Communicating, Leading and Controlling Flashcards
a process of sharing
information through symbols, including words and message.
COMMUNICATION
In management, must be made for a purpose and because it has a cost
attached to it, it must be used effectively
COMMUNICATION
used for decision-making at
various work levels in the organization
Information Function
used as a means to motivate employees to commit
themselves to the organization’s objectives
Motivation Function
When properly communicated, reports, policies, and plans define roles, clarify duties,
authorities and responsibilities can be given. Effective control is, then, facilitated
Control Function
When feelings are repressed in the organization, employee are affected by anxiety,
which, in turn, affects performance.
Emotive Function
Flow chart on Communication Process
-Sender
-develops ideas
-encodes
-(then transmits message to)
- Receiver
- who receives message
-decodes
-accepts or rejects ——– then Provide feed back to
1st and most important step in effective communication. It is
important that the idea to be conveyed must be useful or of some value
developing an idea
2nd or next step of developing and idea. encode the idea into words, illustrations, figures, or other sysmbols
suitable for transmission.
ENCODE
3rd step or next step after encoding. Message is now ready for transmission through the use of an
appropriate communication channel. Among the various channels used include the spoken
word, body movements, the written word, television, telephone, radio, an artist’s paint,
electronic mail.
Transmit
4th or next step in the communication process is the actual receiving of the message by the
intended receiver.
RECEIVER
5th or It means translating the message from the sender into a form that will have meaning to
the recipient.
Decode
6th or next step is for the receiver to accept or reject the message. Sometimes,
acceptance or rejection is partial
Accept
7th next step is for the receiver to use the information.
Use
8th or last step in the communication process is for the receiver to provide
feedback to the sender.
FEEDBACK
FORMS OF COMMUNICATION
❑Verbal
❑ Nonverbal
communications are those transmitted through hearing or sight. These
modes of transmission categorizes verbal communication into two classes
Verbal Communication
- Oral
- Written
mostly involves hearing the words of the sender, although
sometimes, opportunities are provided for seeing the sender’s body movements,
facial expression, gestures, and eye contact. Sometimes, feeling, smelling, tasting,
and touching are involved.
Oral communication
alternative to oral communication. Where the
sender seeks to communicate through the written word.
written communication
means of conveying message through body
language, as well as the use of time, space, touch, clothing, appearance, and
aesthetic elements.
Nonverbal communication
convey many shades of meaning and it is to the
advantage of the communicator to understand what message are relayed.
Nonverbal expressions
3 BARRIERS TO COMMUNICATION
- personal Barriers
- Physical Barriers
- Sematic barriers
hindrances to effective communication arising from a communicator’s
characteristics as person, such as emotions, values etc.
Personal Barriers
interferences to effective communication occurring in the
environment where the communication is a undertake
Physical Barriers
the study of meaning as expressed, in symbols. “ Words, pictures, or
actions are symbols that suggest certain meanings
Semantic Barriers
the study of meaning as expressed, in symbols. “ Words, pictures, or
actions are symbols that suggest certain meanings
Semantic Barriers
interference with the reception of a message
that occurs when the message is misunderstood
Semantic Barriers
TECHNIQUES FOR COMMUNICATING IN
ORGANIZATIONS
Downward, upward, or horizontal (communication)
refers to message flows from higher levels of authority to lower levels.
Downward Communication
letters, meetings, telephones,
manuals, handbooks, and newsletters.
techniques used in downward communication
appropriate when directives are complex and precise actions are required
Letters
useful sources of information regarding company policy, procedures, and organization.
Manuals
provide more specific information about the duties and priveleges of the individual worker
Handbooks
provide a mixture of personal, social, and work-related information
Newsletters
There is a need for management to provide employees with all the necessary material and
non-material support it can give. messages from persons in lower-level positions to persons
in higher positions.
Upward Communication
formal grievance
procedures, employee attitude and opinion surveys, suggestion systems, open-door
policy, informal gripe sessions, task forces, and exit interviews
techniques used in upward communication
refers to messages sent to individuals or groups
from another of the same organizational level or position
Horizontal communication
techniques appropriate for horizontal communication
memos,
meetings, telephones, picnics, dinners, and other social affairs.
defined by Boone and Kurtz as “an
organized method of providing past, present, and projected information on
internal operations and external intelligence for use in decision making.”
Management Information System (MIS)
currently used by corporate firms consists of “written and electronically based
systems for sending reports, memos, bulletins, and the like.” The system allows managers of
the different departments within the firm to communicate with each other.
