POM M6-Ktunotes - in
POM M6-Ktunotes - in
POM M6-Ktunotes - in
I N
NOT E
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E S . I N
NOT
Nature and Characteristics:
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1- Leadership is a personal quality.
2. It exists only with followers. If there are no followers, there is no
leadership.
3. It is the willingness of people to follow that makes person a leader.
4. Leadership is a process of influence. A leader must be able to influence
the behaviour, attitude and beliefs of his subordinates.
5. It exists only for the realization of common goals.
6. It involves readiness to accept complete responsibility in all situations.
7. Leadership is the function of stimulating the followers to strive willingly to
attain organisational objectives.
8. Leadership styles do change under different circumstances.
9. Leadership is neither bossism nor synonymous with management.
1. Setting Goals:
A leader is expected to perform creative function of laying out goals and policies to
persuade the subordinates to work with zeal and confidence.
2. Organizing:
The second function of a leader is to create and shape the organisation on scientific
lines by assigning roles appropriate to individual abilities with the view to make its
various components to operate sensitively towards the achievement of enterprise
goals.
3. Initiating Action:
The next function of a leader is to take the initiative in all matters of interest to the
group. He should not depend upon others for decision and judgement. He should float
new ideas and his decisions should reflect original thinking.
4. Co-Ordination:
E S . I N
A leader has to reconcile the interests of the individual members of the group with
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realizing the common objectives. NOT
that of the organisation. He has to ensure voluntary co-operation from the group in
A successful leader secures desired behaviour from his followers. It depends upon the
quality of leadership he is able to provide. A leader to be effective must possess
certain basic qualities. A number of authors have mentioned different qualities which
a person should possess to be a good leader.
1. Good personality.
2. Emotional stability.
3. Sound education and professional competence.
4. Initiatives and creative thinking.
5. Sense of purpose and responsibility.
6. Ability to guide and teach.
7. Good understanding and sound judgment.
8. Communicating skill.
9. Sociable.
10. Objective and flexible approach.
11. Honesty and integrity of character.
12. Self confidence, diligence and industry.
13. Courage to accept responsibility.
E S . I N
KTU NOT
Leadership Styles or Types of Leaders:
The term ‘leadership style, refers to the consistent behaviour pattern of a leader as
perceived by people around him. Every leader develops a pattern in the way he
handles his subordinates or followers in various situations. The leadership style is the
result of the philosophy, personality and experience of the leader. It also depends
upon the types of followers and the conditions prevailing in an organisation.
S .
3. Democratic or Participative Style Leader:
E I N
NOT
The democratic or participative style of leadership implies compromise between the
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two extremes of autocratic and laissez-fair style of leadership. Under this style, the
supervisor acts according to the mutual consent and the decisions reached after
consulting the subordinates. Subordinates are encouraged to make suggestions and
take initiative.
1. Formal Leader
2. Informal Leader
1. Formal Leader:
A formal leader is one who is formally appointed or elected to direct and control the
activities of the subordinates. He is a person created by the formal structure, enjoys
organisational authority and is accountable to those who have elected him in a formal
way. The formal leader has a two-fold responsibility. On the one hand, he has to
fulfill the demands of the organisation, while on the other he is also supposed to help,
. I N
guide and direct his subordinates in satisfying their needs and aspirations.
E S
2. Informal Leader:
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Informal leaders are not formally recognized. They derive authority from the people
who are under their influence. In any organisation we can always find some persons
who command respect and who are approached to help guide and protect the interest
of the people. They are known as informal leaders.
The informal leaders have only one task to perform, i.e., to help their followers in
achieving their individual and group goals. Informal leaders are created to satisfy
those needs which are not satisfied by the formal leaders. An organisation can make
effective use of informal leaders to strengthen the formal leadership.
Transactional Leadership
E S . N
this approach adheres to the status quo and employs a form of management that pays
I
close attention to how employees perform their tasks.
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Transformational Leadership NOT
Transformational leadership focuses on increasing employee motivation and
engagement and attempts to link employees’ sense of self with organizational values.
This leadership style emphasizes leading by example, so followers can identify with
the leader’s vision and values. A transformational approach focuses on individual
strengths and weaknesses of employees and on enhancing their capabilities and their
commitment to organizational goals, often by seeking their buy-in for decisions.
Meaning A leadership style that employs A leadership style in which the leader
rewards and punishments for employs charisma and enthusiasm to
motivating followers is inspire his followers is
Transactional Leadership. Transformational Leadership.
Concept Leader lays emphasis on his Leader lays emphasis on the values,
relation with followers. ideals, morals and needs of the
followers.
