TyroCity: Business Studies XII

Leadership Styles | Business Studies

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

1. Autocratic leadership style: When the authority and decision-making power are concentrated on the leader is known as autocratic leadership style. There is no participation by subordinates. The leader takes full authority and assumes full responsibility. Planning, policies and other working procedures are predetermined by the leader alone. They convey the information about what to do and how to do. He never takes any advice and suggestions of other people. They structure the entire work situation in their own way and expect the workers to follow their orders and tolerate no deviation from their order. They are just like tyrant rulers. The leader who believes and exercised the autocratic leadership style is known as autocratic leader.

Features:

He/she makes his own decisions and he/she doesn’t take any advice of others because he/she thinks he/she is only superior.
His/her position gives him/her personal authority and right to lead the members in any way he/she desires.
Reward and punishment is exercised by him/her very strictly. Autocratic leadership style believes on negative motivational tools.
An autocrat leader does not give full information to the members. There is only one way communication in order to maintain the position.
An autocratic leader describes each job in detail and imposes rigid work standard on his employees. It means the subordinates are compelled to certain work assigned for him.

Advantages:

It is useful in emergency or in war.
When the workers are undisciplined and uneducated it gives the best results.
When the laborers are not organized, it is more effective.
There is no need of trained labor. It may be used for untrained workers.
It is a prompt process of decision-making as the single person decides for the whole group.

Disadvantages:

Subordinates are not involved in the process of decision-making in autocratic leadership style
It doesn’t emphasize on correct evaluation of employee’s performance
The moral of employees is so low.
There is no chance of management development.
There is no chance of two-way communication.
Creative ideas and thinking cannot be used in autocratic leadership style.
The employees perform the work with negative motivation.

2. Democratic leadership style: When the authority and decision-making power are decentralized to the subordinates is known as democratic leadership style. There is participation by subordinates. The leader delegates authority and provides responsibility even to the followers. Planning, policies and other working procedures are determined by the leader along with suggestions of the followers. He conveys the information about what to do and how to do just as a consultant. He takes advice and suggestions of other people. They structure the entire work situation in democratic way. They are just like democratic rulers. The leader who believes and exercised the democratic leadership style is known as democratic leader.

Features:

A democratic leader delegates the responsibility as per the capability of the employee
There is participation of all subordinates in decision-making
Human values are also given preference. The leader gives concerns for the followers
Democratic leader imposes flexible work standard, designs goals with freedom for the performance of work.
A democratic leader emphasizes in results than on action

Advantages:

Good cooperation among employees is made in democratic leadership style
Employees are highly satisfied and their morale is increased
Human efforts are highly recognized
It helps in increasing in productivity
Policies, planning and other working procedures become better because different kinds of logic ideas and creativity are mixed
Subordinates have grown considerable freedom of action that helps to increase the personal growth and gets opportunity to utilize their capabilities

Disadvantages:

It takes long time in decision-making
It is not suitable for untrained subordinates
A leader may to be responsible in his style
It is not suitable when the followers are undisciplined and untrained

3. Free rein leadership style: When all the authority and responsibility are delegated to the subordinates is known as Free rein leadership style. The leader who believes on this style is known as free rein leader. The free rein leader doesn’t use the power and leaves the power to the subordinates. He/she doesn’t provide any contribution to make planning and policies. This type of leadership style is very useful when group members are intelligent and fully aware of their roles and responsibilities.

Features

Subordinates have complete freedom in decision-making
The subordinates are self-directed, self-motivated and self-controlled
The role of free rein leader is to provide facilities, materials and information to the employees
The leader doesn’t interfere in making planning and policies

Advantages:

The employees are satisfied in their job because they are free in decision-making
The morale of employees is developed
The employees are highly developed because there is maximum possibility for the development of workers
The creativity and potentiality of subordinate are fully utilized

Disadvantages:

Leader contribution is ignored.
Sometime the subordinates are not self-directed.
Subordinates should not get the guidelines of the leader.

