
personal, self-actualization needs are perhaps the most difficult for managers
to address. Therefore, an employee should try to meet these needs on his own
end.
However,
an organisation can help his employee by creating a climate for fulfillment of
self-actualization needs. For instance, an organisation can help in fulfillment
of these needs by encouraging employee’s participation in decision-making
process and by providing them with an opportunity to learn new things about
their jobs and organisation. This process of contributing to actual organisational
performance helps employees experience personal growth and development
associated with self-actualizing.
Critical
Analysis of Maslow’s Theory
A number of research studies have been
undertaken to see the validity of hierarchy of needs. Lawler and Suttle
collected data on 187 Managers in two different organisations for a period of
six months to one year. No evidence was found to support Maslow's theory. They
found there were two levels of needs-biological and other needs- and that other
needs would emerge only when biological needs were reasonably satisfied. A
survey conducted in India of 200 factory worker revealed that they give top
priority to job security, earnings and personal benefits-all lower other needs.
It is generally seen that needs do not
follow Maslow's hierarchy. The hierarchy is determined by individuals
differently. They proceed to follow their own pattern of needs satisfaction.
Some people may try for self-actuating needs rather than lower needs. For some
persons esteem needs are more important than social needs.
There is no cause effect relation
between and need and behavior. A particular need may cause behavior in
different ways in different person. Similarly, one particular behavior may
result due to different needs. It is said that higher needs motivate a person
when lower needs are reasonably satisfied. The word 'reasonably satisfied' is a
subjective matter. The level of satisfaction may be different for persons.
Or
(b) What do you
mean by leadership style? How can leadership style be decided based on the use
of power and authority? 6+10=16
Ans: Leadership is the ability to build up
confidence and deal among people and to create an urge in them to be led. To be
a successful leader, a manager must possess the qualities of foresight, drive,
initiative, self-confidence and personal integrity. Different situations may
demand different types of leadership.
Leadership means influencing the
behaviour of the people at work towards realizing the specified goals. It is
the ability to use non-coercive (no force) influence on the motivation,
activities and goals (MAG) of others in order to achieve the objectives of the
organisation.
Koontz and 0' Donnel “Leadership is the ability of a
manager to induce subordinates to work with confidence and zeal”.
George R Terry “Leadership is the
activity of influencing people to strive willingly for group objectives”.
Nature and
Characteristics of Leadership:
An
analysis of the definitions cited above reveals the following important
characteristics of leadership.
a) Leadership
is a personal quality.
b) It exists
only with followers. If there are no followers, there is no leadership?
c) It is the
willingness of people to follow that makes a person a leader.
d) Leadership
is a process of influence. A leader must be able to influence the behaviour,
attitude and beliefs of his subordinates.
e) It exists
only for the realization of common goals.
f) It
involves readiness to accept complete responsibility in all situations.
g) Leadership
is the function of stimulating the followers to strive willingly to attain
organisational objectives.
h) Leadership
styles do change under different circumstances.
i)
Leadership is neither bossism nor synonymous
with management.
Leadership
Styles and how it is decided
1.
Autocratic or Authoritarian Style
leader: An autocratic also known as
authoritarian style of leadership implies wielding absolute power. Under this
style, the leader expects complete obedience from his subordinates and all
decision-making power is centralized in the leader. No suggestions or initiative
from subordinates is entertained. The leader forces the subordinates to obey
him without questioning. An autocratic leader is, in fact, no leader. He is
merely the formal head of the organisation and is generally disliked by the
subordinates who feel comfortable to depend completely on the leader.
Advantages:
a)
Reduced stress due to increased control
b)
A more productive group ‘while the leader is
watching’
c)
Improved logistics of operations
d)
Faster decision making
Disadvantages:
a)
Short-termistic approach to management.
b)
Manager perceived as having poor leadership
skills
c)
Increased workload for the manager
d)
People dislike being ordered around
e)
Teams become dependent upon their leader
2.
Laissez-faire or Free-rein Style
Leader: Under this type of leadership, maximum
freedom is allowed to subordinates. They are given free hand in deciding their
own policies and methods and to make independent decisions. The leader provides
help only when required by his subordinates otherwise he does not interfere in
their work. The style of leadership creates self-confidence in the workers and
provides them an opportunity to develop their talents. But it may not work
under all situations with all the workers, may bring problems of indiscipline.
Such leadership can be employed with success where workers are competent,
sincere and self-disciplined.
Advantages:
a)
No work for the leader
b)
Frustration may force others into leadership
roles
c)
Allows the visionary worker the opportunity to
do what they want, free from interference
d)
Empowers the group
Disadvantages:
a)
It makes employees feel insecure at the
unavailability of a manager.
b)
The manager cannot provide regular feedback to
let employees know how well they are doing.
c)
Managers are unable to thank employees for
their good work.
d)
The manager doesn’t understand his or her
responsibilities and is hoping the employees can cover for him or her.
3.
Democratic or Participative Style
leader: The democratic or participative style
of leadership implies compromise between the two extremes of autocratic and
laissez-fair style of leadership. Under this style, the supervisor acts
according to the mutual consent and the decisions reached after consulting the
subordinates. Subordinates are encouraged to make suggestions and take
initiative. It provides necessary motivation to the workers by ensuring their
participation and acceptance of work methods. Mutual trust and confidence is
also created resulting in job satisfaction and improved morale of workers. It
reduces the number of complaints, employee's grievances, industrial unrest and
strikes. But this style of leadership may sometimes cause delay in decisions
and lead to indiscipline in workers.