E S . I N
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Unafraid of colorful, new ideas– generating them or embracing them
Collaborative, open, expressive, and connected
Challenges
Disorganized, scattered, and erratic, especially on follow- through or solitary
tasks; annoyed by analysis
Motivated to avoid negativity, both external and internal (sensitivity to
criticism)
Overly expressive and even frantic under pressure
ENERGIZING leaders would increase effectiveness through being more objective, and
following through on tasks.
E S . I N
Reliable, steady, conscientious, precise, and consistent
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Fair-minded, practical, diligent, and thorough
Able to discern what systems and structures would meet others’ needs
Challenges
Overly cautious, hindering spontaneity or creativity at times
Wary of change or “rocking the boat,” even when it may be needed
Prone to avoid trouble, conflicts, self-expression, and exposure
HUMBLE leaders would increase their effectiveness by being decisive, showing a sense
of urgency, initiating change, and speaking up.
E S . I N
Blunt, insistent, demanding, and with an aversion to “soft” emotions
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Forceful, pushing others at the expanse of morale
Closed to feedback, but open to giving it
COMMANDING leaders would increase their effectiveness by focusing on patience and
empathy.
Early research on leadership was based on the psychological focus of the day, which
was of people having inherited characteristics or traits. The trait theory of leadership
focused on analyzing mental, physical and social characteristic in order to gain more
understanding of what is the characteristic or the combination of characteristics that
are common among leaders. There have been many different studies of leadership
traits and attention was put on discovering these traits, often by studying successful
leaders, but with the underlying assumption that if other people could also be found
with these traits, then they, too, could also become great leaders.
E S . I N
NOT
A lengthy list of traits has been made to describe an effective leader in terms of
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certain characteristics. Given below is a list of some traits/skills (non-
exhaustive) generally believed to be possessed by leaders. This list is non-exhaustive
as a large number of classifications exist for traits, for example Gordon Allport, an
American psychologist had identified almost 18,000 English personality-relevant
terms. A broad classification to six categories of traits is also done below:
Age
Height
Weight
Alertness
Energy
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Persistence
Ambitiousness
Achievement-orientated
Decisive
Persistent
Willingness to assume responsibility
Organized (administrative ability)
Social Characteristics of the Leader:
Supervisory Ability
Popularity
Prestige
Tact
Diplomacy
Adaptability
Cooperative
Dependable
Persuasive
Socially skilled
Emotional stability and composure
Good interpersonal skills
The trait theory is naturally pleasing theory and gives constructive information about
leadership. Lot of research has validated the foundation and basis of the theory and
it can be applied by people at all levels in all types of organizations. Managers can
utilize the information from the theory to evaluate their position in the organization
and to assess how their position can be made stronger in the organization. It serves as
a yardstick against which the leadership traits of an individual can be assessed and
individuals can get an in-depth understanding of their identity and the way they will
affect others in the organization. This theory makes the manager aware of their
strengths and weaknesses and thus they get an understanding of how they can
develop their leadership qualities. It gives a detailed knowledge and understanding of
the leader element in the leadership process.
Many arguments are made against the leadership theory of traits The greatest
argument is that if particular traits are key differentiator of leadership, then how do
we explain people who possess these qualities but are not leaders?
S . I N
Some findings point out to the fact that leaders are intelligent individuals. But they
E
NOT
do not provide any clue as to whether leaders are brighter than their followers or are
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as close to them in intelligence.
The followers have a significant effect on the job accomplished by the leader. Trait
theory completely ignores the followers and the situations that also help a leader to
be successful. To be more objective, traits of the person as well as demand of the
situation together determine the effectiveness of the leader.
Some of the personality traits are overlapping with each other. Therefore, you need
to be cautious in stating, personality or any other characteristic as a cause of
successful leadership.
Moreover the list of possible traits tends to be very long and personality traits
measurement weren't reliable across studies. More than 100 different traits of
successful leaders in various leadership positions have been identified. These
descriptions are simply generalities and there exists disagreement over which traits
are the most important for an effective leader. This theory does not offer
explanations between the relation of each characteristic and its impact on
leadership. Some of the traits may describe a successful leader but predicting
successful leaders on the basis of traits alone is not a correct approach.
The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a
scientist who studied the personality and characteristics of leaders.
The model states that there is no one best style of leadership. Instead, a leader's
effectiveness is based on the situation. This is the result of two factors – "leadership
style" and "situational favorableness" (later called "situational control").
Situational Favorableness
S . I N
and provide reward or punishment. The more power you have, the more favorable
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NOT
your situation. Fiedler identifies power as being either strong or weak.
