Business Studies 3 Marks Question

Personal barriers: The personal factors of both sender and receiver 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.

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

The term supervision can be understood in two ways. Firstly, it can be understood as an element of directing and secondly, as a function performed by supervisors in the organizational hierarchy.The functions performed by the supervisor:

1. 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.
2. 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.
3. 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.

Semantic barriers to communication:

1. Badly expressed message: Some times 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. 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 proficient with both the languages, mistakes may creep in causing different meanings to the communication.
3. 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.

The following are the assumptions of Maslow’s need hierarchy theory:

1. People’s behaviour is based on their needs. Satisfaction of such needs influences their behaviour.
2. People’s needs are in hierarchical order, starting from basic needs to higher level needs.
3. A satisfied need no longer can motivate a person; only next higher level need can motivate him.
4. A person moves to the next higher level of the hierarchy only when the lower need is satisfied.

These are semantic barriers. Three such barriers are:

1. Badly expressed message: in which the intended meaning may not be conveyed on account of inadequate vocabulary, usage of wrong words, omission of needed words, etc.
2. Symbols with different meanings: where a word may have several meanings, and the receiver has to perceive one such meaning for the word used by the communicator.
3. Faulty translations: where the communication drafted in one language is not properly translated in a language understandable to workers.
4. Unclarified assumptions: where communication may have certain assumptions which are subject to different interpretations.
5. Technical jargon: where the specialists use it to explain something to persons who are not specialists in the concerned field as a result of which it is not understood clearly by the receiver.
6. Body language and gesture decoding: becomes a barrier when there is no match between what is said and what is expressed in body movements.

Barriers to effective communication:Semantic barriers: Semantics is the branch of linguistics dealing with the meaning 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.
Psychological barriers: Emotional or psychological factors acts as barriers to communicators. For example, a worried person cannot communicate properly and an angry receiver cannot understand the real meaning of message. The state of mind of both sender and receiver of communication reflects in the effective communication.
Organisational barriers: The factors related to organisation structure, authority relationships, rules and regulations may, sometimes, act as barriers to effective communication.

Basis of differentiation	Direction	Supervision
Meaning	It refers to issuing orders and instructions and motivating subordinates to achieve the objectives and goals	It refers to observing the progress of assigned tasks of employees or subordinates
Scope	It is a wider management term. Direction includes supervision, leadership, motivation, coordination and communication.	It is one of the elements of direction. So its scope is narrower.
Contact	It may take place with face-to-face contact or without face-to-face contact with subordinates	It is possible only with direct face-to-face contact with subordinates.

Advantages of formal communication:

1. Maintenance of Authority of the Officers: Formal communication maintains constant relations among the superiors and the subordinates as a result of whom the dignity of the line superiors is maintained. Consequently, it is convenient to control the subordinates and fix their responsibility which is absolutely needed for effective and successful control.
2. Clear and Effective Communication: In formal communication, there is a direct contact among the managers and the subordinates. Both understand the capability, habits, feelings, etc. of one another. Managers know as to when and under which conditions their subordinates need information. In this way, this communication is capable of making available timely information. Hence, it is clear and effective.
3. Orderly Flow of Information: The information has to pass through a definite route from one person to another. Hence, the flow of information is systematic
4. Easy Knowledge of Source of Information: In this type of communication, the source of each information can be easily located.

Horizontal communication:

1. Necessary to coordinate different activities.
2. To resolve interrelated problems of two or more depts.

Personal barriers: The personal factors of both sender and receiver 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.

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

Psychological barriers: Emotional or psychological factors acts as barriers to communicators.Some of the psychological barriers are:

1. Premature evaluation: Some times 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 preoccupied 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.
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.

Measures to overcome communication barriers:

1. Clarify the ideas before communicating.
2. Communicate according to the needs of the receiver.
3. Consult others before communicating.
4. Be aware of the language, tone and content of the message.
5. Convey things of help and value to listeners.
6. Ensure proper feedback.
7. Communicate for present as well as future.
8. Follow up communications.
9. Be a good listener.

