Communication and Management - PDF

Topic 1: Communication Key Topics: Definition: 1. Nature of Leading/Directing Communication is the process of exchanging information between individuals through symbols,...

Topic 1: Communication Key Topics: Definition: 1. Nature of Leading/Directing Communication is the process of exchanging information between individuals through symbols, signs, or behavior. o Leading is a function where managers guide and inspire subordinates to achieve Role of Communication in the Organization: organizational goals. It involves converting plans into action, utilizing interpersonal Improves workflow: Effective communication enhances productivity and smooth collaboration. skills for effective communication and Supports management functions: It binds together key functions such as planning, motivation. staffing, organizing, leading, and controlling. o Planning: Sharing plans through communication. 2. Difference Between Leading and Managing o Staffing & Organizing: Establishing communication links. o Managing ensures the environment o Leading: Influencing others through communication. supports goal accomplishment through o Controlling: Using communication to measure performance. resources, while leading involves Employee Trust: interpersonal influence and vision, Open communication fosters transparency, reducing uncertainty and building trust, leading to a more secure and positive work environment. focusing on inspiration and change. 3. Leading Terminology Clarity: Clear communication reduces misunderstandings and ambiguity, ensuring employees know their o Power: The capacity to influence others. roles and responsibilities. ▪ Legitimate Power: Authority from one's position. Collaboration: Effective communication enables employees to collaborate, ensuring everyone is aligned and ▪ Reward Power: Control over reducing potential problems. rewards. Key takeaway: ▪ Coercive Power: Ability to punish. Leading people with effective communication drives them toward achieving the organization's goals ▪ Expert Power: Knowledge-based while keeping them focused on the mission and vision. influence. ▪ Information Power: Control over information. Topic 2: Types of Communication ▪ Referent Power: Admiration or respect-based influence. One-Way Communication: Information flows from sender to receiver without feedback (e.g., memos without responses). 4. Motivation Theories Two-Way Communication: The receiver responds to the sender, creating a feedback o Maslow’s Hierarchy of Needs: loop. This improves the quality of communication by confirming the correct interpretation of the message. Fundamental needs motivate behavior Feedback: A response to the initial message, improving understanding and reducing (physiological to self-actualization). communication errors. o Alderfer’s ERG Theory: Focuses on Existence, Relatedness, and Growth needs. o Herzberg’s Two-Factor Theory: Topic 3: Directions of Communication Motivation comes from intrinsic factors 1. Downward Communication: (satisfiers) like achievement, while o Flows from higher to lower levels in the hierarchy. dissatisfaction comes from extrinsic factors o Common forms include job instructions, official memos, and policy statements. (hygiene) like pay. 2. Upward Communication: o McClelland’s Learned Needs Theory: o Flows from lower levels to higher levels. People acquire needs for achievement, o Examples include suggestion boxes, meetings, and grievance procedures. 3. Horizontal Communication: affiliation, and power through life o Occurs across departments or functions. experiences. o Necessary for coordinating efforts (e.g., Production Manager communicating with Logistics). 5. Expectancy Theories 4. Diagonal Communication: o Cuts across functions and levels. o Expectancy Theory (Vroom): Motivation o Useful when communication across traditional channels is inefficient (e.g., depends on the belief that effort will lead sales force sending reports directly to comptroller). to performance and rewards. o Equity Theory (Adams): Motivation is based on fair treatment in terms of effort Topic 5: Management of Change and Diversity and rewards compared to others. Cultural Intelligence: o Goal-Setting Theory (Locke): Clear, The ability to adapt to diverse cultures. It is essential for managers to understand and integrate specific, and challenging goals can drive cultural differences within their organization. motivation. Cultural Dimensions (Hofstede's Model): 6. Leadership Theories o Trait Model: Focuses on personal Power Distance: Acceptance of unequal power distribution. characteristics of effective leaders Uncertainty Avoidance: Comfort level with uncertainty and change. (intelligence, confidence, integrity). Individualism-Collectivism: Focus on individual accomplishments vs. group welfare. o Leadership Styles: Masculinity-Femininity: Valuing assertiveness vs. concern for relationships. Time Orientation: Short-term vs. long-term thinking. ▪ Autocratic: Control-centered Indulgence-Restraint: Degree of freedom in fulfilling desires vs. societal regulation. decision-making. ▪ Democratic: Participation-focused Change Management: A structured approach to transitioning organizations or teams from a current state to a desired future decision-making. state. ▪ Laissez-faire: Minimal leader intervention, allowing team Systematic Process: Defining strategies, procedures, and technologies to manage change. autonomy. Transitioning People: Enabling individuals to adopt new processes and structures through activities that guide them through the change process.