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Identifying leadership style is the first step in using the model. Fiedler believed that
leadership style is fixed, and it can be measured using a scale he developed called
Least-Preferred Co-Worker (LPC) Scale
The scale asks you to think about the person who you've least enjoyed working with.
This can be a person who you've worked with in your job, or in education or training.
You then rate how you feel about this person for each factor, and add up your scores.
If your total score is high, you're likely to be a relationship-orientated leader. If your
total score is low, you're more likely to be task-orientated leader.
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1
E
2
S .3
I N4 5 6 7 8 Warm
Boring
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Backbiting
NOT
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
Interesting
Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
E S . I N
KTU NOT
Control can be defined as the process of analysing whether actions are being
taken as planned and taking corrective actions to make these to confirm to
planning.
S . I N
6. It is a Continuous Activity:Control is not a one-step process but a continuous
E
NOT
process. It involves constant revision and analysis of standards resulting from the
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deviations between actual and planned performance.
7. Delegation is the key to Control:An executive can take corrective action only
when he has been delegated necessary authority for it. A person has authority to
control these functions for which he is directly accountable. Moreover, control
becomes necessary when authority is delegated because the delegator remains
responsible for the duty. Control standards help a manger expand his span of
management.
8. Control Aims at Future:Control involves the comparison between actual and
standards. So corrective action is designed to improve performance in future.
9. Control is a Universal Function of Management:Control is a basic or primary
function of management. Every manager has to exercise control over the
subordinates’ performance, no manager can get things done without the process of
controlling. Once a plan becomes operational, follow-up action is required to measure
progress, to uncover deficiencies and to take corrective actions.
Therefore, control is an essential managerial function at every level. The process of
management is incomplete without controlling.
10. Controlling is Positive:The function of controlling is positive. It is to make things
happen i.e. to achieve the goal with instead constraints, or by means of the planned
activities. Controlling should never be viewed as being negative in character.
S . N
6. Future-oriented Controls:It stresses that controls should be forward looking.
I
Effective controls should be aimed at preventing present and future deviations from
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NOT
plans.
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7. Individuality of Controls:Control should be designed to meet the individual
requirements of managers in the organisation. Although some control techniques and
information can be utilised in the same form by various types of enterprises and
managers as a general rule controls should be tailored to meet the specific
requirements.
8. Strategic Point Control:Effective and efficient control requires that attention to
be given to those factors which are strategic to the appraisal of performance.
9. The Exception Principle:The exception principles whereby exceptions to the
standards are notified, should be adopted. Note must be taken of the varying nature
of exceptions, as “small” exceptions in certain areas may be of greater significance
than ‘larger’ exceptions elsewhere.
10. Principal of Review:The control system should be reviewed periodically. The
review exercise may take some or all the points emphasised in the above stated
principles. Besides, flexibility and economical nature or controls, should not be lost
sight of while reviewing controls.
1. To find out the progress of the work—the work already completed and the work in
progress.
2. To compare the actual performance of the work at different stages with the
particulars indicated in the plans and policies.
3. To ascertain the time within which the work is completed.
4. To verify quantity and testing quality of the products.
5. To know the delays or interruptions, if any, in the performance of work and trace
the cause of such delay or breakdown.
6. To see that causes of delay are eradicated and operations are suitably re-
scheduled.
7. To ensure that variations in the contents and methodology of work are remedied by
appropriate adjustments.
S . I N
8. To assess the cost of materials and labour used and ensure that direct costs and
E
KTU NOT
indirect costs do not exceed the budget provisions.
9. To pinpoint the responsibility on individuals at different levels for slackness,
indifference, or negligence, if any in the expected levels of performance.
10. To evaluate the value of the work performed and recognize the contributions of
the staff towards realisation of the goals of the enterprise.
11. To maintain discipline and morale in the organisation.
1. Control provides the basis for future action in the organisation. Control will reduce
the chances of mistakes being repeated in future by suggesting preventive methods.
2. Control facilities decision making in the organization. The process of control is
complete only when corrective measures are taken in the organization. This requires
taking a right decision as to what type of follow up action is to be taken while
controlling.
3. An effective system of control facilities decentralization of authority only when
corrective measures are taken. This requires taking a right decision as to what type of
follow up action is to be taken regarding control.
4. Control and planning go hand in hand in the organisation. Control is the only means
to ensure that the plans are being implemented in real sense and not some other else.
Control points out the shortcomings of not only planning but also other functions of
management such as organising, staffing and directing in the organisation.
5. The existence of a control system has a positive impact on the behavior of the
employees in the organisation. They are cautious when performing the duties in the
organization and they know that their supervisors in the organisation are observing
them.