Process of motivation

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

1. Unsatisfied needs and motives: it is the first process of motivation. This stage involves unsatisfied needs and motives. Such unsatisfied needs can be activated by internal stimulus such as hunger and thirst. They can also be activated by external stimulus such as advertisement and window display

2. Tension: this stage involves tension. Unsatisfied needs create tension in the individual. Such tension can be physical, psychological, and sociological. In this situation, people try to develop objects that will satisfy their needs.

3. Action to satisfy needs and motives: this stage involves action of people to satisfy needs and motives. Such tension creates strong internal stimulus that calls for action. Individual engages in action to satisfy needs and motives for tension reduction. For this purpose, alternatives are searches and choice is made, the action can be hard work for earning more money

4. Goal accomplishment: this stage involves goal accomplishment. Action to satisfy needs and motives accomplishes goals. It can be achieved through reward and punishment. When actions are carried out as per the tensions, then people are rewarded others are punished. Ultimately goals are accomplished.

5. Feedback: this is the last stage for motivation. Feedback provides information for revision or improvement or modification of needs as needed. Depending on how well the goal is accomplished their needs and motives are modified. Drastic changes in environment necessitate the revision and modification of needs

Types of Managerial Decisions

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Types of decision-making
1. Programmed and non programmed decisions: Programmed decisions are those which are normally repetitive in nature and are taken as a routine job and responsibilities. These types of decisions are made by middle level management in accordance with some policies, rules and procedures. They have short term impact. For example: – granting a leave to an employee, purchasing office materials etc. non programmed decisions are non repetitively taken by top executives. They need to collect data and analyze them and forecast the strategic plans.

2. Major and minor decisions: among different decisions some decisions are considerably more important than others and are prioritized. They are called major decisions. For example, replacement of man by machine, diversification of product etc. contrary to that, some remaining decisions are considerably less important than others and are not so prioritized. They are minor decisions. For example, store of raw materials etc.

3. Routine and strategic decisions: Routine decisions are those decisions which are considered as tactical decisions. They are taken frequently to achieve high degree of efficiency in the organizational activities. For example, parking facilities, lighting and canteen etc. strategic decisions are those which are related to lowering the prices of products, changing the product etc. they take more fund and degree of partials.

4. Organizational and personal decision: Organizational decision is taken by top executives. For official purpose. They affect the organizational activities directly. Authority is also delegated. Personal decisions are concerned to an employee. The executives whenever takes the decisions personally that is known as personal decisions.

5. Individual and group decisions: When a single employee is involved in decision-making it is called individual decision. They are taken by ole proprietor when the problem is of routine nature. On the other hand when the decision is taken in a large organization where important and strategic decisions are taken, it is a group decision.

6. Policy and operating decisions: Policy decisions are taken by top-level management to change the rules, procedures, organizational structure etc, and they have a long tern effect. Operational decisions are taken by low level management which have short term effect and which affect the day-to-day operation of the organization.

Maslow’s need hierarchy theory

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

All human behavior is directed towards fulfilling their needs. Abhram Maslow’s needs hierarchy theory is based upon the needs of human beings. According to this theory, each and every people have certain needs. In response to that need, s/he is motivated to do work. Human needs have hierarchy. That’s why to motivate any people to work. The need of that person should be fulfilled according to hierarchy because as one need of that person is satisfied, another need will be created respectively. The needs have been classified in a hierarchy as follows:

Physiological needs: These needs are fundamental or basic need of human being such as food, water, clothes, shelter etc. Without these needs human being cannot survive. Therefore, these needs are necessary to operate the human life. In organization, the manager can provide the adequate lighting, comfortable temperatures and ventilation etc to motivate the employees at first. These are the lowest order needs and assume top priority
Safety/ security needs: An individual wants to be free from the fear of losing job, food, shelter etc which is known as safety or security needs. It is second important need because after fulfilling physiological need people want the safety and security needs. These needs may be job security, old age provision, pension plans, insurance, security from risk etc
Social needs: It is the third hierarchy of needs which comes after fulfilling safety or security needs. Man is social in nature. Therefore, human beings always want to live in society or group which loves him/her the most. These needs include love, affection, friendship, social acceptance etc. So a manager can initiate participation of the employees as part of association to motivate the people.
Esteem/ego needs: After fulfilling the social needs of people, they now want esteem needs by which they can have some special and unique place or status for him/her. They want to be prestigious and respected which is known as esteem or ego need. It is the second last need of Maslow’s need hierarchy theory. This need includes self-confident, self-respect, prestige, power, status, job title etc. So s/he wants to be strong and want to have immense power from which s/he can get self-satisfaction. A manager can provide the attractive job position to employees to fulfill esteem or ego needs.
Self-actualization needs: Maslow said that self actualization is the last and highest need in his hierarchy. After all needs are fulfilled especially including esteem/ego needs they now want or desire to help others. It is maximization of one’s potential. In this need people want to be satisfied in their desire. It includes challenging jobs, creativity, risk bearing capacity etc.

Concept of direction

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Concept of direction
Direction is an important function of management which is related to inspiring, instructing and guiding human factors in the organization to achieve organizational activities and objectives. A superior direct and control the subordinates and instruct the manpower which yields better performance. Direction is the guideline inspiration which is provided from higher position to lower position. It is also an important function of management. It is useful to coordinate the activities. Therefore, it is defined as the skill of influencing employees.

Leadership Qualities

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Qualities of leadership

Personal qualities

1. Self-confidence: a good leader must have self-confidence, must have sufficient enthusiasm and must be cheerful enough to enjoy the trust of his subordinates.

2. Dynamic personality: a leader should be dynamic, cheerful and charming, must have sound health, cool temperament, conversational ability and decent behavior with tremendous stamina and vigor for hard work

3. Intellectual capacity: a leader should have the ability to think logically, analyze accurately and interpret the problems clearly.

4. Take lead and initiative: a leader should have the ability to take lead and initiative in times of risk, uncertainties and complexities for prompt decision

5. Emotional stability: a leader should have balanced temperament to overcome moodiness, disappointment and inconsistency.

6. Flexibility: A leader should be flexible enough to accommodate other’s viewpoint and alter his decisions. Rigidity is only required in autocracy, change in decisions must be made with change in macro and micro environment.

7. Responsibility feeling: A leader must feel or should bear responsibilities of all his decisions himself.

8. Communication skill: The leader must be able to communicate with subordinates. The leader must communicate the information from his level to the down level. Communication must be two way. Sop that both leader and subordinates will exchange Ideas freely

9. Far sightedness: A leader should develop organizational planning and policies. When the leader is not far-sighted all efforts may be worthless.

Managerial qualities

1. Technical knowledge: A leader must have technical knowledge to provide the guidelines about the work of the subordinates which helps the leader to take right decisions at right time.

2. Organizing abilities: all the resources, employees, people, business environment, methods, capital, manpower should be arranged properly by a leader to achieve organizational goals in a proper way.

3. Power of judgment: a leader should have the power of judgment which comes from self-confidence and self-control. Even if there are several followers and several decisions the leader must judge and decide the case.

4. Enthusiasm: the leader must be devoted towards the organization. A devoted leader can conduct the activities successfully.

5. Ability to guide and teach: it is the task of leader to get the best from others. A leader must know how to guide and teach the followers to make them convinced.

6. Human relations: leadership is related to inspire and encourage the people when there is good relation between leader and follower. The followers are easily influenced. So, a leader must be able to win the confidence and loyalty of people.

Techniques of motivation

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

1. Financial incentives: First techniques of motivation are financial incentives as money is indicator of success. Therefore, it fulfills psychological safety and status need as people satisfy their needs by money. Wages, salary motivates employees to perform better.

2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile task. So the scope of job enlargement is high for the motivation of subordinates. It is also known as horizontally leading of job.

