Unit 5 (P 43): Quality Management:TQM (concept & techniques,

Total quality management : 

 TQM is an integrative philosophy of management for continuously improving the quality of products and processes. It is comprehensive approach to improving product quality and thereby customer satisfaction. It occurs when entire organization culture becomes focused on quality and customer satisfaction through an integrated system of management. The elements essential for TQM process to take are:

1. Customer oriented approach: It is important to focus on the customer, both internal and external i.e., the employees and the users of the end product. In TQM parlance, the customer is the next process and not just a person who pays for the product or service. This concept helps to strengthen the co-operation within the organization, eliminate internal competition and drives away fear.
2. Continuous process improvement: There is a beginning to the process of TQM, but there is no end. Checking, rechecking, valuation, revaluation, engineering and re-engineering are essential to ensure continuous improvement.
3. The use of team: Teamwork is also a key element of TQM. With the use of teams, the business will receive quicker and better solutions to problems. Teams also provide more permanent improvements in processes and operations. In teams, people feel more comfortable bringing up problems that may occur, and can get help from other workers to find a solution and put into place.
4. Employee involvement: People at all levels make up an organization and their full involvement in quality related issues and decision enables their abilities to be used for an institution's benefit. Quality circle is viewed as a major step to increase worker involvement and a very powerful method of employee empowerment.
5. Employee Training and Development: “Training is very important for employees to be highly productive. Supervisors are solely responsible for implementing TQM within their departments, and teaching their employees the philosophies of TQM. Training that employees require are interpersonal skills, the ability to function within teams, problem solving, decision making, job management performance analysis and improvement, business economics and technical skills. During the creation and formation of TQM, employees are trained so that they can become effective employees for the company.

Tools/ Techniques of TQM:

1. Bench marking: searching best practice among competitors that leads to their better performance.
2. Outsourcing: subcontracting some/ entire job to other organization to bring quality and benefit of specialization.
3. Speed: It involves not only doing job faster but also rethinking and redesigning the whole business cycle.
4. ISO 9000: internationally agreed series of standards which sets out the criteria for world class quality management.
5. Quality Circles: Quality circle is viewed as a major step to increase worker involvement and a very powerful method of employee empowerment.
6. Kaizen: focus on determining waste and to suggest ways to eliminate waste by self managed work teams.

Deming Management: 

Develop by W. Edward Deming, forwarded following idea for quality management. He emphasized the importance and scope of statistical quality control in the Japanese industry. Deming view for quality management:

1. To increase quality, organization needs to develop strategic plans.
2. Manger should realize that mistakes, defects, and poor-quality materials should not be acceptable.
3. First line manager should be allowed to spend more time working with employees
4. Management should create where employee report problem and recommendation.
5. Output should be not only defined in numbers, but also in quality.
6. Management should train employees to assure standard.
7. Management need to develop values and norms centered on improving quality.

Principles of Deming Management: By Robert Kreitner

1. Quality improvements drives the entire economy
2. The customer always comes first
3. Do not blame the person fix the system
4. Plan-do- check- act.( Deming’s PDCA cycle)

The philosophy of W. Edwards Deming has been summarized as follows:

• "Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs by reducing waste, rework, staff attrition and litigation while increasing customer loyalty. 
• The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces."
• In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison:
• When people and organizations focus primarily on quality, defined by the following ratio,
•  Quality tends to increase and costs fall over time.
• However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

14  techniques suggested by Deming to maintain total quality management.

1."Create constancy of purpose towards improvement". Replace short-term reaction with long-term planning. 

2."Adopt the new philosophy". The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so.

3."Cease dependence on inspection". If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 

4."Move towards a single supplier for any one item." Multiple suppliers mean variation between feed stocks. 

5."Improve constantly and forever". Constantly strive to reduce variation. 

6."Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation. 

7."Institute leadership". Deming makes a distinction between leadership and mere supervision. The latter is quota- and target-based. 

8."Drive out fear". Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organization’s best interests. 

9."Break down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs. 

10."Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 

11."Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods. 