E S . I N
NOT
6. Control helps in coordination of the activities of the various departments in the
organisation of the enterprise by providing them unity of direction.
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Limitations of Controlling:
A control system may be faced with the following limitations:
The control process involves carefully collecting information about a system, process,
person, or group of people in order to make necessary decisions about each. Managers
set up control systems that consist of four key steps:
S . N
3. Compare performance with the standards. This step compares actual
I
activities to performance standards. When managers read computer reports or
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NOT
walk through their plants, they identify whether actual performance meets,
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exceeds, or falls short of standards. Typically, performance reports simplify
such comparison by placing the performance standards for the reporting period
alongside the actual performance for the same period and by computing the
variance—that is, the difference between each actual amount and the
associated standard.
These steps must be repeated periodically until the organizational goal is achieved.
Proactivity can be defined as the monitoring of problems in a way that provides their
timely prevention, rather than after the fact reaction. In management, this is known
as feedforward control; it addresses what can we do ahead of time to help our plan
succeed. The essence of feedforward control is to see the problems coming in time to
do something about them. For instance, feedforward controls include preventive
maintenance on machinery and equipment and due diligence on investments.
Concurrent Controls
The process of monitoring and adjusting ongoing activities and processes is known
as concurrent control. Such controls are not necessarily proactive, but they can
S . N
prevent problems from becoming worse. For this reason, we often describe
I
concurrent control as real-time control because it deals with the present. An example
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NOT
of concurrent control might be adjusting the water temperature of the water while
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taking a shower.
Feedback Controls
Finally, feedback controls involve gathering information about a completed activity,
evaluating that information, and taking steps to improve the similar activities in the
future. This is the least proactive of controls and is generally a basis for reactions.
Feedback controls permit managers to use information on past performance to bring
future performance in line with planned objectives.
3 Corrective Corrective action taken after the Corrective action taken before the
action disturbance occurs on the output. actual disturbance occurs on the
output.
4 Block Diagram
E S . I N
5 Control KTU NOT
Variables are adjusted depending on Variables are adjusted based on prior
Variable errors. knowledge and predictions.
adjustment
In this latter sense, all these types of control function as a feedback mechanism to
help leaders and managers make adjustments in the strategy, as perhaps is reflected
by changes in the planning, organizing, and leading components.
Why might it be helpful for you to think of controls as part of a feedback loop in the
P-O-L-C process? Well, if you are the entrepreneur who is writing the business plan for
a completely new business, then you would likely start with the planning component
and work your way to controlling—that is, spell out how you are going to tell whether
the new venture is on track. However, more often, you will be stepping into an
organization that is already operating, and this means that a plan is already in place.
With the plan in place, it may be then up to you to figure out the organizing, leading,
or control challenges facing the organization.
3. Promptness:The control system should be prompt. That is, it should find out the
deviations quickly. This will help the management to correct the deviations
quickly.
S . I N
6. Economical:The control system should be economical. This means the cost of the
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NOT
control system should not be more than its benefits.
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7. Simplicity:The control system should not be complicated. It should be easy to
understand and simple to use.
8. Motivating:The control system should be motivating. That is, it should give more
importance to preventing the mistakes and less importance to punishing the
employees. So, it should encourage, not discourage the employees.
10. Proper Standards:The control system should have proper standards. The
standards should be very clear. They should be definite, verifiable, specific and
measurable. They should not be too high or too low.
There are generally four steps of modern system of budgetary control. These are
mentioned below :-
E S . I N
NOT
1) Budget Policy Guidelines :- In an organisation, line managers have to base their
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expectations on various assumptions in time of preparing budgets. These assumptions
are related to economy, political trends, government policies, competitors’ actions,
strengths of organisation, basic managerial policies etc. The top management should
prepare a common set of budget policy guidelines to be followed by all managers of
middle and lower level. Budget Policy Guidelines also lay down the fundamental
targets necessary for continuous progress of the business.
iv) Production cost budget :- In the production cost budget, the future
productions are expressed in terms of money. This budget estimates the total
amount of cost to be spent for producing the amount of goods estimated in
production budget. Production cost budget has three subsidiary budgets such as
(a) Direct materials,(b) Direct Labour, and (c) Production overheads.
v) Purchase budget :- Purchase budget is derived from the direct materials and
indirect material included by the overhead budget. This is a subsidiary budget,
S . I N
which gives the consumption of materials in the production process.