Advantages
a)
Positive work environment
b)
Successful initiatives
c)
Creative thinking
d)
Reduction of friction and office politics
e)
Reduced employee turnover
Disadvantages:
a)
Takes long time to take decisions
b)
Danger of pseudo participation
c)
Like the other styles, the democratic style is
not always appropriate. It is most successful
d)
when used with highly skilled or experienced
employees or when implementing operational changes or resolving individual or
group problems.
4.
Paternalistic
Style leader: This style of leadership is based upon sentiments and emotions of
people. A paternalistic leader is like a father to these subordinates. He looks
after the subordinates like a father looks after his family. He helps guides
and protects all of his subordinates but under him no one grows. The
subordinates become dependent upon the leader.
5. (a) Define
communication as a process. Discuss the steps for making communication
effective. 6+10=16
Ans: Process
of Communication
The process of communication is the
inter relationship between several independent components. It consists of a
chain of related actions and reaction which together result in exchange of information.
In order to understand the process of communication, it is necessary to
describe each of these components. A model of communication process is as
follows:
a) Sender: The sender is the first component of the process of c
communication. The sender may be a speaker, a writer or any other person. He is
the one who has a message and wants it to share it for some purpose.
b) Ideation: Ideation is the preliminary step in communication where sender
creates an idea to communicate. This idea is the content and basis of the
message to be communicated. Several ideas may generate in the sender’s mind.
The sender must identify, analyze and arrange the ideas sequentially before
transmitting them to the receiver.
c) Message: Message is the heart of communication. It is what the sender wants
to convey to the receiver. It may be verbal i.e. written or spoken or non
verbal i.e. body language, space language, etc.
d) Encoding: To encode is to put an idea into words. In this step the
communicator organizes his ideas into a series of symbols or words which will
be communicated to the intended receiver. Thus the ideas are converted into
words or symbols. The words and the symbols should be selected carefully, it
should be understandable and most of all it should be suitable for transmission
and reception.
e) Transmission: Next in the process of communication is
transmission of the message as encoded messages are transmitted through various
media and channels of communication connects the sender and the receiver. The
channel and media should be selected keeping in mind the requirement of the
receiver, the communication to be effective and efficient the channel should be
appropriate.
f) Receiver: Receiver is the person or group for whom the message is meant. He
may be a listener, a reader or a viewer. Any neglect on the part of the
receiver may make the communication ineffective. Receiver is thus the ultimate
destination of the message. It the message does not reach the receiver the
communication is said to be incomplete.
g) Decoding: Decoding means translation of symbols encoded by the sender into
ideas for understanding. Understanding the message by receiver is the key to
the decoding process. The message should be accurately reproduced in the
receiver’s mind. If the receiver is unable to understand the message correctly
the communication is ineffective.
h) Behaviour of the receiver: It refers to the response by the receiver of
the communication received from the sender. He may like to ignore the message
or to store the information received or to perform the task assigned by the
sender. Thus communication is complete as soon as the receiver responses.
i)
Feedback: Feedback
indicates the result of communication. It is the key element in the
communication and is the only way of judging the effectiveness of
communication. It enables the sender to know whether his message has been
properly interpreted or not. Systematic use of feedback helps to improve future
message. Feedback, like the message could be oral, written or non verbal. It
has to be collected from the receiver.
Meaning of Effective
Communication
Communication becomes effective when the receiver
understands the meaning of the message as the sender intends. All communication
attempts may not be effective. Certain barriers and problems may cause communication
failure. When information is received timely, exact meaning of the message is
understood and proper feedback is given, communication becomes
effective. Consequently, to make an
effective communication, the following qualities of communication are needed:
1. Timely receiving.
2. Understanding exact meaning of the
message.
3. Proper feedback is given by the
receiver to the sender.
R.W. Griffin mentioned about Effective
Communication, "Effective communication is the process of sending a message
in such a way that the message received is as close in meaning as possible to
the message intended."
How Communication is made effective?
Communication becomes effective when the receiver
understands the meaning of the message as the sender intends. To make communication effective, the
following rules should be involved:
1. Specific Purpose: The sender must be clear about the specific purpose that he wants to
communicate to the receiver.
2. Study the
Listener: The sender must study the interest and attitude of the receiver to make communication effective more.
3. Organization
of Idea or Thought: The communicator must make up
a plan about how he is going to communicate. He must organize his thoughts and
ideas in advance.
4. Proper
Transmission of Message: The message must be
transmitted in such a way that it is accepted by the listener or reader with
interest.
5. Personal Touch: The personal element is the keynote of communication. Sender's sincerity
& sympathy influence the listener a lot.
6. Mutual Understanding: A mutual understanding should be established between the sender and
receiver of the message.
7. Awareness of the
Need for Effective Communication: The sender and receiver of
communication must be aware to make communication meaningful.
8. Provision for Feedback: When message is sent to the
receiver, there must be a feedback to the sender. Two way communications
creates the best possible feedback.
9. Selection of a
Good Channel: The sender of message must
select an effective and formal
channel to communicate with the
receiver.
10. Active Listening: This provides proper feedback to the sender to complete the
communication process.
Or
(b) “There
seems to be little agreement on the components or criteria of organisational
effectiveness.” Do you agree? Discuss. 16
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