Importance of directing:Initiativeness: Directing helps to initiate action by people in the organisation toward attainment of desired objectives. For example, if a supervisor guides his subordinates and clarifies their doubts in performing a task, it will help the worker to achieve work targets given to him.
Integration: Directing integrates employees effortsn in the organisation in such a way that every individual effort contributes to the organizational performance. Thus, it ensures that the individuals work for organisational goals. For example, a manager with good leadership abilities will be in a position to convince the employees working under him that individual efforts and team effort will lead to achievement of organizational goals.
Guidance: Directing guides employees to fully realise their potential and capabilities by motivating and providing effective leadership. A good leader can always identify the potential of his employees and motivate them to extract work up to their full potential.

The term supervision can be understood in two ways. Firstly, it can be understood as an element of directing and secondly, as a function performed by supervisors in the organizational hierarchy.The functions performed by the supervisor:

1. 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.
2. 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
3. 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.

Democratic style of leadership.

1. A Democratic leader favours decision-making by the group. This improves the attitude of the employees 'towards their jobs and the organisation thereby increasing their morale.
2. Using this style is of mutual benefit - It allows them (subordinates) to become part of the team and helps leaders (seniors) to make better decisions.

1. Directing initiates action: Directing is a key managerial function. A manager has to perform this function along with planning, organising, staffing and controlling while discharging his duties in the organisation.
2. Directing takes place at every level of management: Every manager, from top executive to supervisor performs the function of directing. The directing takes place wherever superior - subordinate relations exist
3. Directing flows from top to bottom: Directing is first initiated at top level and flows to the bottom through organisational hierarchyIt means that every manager can direct his immediate subordinate and take instructions from his immediate boss.

Qualities of a good leader:

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. Integrity: A leader should posses high level of integrity and honesty. He should be a role model to others regarding the ethics and values.
3. 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.

Motivation means incitement or inducement to act or move. In the context of an organisation, it means the process of making subordinates to act in a desired manner to achieve certain organisational goals Motivation is an internal feeling. The urge, drives, desires, aspirations, striving or needs of human being, which are internal, influence human behaviour.
Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals. Leadership is a key factor in making any organisation successful. History reveals that, many times, difference between success and failure of an organisation is leadership. Leadership influences the behaviour of people and makes them to positively contribute their energies for the benefit of the organisation. Good leaders always produce goods results through their followers.

Qualities of a successful leader:

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. Integrity: A leader should posses high level of integrity and honesty. He should be a role model to others regarding the ethics and values.
3. 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.

Factors which influence the effectiveness of a leader are:

1. Intelligence and scholarship.
2. Ability to inspire people.
3. Empathy.
4. Effective communicative skills.
5. Listening skills.
6. Sense of responsibility and Self-confidence.
7. Knowledge of work.
8. Vision and foresight.
9. Impressive personality.
10. Objectivity.

Basis of differentiation	Formal communication	Informal communication
Definition	Formal communication flows through official channels designed in the organisation chart.	Communication that takes place without following the formal lines of communication is said to be informal communication.
Mutual relationship among members	Based on formal superior - subordinate relationship.	Based on interpersonal contacts.
Nature	Systematic and orderly.	Unsystematic.
Speed of communication	It is slow and time consuming.	Very fast and time saving.

Quality of a good leader:

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 posses high level of integrity and honesty. He should be a role model to others regarding the ethics and values.
4. 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.

The type of communication is Diagonal Communication.The problem which may arise in this type of communication is that it may cause the feeling of being ignored by the superior, if his subordinate talks directly to managers of other departments.

Job Enrichment:

• Job Enrichment means 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 more interesting, the job itself becomes a source of motivation to the individual.

Employee Participation:

• Employee Participation means giving more autonomy and powers to the employees.
• It makes them feel that their jobs are important and this feeling makes them contribute positively to the use of their skills and talents in the job performance.