E
KTU NOT
vi) Cash budget :- After preparing all cost budgets, the cash budget is
prepared. Cash budget is the anticipated receipt and expenditure for a certain
period of time. Different sources of cash as well as various items of
expenditure are anticipated in cash budget.
iii) Operation of cost center :- By the budgetary control, various cost centers and
departments can operate with efficiency and economy.
vi) Control : Budgetary control can centralise the control system of an organisation.
E S . I N
NOT
vii) Correction : Different corrective measures can be adopted, which can minimise
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the deviations from the standards established earlier.
1. Variance Analysis
First of all, budgets of different departments are made with estimated figures. After
this, it is compared with actual accounting figures. In this technique, we find
variances. These variances may be favourable and unfavourable. For example, we
have recorded actual quantity and cost of our raw material, after this, it is compared
with budgeted value of raw material quantity and cost. Result of this will be material
cost variance. Like this, we will find the variance of labour cost and overhead cost.
This technique of budgetary control is helpful for reducing the cost of business.
2. Responsibility Accounting
3. Adjustment of Funds
In this technique of budgetary control, top management take the decision to adjust
fund from one project to other project. For example, when Govt. of India makes
budget for allocation of its total fund in different projects, at that time, it has to take
decision for adjustment of funds. For example, railway department needs money for
specific new project. If Govt. of India sees that project of IT has excess money, then
it can be utilized for railway budget. In adjustment of funds, we also use fund flow
analysis. We can also decrease misuse of funds by forecasting proper amount.
E S . I N
NOT
These days zero base budgeting is popular technique of budgetary control. In this
technique, every next year budget is made on nil base. It can only be possible, if your
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estimated income will be equal to the estimated expenses. At that time, difference
between estimated income and estimated expenses will be zero. If there is any
excess, it will be adjusted. For example, if your estimated revenue is more than
estimated expenses, you need to increase the amount or allocate in new estimated
expenses. With this, nothing will go to next year. With zero base budgeting
technique, you can control on every money which you have to spend. Its base will be
the current year income only.
The PPBS is a formal, systematic structure for making decisions on policy, strategy,
and the development of forces and capabilities to accomplish anticipated
missions. The PPBS is a cyclic process containing three distinct but interrelated
phases
PPBS are about how resources are going to be achieve the various objectives of the
organization for example, the care of the elderly, once the objectives have been
established programs are identified to meet those objectives and the cost/benefits of
alternative programs are assessed.
S . I N
As a matter of fact, budgets offer a number of advantages. They have potential
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NOT
drawbacks as well. Both are summarized below;
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Strengths Weaknesses
There are some other techniques of control, which are not based on budget; These
are called non-budgetary control techniques. Some non-budgetary control techniques
are discussed below –
i) Reports: Different special reports and records can be prepared by the experts for
controlling purpose. Such types of special reports contain much deeper information.
These are generally called investigative reports. These reports indicate the depth of
the problems and can suggest the way of solving the problem.
ii) Ratio analysis: - Ratio anaysis is the most important method of interpretation the
financial statement. A financial ratio implies a relationship between two variable of
financial statements of an organisation. Generally the variables for ratio analysis are
taken from both profit and loss account and balance sheet. Ratio may be expressed in
three ways, such as percentage (25%), a proportion (1:4) and a fraction (¼).
S . I N
this technique business can identify an appropriate number of units to be produced to
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NOT
generate maximum revenue to cover the Cost. By this technique a point is located
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where the total cost is equal to the total revenue. By the use of this technique
production and sales volume can be controled to avoid loss.
iv) PERT/CPM: - These are the network techniques used for controlling the action and
performance. The full meaning of PERT is Programme Evaluation and Review
Technique and the full meaning of CPM is Critical Path Method. Under the PERT/CPM
method a network diagram is prepared to display the sequence of activities necessary
for the completion of a project. So, PERT helps an organiser in planning the sched ule
of a project and to monitor and control the progress of this project. This method also
helps in identifying two possible obstacles and shifting the resources as necessary to
keep the project on schedule.
vii) Financial statement: - Profit and Loss account and balance sheet are the two
principle financial statements. These financial statements show the working as well as
finantial position of a business. There are various techniques of analyzing these
financial statements such as ratio analysis, comparative statement, break-even point,
trend analysis etc. which can be used as techniques of controlling the day-to-day
financial activities of an organisation.
E S . I N
NOT
ix) Management by Objectives: - It is also called Result Management. At first Peter
Drucker introduced the concept of Management by Objectives in the year 1954. Peter
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Drucker defines Management by objectives as a system for improving performance in
both the individual managers and the enterprise as a whole by setting the objectives
at the corporate, department and individual manager’s level. Under the process of
MBO, periodic review is made and employees are provided with adequate feedback on
the actual performance as compared to the planned performance. So, this method
can be used as a control technique.