3. Job enrichment: Under this technique jobs are made challenging and meaningful by increasing responsibility and growth opportunities. In such technique of motivation, planning and control responsibility are added to the job usually with less supervision and more self evaluation. It is also called vertical leading.

4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation doesn’t mean hanging of their job but only the employees are rotated. By this it helps to develop the competency in several jobs which helps in development of employees.

5. Participation: Participation refers to involvement of employee in planning and decision-making .it helps the employees feel that they are an asset of the organization which helps in developing ideas to solve the problems.

6. Delegation of authority: Delegation of authority is concerned with the granting of authority to the subordinates which helps in developing a feeling of dedication to work in an organization because it provides the employees high morale to perform any task.

7. Quality of work life: It is the relationship between employees’ and the total working environment of organization. It integrates employee needs and well-being with improves productivity, higher job satisfaction and great employee involvement. It ensures higher level of satisfaction.

8. Management by Objectives: It is used as a motivation and technique for self-control of performance. By this technique supervisor and subordinates set individual and organizational goals. Each individual’s responsibilities are clearly defined which would help identify the skill sets one has to make the best use of the same to meet organizational mission and vision. This also helps the organization function effectively.

9. Behavior modification: The last technique of motivation is behavior modification. It develops positive motivation to the workers to do the work in desired behavior in order to modify behavior.

Components of direction

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Aspects of direction
Direction is an integration of motivation, leadership, communication and coordination. It is an important function of management which is related to issue orders to staff.

1. Motivation: it is the process of inspiring and encouraging the people to do work. It is a skill of using the capability of manpower for the organization. It is a mental and physical presence of employee to do work. Effective motivation helps to raise the effective direction. Therefore, motivation is important aspect of direction.

2. Leadership: it is another important aspect of direction. It is defined as the process of influencing people to perform work effectively. In other words, it influences the behavior of employees or subordinate. According to time, situation and behavior of followers, a leader must conduct his followers. Therefore, it is an important aspect of direction.

3. Communication: communication means transferring information from one person to another. In other words when the information is transmitted from one person to another and information receiver easily take the information, it is known as communication. It includes sending message and receiving message. After sending message receiver receives the message and understands it. Therefore, message receiver responds and reacts about the message. In an organization manager must develop an effective communication system so that s/he may give instruction and guidance to the subordinates and motivate them to do the work to the best of their ability.

4. Coordination: it is also an important aspect of direction. When the coordination activity is not conducted effectively. Direction is not effective. Coordination is the process of linking activity of resources and various departments so that desired goal can be achieved easily. It is inter-related with all managerial function.

5. Supervision: it is another important aspect of direction. Direction is not only to issue order but also supervising job of subordinates. It is an important function of every manager. So the manager’s duty is to look after their work and examine that whether they have done according to the order issued or not and also help in solving their work problems.

Meaning of Leadership

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Leadership is defined as personal quality of an individual that influence the behavior of followers. It is an important function of management. Leadership is an act of influencing people so that the followers follow the path of leader. The successful leader must lead to stimulate and inspire the followers to achieve organizational goals. In an organization the manager is a leader and other subordinates are followers. A manager cannot manage effectively unless he can lead his subordinates effectively. Hence, a leader may or may not be a manager but a successful manager must be a leader.

Leadership is defined as influence, that is, the art or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group work.

Principles of direction

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

1. Principle of harmony of objectives: every organization set the objectives and these objectives are to be fulfilled with the help of people working in the organization. Therefore, managers must try to bring harmony between individual and organizational goals

2. Unity of command: The individual who works in the organization get direction from his/her superior. The subordinates must get direction from only one superior to reduce conflict and confusion which is called unity of command.