MIS - Manufacturing, finance, Engineering, Marketing, Personnel, Research and Development.
management function which “involves
influencing others to engage in the work behaviors necessary
to reach organizational goals.”
“Leading’ - function
Leadership - Process
refers to
the ability of a leader to exert force on another.
Power
4 Bases of Power
- legitimate power
- reward power
- coercive power
- referent power
- expert power
A person who occupies a higher position
Legitimate Power
person has the ability to give rewards to anybody who follows
orders or requests, he is said to have reward power
Reward Power
refer to money or other tangible benefits like cars,
house and lot, etc
Material rewards
consist of recognition, praises, etc
Psychic rewards
When a person compels another to comply with orders
through threats or punishment, he is said to possess
coercive power.
Coercive Power
When a person can get compliance from another because
the latter would want to be identified with the former, that
person is said to have referent power.
Referent Power
Experts provide specialized information regarding their specific lines of
expertise.
Expert Power
“the process of influencing and
supporting others to work enthusiastically toward achieving objectives
THE NATURE OF LEADERSHIP
Traits of Effective Leaders
- a high level of personal drive
- the desire to lead
- personal integrity
- self-confidence
- analytical ability or judgment
- knowledge of the company, industry or technology
- charisma
- creativity
- flexibility
Persons with drive are those identified as willing to accept
responsibility, possess vigor, initiative, persistence, and health
PERSONAL DRIVE
very important leadership trait because of the possibility of failure in
every attempt to achieve certain goals.
Drive
3 LEADERSHIP SKILLS
- technical skills
- human skills, and
- conceptual skills.
is the
specialized knowledge needed to perform a job.
Technical skill
These skills refer to the ability of a leader to deal with people,
both inside and outside the organization
HUMAN SKILLS
These skills refer to the ability to think in abstract
terms, to see how parts fit together to form the
whole.
CONCEPTUAL SKILLS
Leaders who make decisions themselves, without
consulting subordinates are called autocratic leaders.
AUTOCRATIC LEADERS
When a leader openly invites his subordinates to
participate or share in decisions, policy-making and
operation methods, he is said to be a participative
leader.
PARTICIPATIVE LEADERS
Leaders who set objectives and allow employees or subordinates
relative freedom to do whatever it takes to accomplish these
objectives, are called free-rein leaders.
FREE-REIN LEADERS
LEADERS ORIENTATION
TOWARD TASKS AND PEOPLE
(1) employee oriented
(2) task oriented
CONTINGENCY APPROACHES
- Fiedler’s Contingency Model
- Hersey and Blanchard’s Situational Leadership
- Path-Goal Model of Leadership
- Vroom’s Decision Making Model
one that prescribes the proper leadership style for
various situations, focusing on the appropriate degrees of delegation of decision
making authority
VROOM’S DECISION-MAKING MODEL
TYPES OF CONTROL
- Feedforward control
- Concurrent control
- Feedback control
When a management anticipates problems and prevents their occurrence.
* Provides the assurance that the required human and nonhuman resource
are in place before operations begin.
FEED FORWARD CONTROL
When an activity to detect variance are made on an ongoing operation.
CONCURRENT CONTROL
When information is gathered about a completed activity, and in order that
evaluation and steps for improvement are derived.
FEEDBACK CONTROL
COMPONENTS OF ORGANIZATIONAL
CONTROL SYSTEMS
- Strategic plan
- The long-range financial plan
- The operating budget
- Performance appraisals
- Statistical reports
- Policies and Procedures
FINANCIAL ANALYSIS
Balance sheet – contains information about the company’s assets, liabilities, and
capital accounts.
Income statement – contains information about the company’s gross income,
expenses, and profits.
FINANCIAL RATIO ANALYSIS
A more elaborate approach used in controlling activities.
1. Liquidity
2. Efficiency
3. Financial leverage
4. Profitability
current assets over current reliabilities
Current ratio
measure of ability to pay short term obligations current assets- inventories over current reliabilities
Acid test ratio
measure of ability to pay short term obligations current assets- inventories over current reliabilities
Acid test ratio
Efficiency ratio
-Inventory turnover ratio
-Fixed asset turnover
Financial leverage ratio
-Debt to total assets ratio
-Times interest earned ratio
Profitability ratios
Profit margin ratio
-Return on asset ratio
-Return on equity ratio