Module VI
Leading & Controlling
Leadership
“According to Koontz and O'Donnell “Leadership is generally defined as influence, the art of process of
influencing people so that they will strive willingly towards the achievement of group goals”
Leadership Styles
1. Autocrat
2. Democratic Leader
3. Laissez fair or Free Rein Leader
4. Task or Production Oriented Leader
5. People Oriented Leader
6. Japanese Leadership styles
Autocrat :Self-centered& Work centered, Concentrates on Power & Authority, Stress more on
Punishment & Penalties, Negative Motivation oriented, Followers are afraid, Leads to frustration,
Dissatisfaction, Fear & Conflict
1. Benevolent Autocrat: An autocratic leader with some good qualities like, helping poor, Kindness in
mind, God fearing…etc...
2. Tough Autocrat: Autocratic leader with crooked mind & negative thinking
Laissez fair or Free Rein Leader :There are no Leaders at all, Group plays a dominant role, and Sets
own goals &solves its own problems. They motivate themselves, Members have a freedom to decide their
own goals, and No one is there to appreciate the members.
Task or Production Oriented Leader:Focus on Job to be done, Induce to concentrate on the Job,
Bother about Production, Productivity, andProduct.
People Oriented Leader :Stress more on reducing tension. Make Job pleasant & Happy. Leaders get
the support
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Managers Leaders
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
The scientific study of leadership began with a focus on the traits of effective leaders. The basic premise
behind trait theory was that effective leaders are born, not made, thus the name sometimes applied to
early versions of this idea, the "great man" theory.Early trait research did not consider the impact of
situational variables that might moderate the relationship between leader traits and measures of leader
effectiveness. As a result of the lack of consistent findings linking individual traits to leadership
effectiveness, empirical studies of leader traits were largely abandoned in the 1950s.
Behavioural Theories
Behavioural style determines leadership effectiveness. It assumes that there are 2 primary functions of
leadership: Orientation to task and Orientation to people. It also assumes there is one best way to approach
leadership: orientation to teamwork, democratic processes and production processes.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
“The theory holds that people become leaders not only because of the attributes of their personalities but also
because of various situational factors and the interactions between leaders and group members”.
1. Position Power: This is the degree to which the power of a position, as distinguished from other sources
of power.
2. Task Structure: If the tasks are clear (rather than vague and unstructured) , the quality of performance
can more easily controlled and group members can be held more definitely responsible for performance.
3. Leader – Member relations: The extent to which the group members like and trust a leader and are
willing to follow the leader.
Least Preferred Co-worker (LPC):A scale developed by American scientist Fred Fiedler to identify whether an
individual's leadership style is relationship-oriented or task-oriented.
Example
Think of all the different people with whom you have ever worked . . . in jobs, in social clubs, instudent projects,
or whatever. Next think of the one person with whom you could work leastwell, that is, the person with whom
you had the most difficulty getting a job done. This is theone person (a peer, boss, or subordinate) with whom
you would least want to work. Describethis person by circling numbers at the appropriate points on each of the
following pairs of bipolaradjectives. Work rapidly. There are no right or wrong answers.
Assumed Similarity between opposites (ASO):In assumed similarity, or the “like me” effect, the observer’s
perception of others is influenced more by the observer’s own characteristics than by those of the person
observed.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Results:
1. Highly rated Co-workers:Highly rated co-workers are getting major satisfaction from successful
interpersonal relationships
2. Low rated Co-workers:Low rated co-workers are getting satisfaction from task performance.
Task oriented leaders are effective when situation is highly favourable or highly unfavourable, because in a
highly favourable environment the leader need not listen to anybody but concentrate only on doing the tasks
perfectly. In an unfavourable condition task oriented leader may pressure subordinates to finish the tasks
perfectly by threatening them
Human relations oriented leaders are effective when situation is moderately favourable. They will have a good
relationship with employees and will never make a situation in which it is broken.
Transformational Leadership
A transformational leader is a person who stimulates and inspires (transform) followers to achieve
extraordinary outcomes. He pays attention to the concern anddevelopmental needs of individual followers; they
change followers’ awareness of issues by helping themto look at old problems in a new way; and they are able to
arouse, excite and inspire followers to put outextra effort to achieve group goals. Transformational leadership
theory is all about leadership that createspositive change in the followers whereby they take care of each other's
interests and act in the interests ofthe group as a whole. The concept of transformational leadership was
introduced by James Macgregor Burns in 1978.