3. Direct supervision: When superior direct the subordinates with face to face communication it is known as direct supervision. It helps to increase the morale of employees and it helps to develop quick feedback and necessary information

4. Appropriate leadership style: proper leadership means the skill of leading that depends upon the characteristics of leader, features of subordinates and the situation. It is the process of influencing human behavior in achieving organizational goals without dissatisfaction of any employees

5. Maximum individual contribution: The employees’ capacity should be used fully with effective direction by encouragement not irritation with proper design direction style.

6. Effective communication: without effective communication, direction is not possible. Mainly, communication may be downward or upward in an organization. Downward communication carries the order, ideas, instruction to the subordinates and upward communication carries the order, ideas, and instruction from the subordinates.

7. Effective control: without effective control organization can’t be operated. Effective control helps to coordinate and supervise the activities and other mechanism.

8. Effective motivation: Motivation is the act of inspiring and encouraging the people to do work. Employees must be motivated to achieve the goals. Without motivation , direction cannot be complete

9. Flow of information: information is most important asset in any organization. When information is blocked, then there can be failure. On the other hand, information is useful to issue the order, ideas, and instruction.

10. Follow- up: direction is a continuous managerial process. It involves constant and continuous supervision, counseling, advice, instructions etc in the employees’ activities. Merely issuing orders is not sufficient but management should find out whether the subordinate is working or not.

Factors affecting decentralization

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Factors affecting decentralization of authority

1. Size – size of the organization, terms of sales number, plans, number of employees affects the decentralization of authority. It is observes that the speed and adequacy of decision making, flexibility and efficiency are enhanced through decentralization of authority in case of very large multi product, diverse and complex organization. Therefore in larger size of organization, there will be more dispersion of authority

2. History and age– the size of organization, the degree of decentralization depends upon history and ages of organization. If it is organized by an individual then in such kind of organization, there will be centralization of authority. But in case of business activities when there is merging being done there is decentralization of authority. In any organization, relatively high degree of centralized authority may be needed when new values and viewpoint are establishes by the executives

3. Philosophy of top management– decentralization of authority depends upon philosophy of top management. it is seen that in the owners managed enterprise there is delegation of authority but in professionally managed enterprise decentralization of authority is seen.

4. Competent personnel– competent personnel affect decentralization of authority. more personnel at lower level more policy of decentralization of authority,

5. Strategy and organization environment– strategy and organization environment influences market, technological environment, competition. It is the basis of determining decentralization of authority and centralization of authority.

6. Nature and management function– the degree of decentralization of authority is influenced by nature and management functions. Generally functions like production and sales are more decentralized and finance, personnel, research and development are highly centralized.

7. Control techniques– decentralization of authority is more when control technique is good. When control system is reliable, there is better and higher decentralization of authority to the lower level.

8. Dispersion of organizational plans– decentralization of authority also depends upon dispersion of organizational plans of the organization. Organization has officer of different types located at different places. That’s why decentralization of authority becomes necessary.

Difference between Delegation and Decentralization of Authority

Business Studies XII — Sun, 18 Aug 2013 05:41:42 +0000

Difference between delegation and decentralization of authority

Bases	Delegation of authority	Decentralization of authority
Nature	Process of transferring authority and creation of responsibility between superior and subordinates is called delegation. It can take place without decentralization	Decentralization is delegation of and dispersion of authority. It is not possible without delegation of authority
Purpose	It minimizes the burden of managers of unit, departments or plant	It prepares the organizational participants of the organization
Relationship	Relationship is between superior and immediate subordinates are indicated	Relationship is between top level, management, departments and units
Techniques	It is technique of management used to get the things done through others	It is both philosophy and technique of management
Parties	It is confined to manager and subordinates	It involves all managers at all level and relates relationship between departments, sections and units.
Responsibilities	Authority is only delegated, not responsibilities	Superior is relieved from responsibilities too
Necessity	Very important to management process	It is optional and situational as per the need
Control	Control remains in hand of superior who supervise the activities of subordinates	Control is delegated and decentralized to the departmental managers
Withdrawal of authority	It can be withdrawn by delegator at any time	Withdrawal of authority is not simple.