In the hierarchical structure, a supervisor can be appointed in between the manager and the workers. The supervisor would act as a link between the managers and the workers. It is through him that the manager would communicate his policies and ideas and the workers would communicate their grievances to the managers. In other words, the supervisor would remain in direct contact with the workers, thereby reducing the workload of the manager.

Directing takes place at every level of management. Every manager, from top executive to supervisor, performs the function of directing. Thus, directing takes place, wherever superior-subordinate relations exist.

I do agree with this statement. Following are the reasons:

1. Management is wider term than leadership.
2. It is necessary for a manager to play the role of a leader.
3. It is not necessary for a leader to play the role of a manager.

1. Psychological Barrier (lack of attention) is referred here.
2. Two other forms of barrier under same category are:

1. Premature Evaluation
2. Loss by transmission and Poor Retention
3. Distrust

No, I do not agree with this statement. Following are the reasons of it:

1. Facilitates Control: Under supervision, supervisor keeps a close eye on his subordinates. Wherever he finds any flaws in the work-in-progress, he rectifies them then and there itself. From time to time deviations are noted by comparing actual work performance and the desired work performance. Corrective measures are taken if the need is felt. In this manner, supervision assures control.
2. Optimum Utilisation of Resources: Under supervision, all the activities are closely monitored. In this situation, better utilisation of all the resources like human, material, machinery, etc. takes place. The problem is at once solved because the employees are always under a close watch. As a result, they start doing effective work in minimum possible time.
3. Maintenance of Discipline: Close eye and timely guidance of the employees teaches them a lesson of discipline. When special attention is given to the employees during their work and their every problem is solved at the first instance, this builds pressure on their mind to maintain discipline.

It Creates Balance in the Organisation: Sometimes there is a clash between individual and organisational objectives. Directing helps to settle down these clashes and creates a balance in the organisation. On the one hand, a person works in an organisation for the fulfilment of his objectives like higher salary, promotion, etc. On the other hand, the objectives of a company can be to earn higher profits, more market share, etc. Managers through direction tell employees, how they can fulfil their objectives while achieving organisational objectives.

Meaning: Directing refers to instructing, guiding, communicating and inspiring people so that the objectives can be achieved.Elements:

1. Supervision.
2. Leadership.
3. Communication.
4. Motivation.

1. Good working conditions.
2. Improvement in efficiency and health.
3. Helpful in decreasing the tension of employees.

Meaning: It refers to the methods with the help of which a manager establishes his influence on his subordinates.
Types of Leadership Styles:

1. Autocratic Leadership Style.
2. Democratic Leadership Style.

1. Centralised Authority: In this style, a manager is not prepared to share his authority and responsibility with others. Consequently, all the authority of work performance remains centralised.
2. Single-man Decisions: In this style of leadership, the manager himself takes all the decisions. He takes it for granted that he does not need any other individual.
3. Wrong Belief regarding Employees: The manager is a victim of the thinking that the employees do not work when motivated by love and they require hard control. Impelled by this thought, managers take the help of the centralised leadership style.

It refers to that process which excites people to work for attainment of desired objective. Among the various factors of production, it is only the human factor which is dynamic and provides mobility to other physical resources. If human resource goes static then other resources automatically turn immobile. Thus, it becomes essential to motivate human resource to keep them dynamic, aware and eager to perform their duty. Both monetary and non-monetary incentives are given to employees for motivation.

1. Motive: Motive is that force within an individual which compels him to act or not to act in a certain way, e.g. recognition, hunger, etc.
2. Motivation: Motivation means a process of stimulating people to action to accomplish desired goals.
3. Motivators: Motivators refer to the means or techniques (e.g., financial or non financial incentives) used to motivate employees in an organisation.

1. Motive: A motive is an inner state that energises, activates or moves and directs behaviour towards goals.
2. Motivation: Motivation is the process of stimulating people to action to accomplish desired goals.
3. Motivator: Motivator is the technique used to motivate people in an organisation.

Needs which are still to be fulfilled are:

1. Affiliation/ Belongingness needs: It includes affection, sense of belongingness, acceptance and friendship.
2. Esteem needs: It includes self-respect, status, recognition and attention.
3. Self-actualisation needs: It includes growth, self fulfillment and achievement of goals.