Transformational leadership enhances the motivation, morale, and performance of followers through avariety of
mechanisms. These include connecting the follower's sense of identity and self to the project andthe collective
identity of the organization; being a role model for followers that inspires them and makesthem interested;
challenging followers to take greater ownership for their work, and understanding thestrengths and weaknesses
of followers, so the leader can align followers with tasks that enhance theirperformance.
1) Charisma or idealised influence: the degree to which the leader behaves in admirable ways anddisplays
convictions and takes stands that cause followers to identify with the leader who has a clear set ofvalues and
acts as a role model for the followers.
(2) Inspirational motivation: the degree to which the leader articulates a vision that is appeals to andinspires the
followers with optimism about future goals, and offers meaning for the current tasks in hand.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Limitations
1. The ambiguityunderlying its influences and processes.
2. The overemphasis of the theory on leadership processes at the dyadic level.
3. The theoretical rationale for differentiating among the behaviours is not clearly explained.
4. Omission of several transformational behaviour from the originaltransformational leadership theory
which empirical evidence has shown to be relevant
5. Insufficient specification of situational variables in Transformational leadership
6. The theory does not explicitly identify any situation where transformational leadership isdetrimental.
7. Like most leadership theories, transformational leadership theory assumes the heroic leadershipstereotype
Transactional Leadership
Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organization,
and group performance; transactional leadership is a style of leadership in which the leader promotes compliance
of his followers through both rewards and punishments. Unlike Transformational leadership, leaders using the
transactional approach are not looking to change the future; they are looking to merely keep things the same.
These leaders pay attention to followers' work in order to find faults and deviations. This type of leadership is
effective in crisis and emergency situations, as well as when projects need to be carried out in a specific fashion.
Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need
satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an
exchange model, with rewards being given for good work or positive outcomes. Transactional leaders are
effective in getting specific tasks completed by managing each portion individually. Transactional leaders are
concerned with processes rather than forward-thinking ideas. These types of leaders focus on contingent reward
(also known as contingent positive reinforcement) or contingent penalization (also known as contingent
negative reinforcement). Contingent rewards (such as praise) are given when the set goals are accomplished on-
time, ahead of time, or to keep subordinates working at a good pace at different times throughout completion.
Contingent punishments (such as suspensions) are given when performance quality or quantity falls below
production standards or goals and tasks are not met at all. Often, contingent punishments are handed down on
a management-by-exception basis, in which the exception is something going wrong.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
DiSC® is a personal assessment tool used to improve work productivity, teamwork, leadership and
communication. DiSC measures personality and behavioral style. It does not measure intelligence, aptitude,
mental health or values. DiSC profiles describe human behavior in various situations, for example how a
manger respond to challenges, how influence others, preferred pace and how respond to rules and procedures.
Dimensions of Leadership
The 8 Dimensions of Leadership is a tool by Jeffrey Sugerman, Mark Scullard and Emma Wilhelm (Berret-
Koehler, 2011), which helps us identify our primary leadership dimension and ways to become a multi-
dimensional leader.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
2. EnergizingLeader features
Goals: Popularity, approval, excitement
Influences others through: Charm, optimism, energy, personal connection
Judges others by: Openness, social skills, enthusiasm
Fears: Rejection, not being heard, not being liked
3. AffirmingLeader features
Goals: Friendship, acceptance, close relationships
Influences others through: Agreeableness, empathy, being patient
Judges others by: Ability to see good in others, warmth, approachability
Fears: Pressuring others, being disliked, facing aggression
4. InclusiveLeader features
Goals: Harmony, stability, acceptance
Influences others through: Accommodating others, consistent performance
Judges others by: Dependability, sincerity
Fears: Letting people down, rapid change
5. HumbleLeader features
Goals: Stability, reliable outcomes, calm environment
Influences others through: Practicality, diplomacy, self-control, humility
Judges others by: Precise standards, reliability, even temperament
Fears: Emotionally charged situations, ambiguity, time pressure, chaos
6. DeliberateLeader features
Goals: Accuracy, objective processes
Influences others through: Logic, exacting standards
Judges others by: Expertise, systematic processes
Fears: Being wrong, strong displays of emotion
7. ResoluteLeader features
Goals: Independence, personal accomplishment, efficient results
Influences others through: High standards, determination, strict standards
Judges others by: Competence, common sense, use of logic
Fears: Failure to achieve their standards, lack of control
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
CONTROL
The measurement and correction of performance in order to make sure those enterprise objectives and the plans
devised to attain them are being accomplished.