12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction. 

13."Institute education and self-improvement". 

14."The transformation is everyone's job". 

Deming has been criticized for putting forward a set of goals without providing any tools for managers to use in order to reach those goals. His inevitable response to this question was: "You're the manager, you figure it out."

Emerging quality management issues and challenges:

1. Redesign organizational structure:
2. Workforce diversity
3. Innovation and change
4. Motivation of employees
5. Knowledge management
6. Technological development
7. Improving quality of service
8. Benchmarking
9. Assurance of TQM

Unit 5 (P 42): Quality Management: concept, principles, method

Quality: 

1. In manufacturing, a measure of excellence or a state of being free from defects, deficiencies, and significant variations, brought about by the strict and consistent adherence to measurable and verifiable standards to achieve uniformity of output that satisfies specific customer or user requirements is termed quality. 
2. Quality is the perception of excellence viewed by the customers to satisfy their needs.
3. It is sense of appreciation that a product or services is better than others.
4. Success of business depends on quality, and organization needs to maintain and upgrade its system and processes to meet the customer's needs. 

Dimension of Quality:

1. Performance: size, model, color, design, structure, and operating outcomes.
2. Features: quality, price, or any secondary extra characteristics.
3. Reliability: consistence performance of product, warranty and maintenance over a specified period.
4. Conformance: Matching customer standards with the design and characteristics of product.
5. Durability: useful life of product.
6. Serviceability: Repair and maintenance service availability.
7. Aesthetics: Subjective dimension; looks, taste, feel, sound, smell etc.
8. Perceived quality: how customer perceive, in accordance to market standing, brand name, reputation etc.

Factor affecting quality: The widely known factors associated with quality management are:

1. People: Quality of people 
2. Materials: Quality of raw materials
3. Equipments: Quality equipments, tools, and machine in the production process
4. Innovation and design: Quality in innovation and design to meet the changing needs of customers
5. Control system and standards: Quality in control system and standards should be designed and implemented.
6. Work methods and technology: Quality operating system with standard processes and system to convert resources into products or services.
7. Information: Quality information regarding customer expectations and the competitor’s quality standards.
8. Policy: Quality policy regarding quality to be achieved in product or service.

Quality Management:

1. It is the act of overseeing all activities and task needed to maintain a desired level of excellence. 
2. It is set of procedure, process and system that are followed to ensure that the foods and services produced by a team are fit for its ultimate purpose.
3. It starts with setting quality targets, in relation to needs of the customers.
4. Quality assurance, quality control and quality improvement is carried to measure and report the actual quality and expected quality of goods and services.

Principles of quality management:

1. Customer focus.
2. System and process focus.
3. Employee involvement.
4. Employee development.
5. Continuous improvement.
6. Team work.
7. Learning organization/ culture.
8. Multiple causation and solution.
9. Incorporation in strategic plan.
10. Relation with suppliers and other stake holders.

Quality control: is natural phenomenon in the process form input to output.  It implies:

1. Determining tolerances: the acceptable range within which deviations can occur
2. Conducting inspection.
3. Isolating acceptable units.
4. Finding causes of deviations.
5. Suggesting ways and means to improving quality.

Advantage of quality control:

1. Directly reduce waste.
2. To determine the defective outputs.
3. It measures not only final product, but also the inputs.
4. Increase quality control increases reliability (leads to higher prices) and increase productivity (leads to low cost of production). Ultimately leading to higher profit.

Methods of Quality control:

1. Inspection: Periodic checking and measuring before, during, and after the production processes. Aims to identify, separate defective work and prevent it in future. It focus on:
• Points of inspection
• Reduction of inspection costs.
• 100 % inspection
2. Statistical quality control: Is sampling and probability techniques (quantitative tool) to maintain quality standard of products and service.