1. Communicate According to the Need of the Receiver: The sender of the communication should prepare the structure of the message not according to his own level or ability but he should keep in mind the level, understanding or the environment of the receiver.
2. Clarify Ideas before Communication: The person sending the communication should be very clear in his mind about what he wants to say. He should know the objective of his message and, therefore, he should arrange his thoughts in a proper order.
3. Be Aware of Language, Tone and Content of Message: The sender should take care of the fact that the message should be framed in clear and beautiful language. The tone of the message should not injure the feelings of the receiver. As far as possible the contents of the message should be brief and excessive use of technical words should be avoided.

Directing means giving instructions and guiding people in doing some work. It is one of the key managerial functions which every manager has to perform. The function of directing continues throughout the life of an organisation.
It is the process of activating human resources to achieve the objectives of the business. In short, it can be stated that the word directing is concerned with initiating, mobilising and integrating human efforts.

Downward communication: Refers to the flow of communication from the higher to the lower level. Communication from superiors to subordinates at different levels of the organisation is known as downward communication. Downward communication from top management relates to organisational plans and policies. At the middle and lower levels, such communications include order and instructions, rules and procedures, etc. Manager can communicate with subordinates through meetings and directives.
Upward communication: Flows from a subordinate to his superior in the hierarchy. It can be regarded as a process of systematically encouraging employees to share with management their feelings and ideas.
But upward communication can only be successful if managers are receptive to employee's ideas, suggestions or recommendations. Upward communication can be accomplished through suggestion systems, formal grievance procedures and task forces.

This situation talks about the informal communication that takes place without following the formal lines of communication is said to be informal communication. Informal system of communication is generally referred to as the ‘grapevine’ because it spreads throughout the organization. Therefore the organization is required to move towards formal communication. Formal communication flows through proper channels designed by organization. it may take any of the two forms that is vertical or horizontal. Vertical communication flows vertically i.e., upwards or downwards through formal channels. Horizontal or lateral communication takes place between one division and another. The pattern through which communication flows within the organisation is generally indicated through communication network. Different types of communication networks may operate in formal organisation. For example chain, wheel,circular,free flow and inverted V are the types of formal communication.

The social interactions, gossips, friendly talks and non official matters which are discussed among different members of organisation who are not officially recognised is known as informal communication or we can say the communication that takes place without following the formal guidelines of communication is said to be informal communication. This type of communication establishes the personal relationship among employees. It is flexible, dynamic and no records of information communication are maintained under this Informal communication system is generally referred to as "Grapevine".

1. Upward communication.
2. Downward communication.
3. Lateral or horizontal communication.

Motivation is necessary for the following reasons:

1. It helps to improve the performance level of employees.
2. It helps to change negative attitude of employees to positive attitude.
3. It helps to reduce employee turnover and absenteeism.

Difference between Direction and Supervision:

S. No.	Basis of Difference	Direction	Supervision
1.	Meaning	It refers to instructing, guiding, communicating and inspiring people so that the objective can be achieved.	It refers to monitoring the progress of work of one’s subordinates and guiding them properly.
2.	Scope	Its scope is wider as supervision is one of the elements of it.	Its scope is narrower as it is one of the elements of direction.

It is an example of informal communication.Limitations of Informal Communication:

1. Messages tend to be distorted.
2. It often carries rumours and distorted facts.
3. It is unsystematic and cannot be relied upon for regularity and timeliness.
4. Confidential information often leaks out through informal communication.

Differences between directing and supervision are:

S. No.	Basis	Directing	Supervision
1.	Meaning	It means guiding, instructing motivating and overseeing the people, so that they may work efficiently.	It means guiding and controlling the activities of subordinates, so that desired results may be achieved.
2.	Scope	It is a wide term. It includes supervision, motivation, leadership and communication.	Scope of supervision is limited. It is a part of directing.
3.	Nature	It is an operative function.	It is an executive function.