The first step in any control process logically would be the plan. But it may vary in detail and
complexity. So monitoring the same will be very difficult and hence special standards are established, they
are also known as performance criteria
E.g. Standard cost, time and quality.
2. Measurement of Performance:
Measurement of performance is not always easy. It should be done in a forward looking basis so that a
deviation may be detected in advance and avoided by proper actions before it occurs. If it is not possible a
deviation should be detected and reported as early as possible
E.g. No. of rejects per hour, cost per unit ...etc.
3. Correction of Deviations
When there is deviation or chance for deviation corrective measures should be applied. Correction of
deviations is the point at which control can be seen as part of the whole system of management and can be
related to other functions of management. Managers may correct deviations by redrawing their plans or by
modifying their goals.
E.g. Reassignment or clarification of duties, additional staffing, training & development...etc
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Many systems control themselves through information feedback, which shows deviations standards and
initiat“Management Control is usually perceived as a feedback system similar to the common house hold
thermostat”
Real-Time Information and control: It is the information about what is happening while it is happening.
The sooner managers know that activities for which they are responsible are not proceeding in accordance with
plan, the faster they can take actions to make corrections.
E.g. Airline ticket booking, Inventory control in a super market ...etc changes.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Managers need a system that will tell them potential problems, giving them time to take corrective action before
those problems occur.
Examples
3. Sales forecasts
5. Human system: A motorist going up a hill will keep the acceleration in such a way for a constant speed.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
1. Make a thorough and careful analysis of the planning and control system, and identify the more
important input variables
2. Develop a model of the system
3. Take care to keep the model up to date
4. Collect data on input variables regularly and put them in to the system
5. Regularly asses the variations of actual input data from planned-for inputs , and evaluate the
impact on the expected result.
6. Take action. Like any other technique of planning and control, all the system can do is indicate
problems, people must obviously take action to solve them
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Control Techniques
Budget as a control device
Limitations
1. Budget may be expensive and meaning less
2. Managers may give up a good idea due to budgetary control
1. Dividing enterprise programs into packages composed of goals, activities and needed resources and
calculating costs for each package from base zero.
2. The common tendency in budgeting of looking only at changes from a previous period has been avoided
here.
3. This technique has generally been applied to support areas like marketing research & development
etc…rather than production
4. The major advantage is that this method forces the manager to plan each program afresh
Gantt Charts :
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Milestone Budgeting:
Mile stone budgeting or mile post budgeting and PERT was devised from Gantt Chart. A milestone budgeting
break a project down in to controllable pieces and then carefully follows them.Mile stones are defined as
identifiable segments
A time event network analysis system in which the various events in a program or project are identified with a
planned time established for each.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Estimation of activity time: - For dealing with uncertainties associated with different activities PERT
approach computes expected time for each activity from the following three time estimates
Optimistic time (to):- It is the shortest possible time in which an activity can be completed if everything goes
exceptionally well
Most likely time (tm):- It is the time in which the activity is normally expected to complete under normal
contingencies
Pessimistic time (tp):- It is the time which an activity will take to complete in case of difficulty , i.e. if mostly
the things go wrong. It is the longest of all the three time estimates.
PERT – ADVANTAGES
PERT LIMITATIONS
Other techniques
1. Statistical Control Reports
2. Personal Observation
3. Cost Accounting and Cost Control
4. Break Even Analysis
5. Management Audit
6. Standard Costing
7. Management Information System
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Control devices have been developed for measuring the over all performance of an organization”
Reasons
1. Just as overall planning must apply to the enterprise, over all control also should be there to analyze the
achievements of organizational goals
2. Decentralization of authority creates semi-independent units, these must be subjected to overall control
in order to avoid confusions.
3. It permits the measurement of an integrated area.
• Profit & Loss statement shows all revenues and expenses for a given period.
• Profits are a definite standard against which to measure success
• It is summary of results of business operations
• Each part/division of the enterprise should contribute towards this
Limitations
1. Cost & Time required is very high
2. Duplication of records
3. Difficult to allocate many overhead costs
1. Return on Investment is the rate of return that a company or a division can earn on the capital
allocated to it
2. It shows the relative success of an organization
3. It recognizes the fundamental fact that capital is a critical factor in any enterprise
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
1. Bureaucratic control is characterized by the wide use of rules, regulations, policies, procedures
and formal authority
2. Clan control is based on norms, shared values, expected behavior, and other cultural variables
Preventive control
The principle of preventive control states that, the higher the quality of managers and their subordinates, the
less will be the need for direct controls.
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram
Prof. Baiju B.S., H.O.D., Dept. of Applied Sciences, MEA Engineering College, Perinthalmanna, Malappuram