Answer:

1.0 Autocratic leadership

Autocratic leadership in this type of leadership, the leader alone determines policies and makes plans. He tells others what to do and how to do it. He demands strict obedience and relies on power. He may sometimes be benevolent also and use rewards for obtaining obedience from his employees.

Employees is like both these forms because in one form they remain under constant fear and in the other form they remain under constant gratitude. In both the forms, the leader is the key person. The whole operation of the organisation depends upon him. In his absence it may function inadequately or not at all.

1.1

Autocratic leadership

Autocratic leadership

in this type of leadership, the leader alone determines policies and makes plans. He tells others what to do and how to do it. He demands strict obedience and relies on power. He may sometimes be benevolent also and use rewards for obtaining obedience from his employees.

Employees is like both these forms because in one form they remain under constant fear and in the other form they remain under constant gratitude. In both the forms, the leader is the key person. The whole operation of the organisation depends upon him. In his absence it may function inadequately or not at all.

1.1.1

Merit of Autocratic Leadership:

i. This type of leadership, can increase efficiency, save time and get quick results, especially in a Crisis Or an emergency situation.

ii. The paternalistic form of this style of leadership works well with employees who have a low tolerance for ambiguity, feel insecure with freedom and even minor decision-making requirements and thrive under clear, detailed and achievable directives.

iii.

Chain of command, and division of work (who is supposed to do what) are clear and fully understood by all.

1.1.2

De-Merit of Autocratic Leadership:

i. It motivates people through fear and stifles their initiative and creativity resulting in costly errors.

ii. It throttles upward communication, The autocratic leader is alone in his decision-making. He receives little, if any, information and ideas from his people as inputs into his decision-making. This is generally dangerous in today’s environment of technological and organisational complexity.

iii. Today, most people resent authoritarian rule which excludes them from involvement and reduces them to machine-like cogs without human dignity or importance. They express their resentment in the form of massive resistance, low morale and low productivity.

1.2

Democratic leadership:

In this type of leadership (also known as participative or system-4 management) the leader thinks “with” rather than “for” his people. The entire group is involved in and accepts responsibility for goal setting and achievement. Subordinates have considerable freedom of action. The leader shows greater concern for his people than for high production. A part of the leader’s task is to encourage and reinforce constructive inter- relationships among members and to reduce intra-group conflict and tensions. He Serves more as a Coordinator or agent for the group. Hence the group is not dependent upon him as an individual and can functions effectively in his absence.

1.2.1 Merits

Democratic leadership:

i. It increases the acceptability of a decision. When people participate in and help formulate a decision, they support it (instead of fighting or ignoring it) and work hard to make it work, because ‘tis their idea. In other words, the participative leader has the critical factor of built-in-personal motivation working for him.

ii. It improves the quality of a decision. The leader consistently receives the benefit of the best information, ideas, suggestions, and talent and operating experience of his people.

iii. It permits and encourages people to develop, grow and rise in the organisation (both in terms of responsibility they can assume and service they can contribute).

iv. It makes full use of a wide range of motivations such as status, achievement, challenge, etc.

1.2.1 De-Merits

Democratic leadership:

i. The participative style can take enormous amounts of time and, may degenerate into a complete loss of leader's control. Subordinates may show greater absenteeism and tardiness.

ii. Some leaders may use this style as a way of avoiding responsibility.

2.1 Motivation:

Technically, the term motivation can be traced to the Latin word movere, which means "to move". This meaning is evident when we remember that a manager gets work done through others. If there is any one key to "getting work done through others", it is his ability to move other people in the right direction day after day. To put it differently, regardless of how talented people are, they must be moved to action and continued in the course of action already initiated.

Motivation, therefore, concerns those dynamic processes which produce a goal-directed behaviour. The process always begins with the individual feeling certain needs (also referred to as drives, instincts, wishes or motives). There is no unanimity among psychologists regarding the number and kinds of these drives.

2.2 Motivation Theories:

We classify the Motivation Theories into three broad heads:

1. Content theories

1.1 Maslow's Need Hierarch Theory

1.2 Alderfer's ERG Theory

1.3 Herzberg's Two-Factor Theory

1.4 McClelland's Achievement Theory

2. Process theories

2.1 Victor Vroom's Expectancy Theory

2.2 Adam's Equity Theory

3. Reinforcement theory

3.1 Skinner's Behaviour Modification Theory

2.3 Maslow's Need Hierarch Theory:

All people have a variety of needs. At any given time, some of these needs are satisfied and others are unsatisfied. An unsatisfied need is the starting point in the motivation process. It begins the chain of events leading to behaviour.

Fig 1.1: Order of Priority of Human Needs.

i.

Basic Physiological Needs:

Physiological needs are those which arise out of the basic physiology of life, for example, the need for water, air, etc. These needs must be at least partially satisfied for continued survival.

ii.

Safety/Security Needs:

Security needs are the needs to feel both economically secure and psychologically secure. The former include protection from arbitrary lay-off and dismissal, disaster, and avoidance of the unexpected.

iii.

Social Needs:

Social needs are needs to associate with other people and be accepted by them to love and be loved. These needs are variously referred to as "the hard instinct", "gregariousness", "affiliation motive".

iv.