Unit 5 (P 41)Control system: types, process, managing information for effective control

Types of control:

1. Pre –control system/ Feed forward controls: sometimes called preliminary or preventive controls, attempt to identify and prevent deviations in the standards before they occur. Per- control controls focus on human, material, and financial resources within the organization. These controls are evident in the selection and hiring of new employees. For example, organizations attempt to improve the likelihood that employees will perform up to standards by identifying the necessary job skills and by using tests and other screening devices to hire people with those skills.
2. Pre-control focuses on the regulation of inputs to ensure that they meet the standards necessary for the transformation process.
• Pre-control controls are desirable because they allow management to prevent problems rather than having to cure them later. Unfortunately, these controls require timely and accurate information that is often difficult to develop. Pre-control control also is sometimes called preliminary control, Feed forward, preventive control, or steering control.
3. Concurrent controls: monitor ongoing employee activity to ensure consistency with quality standards. These controls rely on performance standards, rules, and regulations for guiding employee tasks and behaviors. Their purpose is to ensure that work activities produce the desired results. As an example, many manufacturing operations include devices that measure whether the items being produced meet quality standards. Employees monitor the measurements; if they see that standards are not being met in some area, they make a correction themselves or let a manager know that a problem is occurring.
• Concurrent control takes place while an activity is in progress. It involves the regulation of ongoing activities that are part of transformation process to ensure that they conform to organizational standards. Concurrent control is designed to ensure that employee work activities produce the correct results.
• Since concurrent control involves regulating ongoing tasks, it requires a thorough understanding of the specific tasks involved and their relationship to the desired and product. Concurrent control sometimes is called screening or yes-no control, because it often involves checkpoints at which determinations are made about whether to continue progress, take corrective action, or stop work altogether on products or services.
4. Feedback controls:  Involve reviewing information to determine whether performance meets established standards. For example, suppose that an organization establishes a goal of increasing its profit by 12 percent next year. To ensure that this goal is reached, the organization must monitor its profit on a monthly basis. After three months, if profit has increased by 3 percent, management might assume that plans are going according to schedule.
• This type of control focuses on the outputs of the organization after transformation is complete. Sometimes called post action or output control, fulfils a number of important functions. For one thing, it often is used when Feed forward and concurrent controls are not feasible or are too costly.
• Sometimes, feedback is the only viable type of control available. Moreover, feedback has two advantages over Feed forward and concurrent control. First, feedback provides managers with meaningful information on how effective its planning effort was. If feedback indicates little variance between standard and actual performance, this is evidence that planning was generally on target.
• If the deviation is great, a manager can use this information when formulating new plans to make them more effective. Second, feedback control can enhance employees’ motivation. The major drawback of this type of control is that, the time the manager has the information and if there is significant problem the damage is already done. But for many activities, feedback control fulfils number of important functions.

The control process

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:

1. Establish standards to measure performance: - Standards are the plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judging the performance. Standards generally are classified into two-
• Measurable or tangible - Those standards which can be measured and expressed are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc.
• Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards.
• Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards. Managers define goals for organizational departments in specific, operational terms that include standards of performance to compare with organizational activities.
2. Measure actual performance: Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. 
• Most organizations prepare formal reports of performance measurements that manager’s review regularly. These measurements should be related to the standards set in the first step of the control process. For example, if sales growth is a target, the organization should have a means of gathering and reporting sales data.
3. Compare performance with the standards: This step compares actual activities to performance standards. When managers read computer reports or walk through their plants, they identify whether actual performance meets, exceed, or fall short of standards or deviated from standard. Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance. The managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored.
4. Take corrective actions: Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here-
• Taking corrective measures for deviations which have occurred; and
• After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. 

Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling.

When performance deviates from standards, managers must determine what changes, if any, are necessary and how to apply them. In the productivity and quality-centered environment, workers and managers are often empowered to evaluate their own work. After the evaluator determines the cause or causes of deviation, he or she can take the fourth step—corrective action. The most effective course may be prescribed by policies or may be best left up to employees' judgment and initiative.

These steps must be repeated periodically until the organizational goal is achieved

Managing control in organization:

• Initiate effective control: Determine the rational control system.
• Appropriate focus: focus should be Reward for efficiency
• Parity in authority and responsibility
• Participative management
• Proper coordination
• Effective communication

Managing Information for effective control:

1. MIS: Management information system is a network established within an organization to provide manager with information that will assist them in decision making. Management information systems are distinct from other information systems in that they are used to analyze operational activities in the organization. MIS is a type of link that assists in the communication between managers of various disciplines in a business firm or an organization. MIS focuses more on the information gathered and the information that has poured from different quarters. MIS focuses on operational efficiency. MIS is all about theory. Steps in MIS are:
• Assembly: searching and collecting raw data and putting them into file
• Processing: the act of editing and summarizing to data
• Analysis: Examining and scrutinizing the data into useful statistics such as percentage, ratio etc.
• Storage and retrieval: properly storing of information using proper file storage system for retrieval as needed.
• Evaluation: the evaluation of the data with the standard.
• Dissemination:  Providing the evaluated information as per the need at different level of the organization.
2. DSS: A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance. DSS focuses more on making effective decision or in other words helping the company to do the right thing. DSS is all about practice and analysis.
1. A Decision Support System (DSS), a collection of integrated software applications and hardware that form the backbone of an organization’s decision making process. Companies across all industries rely on decision support tools, techniques, and models to help them assess and resolve everyday business questions. The decision support system is data-driven, as the entire process feeds off of the collection and availability of data to analyze. Business Intelligence (BI) reporting tools, processes, and methodologies are key components to any decision support system and provide end users with rich reporting, monitoring, and data analysis. High-level Decision Support System Requirements:
• Data collection from multiple sources (sales data, inventory data, supplier data, market research data. etc.)
• Data formatting and collation.
• A suitable database location and format built for decision support -based reporting and analysis
• Robust tools and applications to report, monitor, and analyze the data
• Decision support systems have become critical and ubiquitous across all types of business. In today’s global marketplace, it is imperative that companies respond quickly to market changes. Companies with comprehensive decision support systems have a significant competitive advantage.

Unit 5 (P 40): Management control system: concept, element, nature, purpose, benefits

Concept

• Controlling function helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in desired manner.
• According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action. Thus, control comprises these three main activities.
• Control is checking current performance against pre-determined standards contained in the plans, with a view to ensure adequate progress and satisfactory performance.
• Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

Elements of effective control/requirements for effective control .They are as follows:

1. Suitability: Suitable according to need of the organization.
2. Simplicity: the control system should be simple to operate and understand.
3. Objectivity: Every control system should focus to the objectives and goals of the organizations
4. Economical: the system must be in the financial capabilities of the organization
5. Comprehensive: It must cover all the functional areas of the organization.
6. Capable to communicate: the system should provide regular information and feedback to the management.
7. Suggestive: It must be able to suggest in cases of deviations.
8. Flexibility: It must be able to adjust with the dynamic circumstance to the internal and external environment.
9. Responsibility- based: the system must be responsible to full its duties in stipulated time and accuracy.
10. Strategic: the system must be clear on strategies on how to determine the error, how to measure and how to give feedback.
11. Forward looking: The effective control system should focus on future by quickly identifying the problem.

The four basic elements in a control system  

1. The characteristic or condition to be controlled: The first element is the characteristic or condition of the operating system which is to be measured. We select a specific characteristic because a correlation exists between it and how the system is performing. The characteristic may be the output of the system during any stage of processing or it may be a condition that has resulted from the output of the system.
2. The sensor:  Is a means for measuring the characteristic or condition. The control subsystem must be designed to include a sensory device or method of measurement. In a quality-control system this measurement might be performed by a visual inspection of the product.
3. The comparator: determines the need for correction by comparing what is occurring with what has been planned. Some deviation from plan is usual and expected, but when variations are beyond those considered acceptable, corrective action is required. It is often possible to identify trends in performance and to take action before an unacceptable variation from the norm occurs. This sort of preventative action indicates that good control is being achieved. 
4. The activator: The corrective action taken to return the system to expected output. The actual person, device, or method used to direct corrective inputs into the operating system may take a variety of forms.