Esteem Needs:

These include factors such as self-respect, autonomy status, recognition and attention.

v.

Self-Fulfilment Needs:

It is the highest level of need in the hierarchy. It refers to the drive to become what one is capable of

2.4 Maslow's theory is based on the following assumptions:

i. People's behaviour is based on their needs. Satisfaction of such needs influences their behaviour.

ii. People's needs are in hierarchical order, starting from basic needs to other higher-level needs.

iii. A satisfied need can no longer motivate a person; only next higher-level need can motivate him.

iv. A person moves to the next higher level of the hierarchy only when the lower need is satisfied.

2.5 Short:

Fig 1.2: Glance of the above.

3.1 Definition:

3.1.1 Newman & Summer: "it is a exchange of facts, ideas, opinions or emotions by two or more persons"

3.1.2 Allen Louis: "it as the sum of all the things one person does when he wants to create understanding in the minds of another"

3.1.3 Simply stated, communication means the process of passing information and understanding from one person to another.

3.2 Importance of communication

Fig 3.1: Importance of Communication.

i. Communication is needed in the

recruitment process

to persuade potential employees of the merits of working for the enterprise. The recruits are told about the company's organisation structure, its policies and practices.

ii. Communication is needed in

the area of orientation

to make people acquainted with peers, superiors and with company's rules and regulations.

iii. Communication is needed

to enable employees to perform their functions effectively

. Employees need to know their job's relationship and importance to the overall operation. This knowledge makes it easy for them to identify with the organisational mission. If a nurse in a hospital knows why she is to follow certain procedures with a patient and how this relates to the total therapy programme for him, it is much easier for her to develop an ideological commitment to the hospital.

iv. Communication is needed to

acquaint the subordinates

with the evaluation of their contribution to enterprise activity. It is a matter of some motivational importance for the subordinates to know from their superior how they stand and what the future may hold for them. This appraisal, if intelligently carried out, boosts the subordinates' morale and helps them in building their career.

v. Communication is needed to

teach employees about personal safety on the job

. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacements.

vi. Communication is of

vital importance in projecting the image of an enterprise in the society

. The amount of support which an enterprise receives from its social environment1s affected by the information which elite groups and the wider public have acquired about its goals, activities and accomplishments. During the 1982 blowout at Bombay High, ONGC took care to keep country informed about the steps that were being taken to combat the crisis. Contrast this W! Union Carbide which did nothing to refurbish its image after the Bhopal Gas leak.

There are three basic steps in a control process:

I. Establishing standards

Il. Measuring and comparing actual results against standards

Ill. Taking corrective action

I. Establishing standards:

The first step in the control process is to establish standards against which results can be measured. The standards the managers desire to obtain in each key area should be defined as far as possible in quantitative terms.

The following points must be borne in mind when establishing standard

i. The standards must be clear, accurate, precise, acceptable and workable.

ii. Standards are used as the criteria or benchmarks by which performance is measured in the control process.

iii. Standards should be flexible i.e., capable of being changed when the circumstances require so.

II. Measuring and comparing results against standards:

i. The second step in the control process is to measure the performance and compare it with the predetermined standards. Measurement of performance can be done by personal observation, by reports, charts and statements.

ii. A quick comparison of actual performance with the standard fixed performance is possible, if the control system is well organized.

III. Taking correct action:

i. After comparing the actual performance with the prescribed standards and finding the deviations, the next step that should be taken by the manager is to correct these deviations. Corrective action should be taken without wasting of time so that the normal position can be restored quickly.

ii. Taking corrective action can be achieved in the following way:

a. The manager should try to influence environmental conditions and external situations in such a way as to facilitate the achievement of goals.

b. He should review with his subordinates the instructions given earlier so that he may be able to give clear, complete and reasonable instructions in future.

c. There are many external forces which cannot be adjusted by the manager. They must be accepted as the facts of the situation and the executives should revise their plans.

5.1 Definition :

Co-ordination is balancing and keeping together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with harmony among the members themselves. Co-ordination is defined by various authors as follows.

i.

E.F.L. Brech -

Co-ordination is the process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of action in the pursuit of common purpose.

ii.

According to Terry

, "Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. It is accomplished by means of planning, organizing directing and controlling".

iii.

McFarland -

Co-ordination is the orderly synchronizing of efforts of subordinates to provide proper amount, timing and quality of execution so that their united efforts lead to the stated objectives, namely, the common purpose of the enterprise.

5.2 Importance / Need of Co-Ordination:

Fig 5.1: Importance of Co-Ordination.

i. Co-ordination integrates group efforts: Co-ordination unifies unrelated or diverse interests into purposeful work activity. It gives a common focus to group effort to ensure that performance is as it was planned and scheduled.

ii. Il. Co-ordination ensures unity of action: The purpose of co-ordination is to secure unity of action in the realization of a common purpose.

iii. Co-ordination is a continuous process: Co-ordination is not a one-time function but a continuous process. It begins at the planning stage and continue still controlling.

iv. Co-ordination is the responsibility of all managers: Co-ordination is the function of every manager in the organization.

v. Co-ordination is a deliberate function: A manager must co-ordinate the efforts of different people in a conscious and deliberate manner.