As long as a plan is performed within allowable limits, corrective action is not necessary, but this seldom occurs in practice, however. Information is the medium of control, because the flow of sensory data and later the flow of corrective information allow a characteristic or condition of the system to be controlled. 

Nature / characteristics of control

1. Control is a continuous process
2. Control is a management process
3. Control is embedded in each level of organizational hierarchy( pervasive)
4. Control is forward looking
5. Control is closely linked with planning
6. Control is a tool for achieving organizational activities
7. control is an end process

Purpose of control:

The six major purposes of controls are as follows:

1. Controls make plans effective. Managers need to measure progress, offer feedback, and direct their teams if they want to succeed.
2. Controls make sure that organizational activities are consistent. Policies and procedures help ensure that efforts are integrated.
3. Controls make organizations effective. Organizations need controls in place if they want to achieve and accomplish their objectives.
4. Controls make organizations efficient. Efficiency probably depends more on controls than any other management function.
5. Controls provide feedback on project status. Not only do they measure progress, but controls also provide feedback to participants as well. Feedback influences behavior and is an essential ingredient in the control process.
6. Controls aid in decision making. The ultimate purpose of controls is to help managers make better decisions. Controls make managers aware of problems and give them information that is necessary for decision making.

Benefits of control:

1. Improving the quality of goods and services.
2. Standardizing process
3. Efficiently utilizing organizational resources
4. Improving employee accountability

Unit 4 (P 39) Interpersonal and organizational communication: flows, types, barriers, enhancing communication

Types of communication

1. Formal Communication: Communication through officially designated channels of message flow between organization positions. Usually found in organizational charts, policy manuals, or hierarchical structures.
• Downward communication: Communication that flows from upper to lower (such as manager to employer or superior to subordinate).Types of messages: job instructions, job rationales, procedures and practices information, feedback, and indoctrination. Pro- efficient (fast) Con- managerial control
• Upward Communication: Transmission of messages from lower to higher levels of the organization (such as communication initiated by subordinates with their superiors).Types of messages: performance on the job, job related problems, fellow employees and their problems, subordinates perceptions of org policies and practices, tasks and procedures. Pro: promotes morale among all employees Con: not enough superiors encourage subordinate
• Sideward Communication: Flow of messages across functional areas at a given level of an organization (this permits people at the same level to communicate directly).Type of messages: facilitates problem solving, info sharing across different work groups, task coordination between departments and project teams. Pro: Effective Con: Not efficient (time consuming)
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2. Informal Communication: Episodes of interaction that do not reflect officially designated channels of communication. The ‘grapevine’ emerges from social and personal interests of the employees rather than formal requirements of the organization. Informal communications is inherent and even a necessary aspect of organization life. Pro: Creates a relaxed, comfortable climate Con: Should not become a substitute for an ineffective, formal system.
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3. Interpersonal communication: Another facet of communication in the organization is the process of face-to-face or interpersonal communication, between individuals. Such communication may take several forms. Messages may be verbal (that is, expressed in words), or they may not involve words at all but consist of gestures, facial expressions, and certain postures ("body language"). 

• Oral communication: It is process of face to face conversations, group decisions, telephone call etc.  There is immediate feedback and take little time to complete the process. It is mostly used effective form of interpersonal communication.
• Written communication: This form of communication uses formal written materials to communicate. This type of message can be recorded for verification and evidence. It is more time and resource consuming.
• Nonverbal Communication: Nonverbal communication is usually understood as the process of communication through sending and receiving wordless (mostly visual) messages between people. Messages can be communicated through gestures and touch, by body language or posture, by facial expression and eye contact. Nonverbal messages could also be communicated through material exponential; meaning, objects or artifacts (such as clothing, hairstyles or architecture). Speech contains nonverbal elements known as paralanguage, including voice quality, rate, pitch, volume, and speaking style, as well prosodic features such as rhythm, intonation, and stress. Likewise, written texts have nonverbal elements such as handwriting style, spatial arrangement of words, or the physical layout of a page. Nonverbal messages may even stem from silence.

There are many different types of nonverbal communication

1. Facial expressions: The human face is extremely expressive, able to express countless emotions without saying a word. And unlike some forms of nonverbal communication, facial expressions are universal. The facial expressions for happiness, sadness, anger, surprise, fear, and disgust are the same across cultures.
2. Body movements and posture: Consider how your perceptions of people are affected by the way they sit, walk, stand up, or hold their head. The way you move and carry yourself communicates a wealth of information to the world. This type of nonverbal communication includes your posture, bearing, stance, and subtle movements.
3. Gestures: Gestures are woven into the fabric of our daily lives. We wave, point, beckon, and use our hands when we’re arguing or speaking animatedly—expressing ourselves with gestures often without thinking. However, the meaning of gestures can be very different across cultures and regions, so it’s important to be careful to avoid misinterpretation.
4. Eye contact: Since the visual sense is dominant for most people, eye contact is an especially important type of nonverbal communication. The way you look at someone can communicate many things, including interest, affection, hostility, or attraction. Eye contact is also important in maintaining the flow of conversation and for gauging the other person’s response.
5. Touch: We communicate a great deal through touch. Think about the messages given by the following: a firm handshake, a timid tap on the shoulder, a warm bear hug, a reassuring pat on the back, a patronizing pat on the head, or a controlling grip on your arm.
6. Space: Have you ever felt uncomfortable during a conversation because the other person was standing too close and invading your space? We all have a need for physical space, although that need differs depending on the culture, the situation, and the closeness of the relationship. You can use physical space to communicate many different nonverbal messages, including signals of intimacy, aggression, dominance, or affection.
7. Voice: It’s not just what you say, it’s how you say it. When we speak, other people “read” our voices in addition to listening to our words. Things they pay attention to include your timing and pace, how loud you speak, your tone and inflection, and sound that convey understanding, such as “ahh” and “uh-huh.” Think about how tone of voice, for example, can indicate sarcasm, anger, affection, or confidence.

Process of Communication

1. Sender: Communicator who has some ideas, opinions, information to transmit.
2. Encoding: the translation of information through language, sins, picture, or symbols.
3. Message: the encoded idea or information.
4. Medium: It is the pathway for transmission of message i.e. Face to face, telephone, mails, letters, etc.
5. Receiver: Person receiving the message.
6. Decoding: the understanding of the message
7. Feedback: the response of the receiver after receiving and understanding the message.
8. Noise: the disturbance that occurs during the transmission of the message.

Barriers to communication

1. Organizational Barriers:
• Organizational policy
• Organizational Rules and Regulations
• Lengthy Scalar Chain
• One-way communication System
• Lack of Confidence in Subordinate
2. Physical Barriers:
• Physical distance
• Hierarchy structure
• Office design
• Noise
3. Psychological Barriers: lack of interest of the receiver ( psychological factors)
• Distrust of communicator
• Superiority complex
• Individual perception
• Premature Evaluation
• No attention
4. Semantic Barriers: Due to word used for communication.
• Harsh language
• Vague Language
• Misleading Translation
• Technical language
5. Technological Barriers: Due to the use of inefficient techniques.
• Mechanical Barriers
• Loss of transmission
• Information overload
• Insufficient period allowed

Enhancing Effective communication/ Techniques of improving communication

1. Active listening:
2. Utilizing feedback:
3. Regulating information flow:
4. Two- way communication:
5. Simplifying language:
6. Avoid information overload:
7. Create an environment of trust and confidence:
8. Reduce psychological barriers:

Unit 4 (P 38) Interpersonal and organizational communication: Concept, purpose, network,

Concept

• Communication is the activity of conveying information. Communication has been derived from the Latin word "communis", meaning to share.
• Communication is the exchange and flow of information and ideas from one person to another; it involves a sender transmitting an idea, information, or feeling to a receiver.
• Communication is the process in which two or more parties exchange information and share meaning.
• The five vital components of communication are: sender of message, the message itself, receiver of the message, transmission channel, and reception of the message.
• Communication process requires a vast repertoire of skills in intrapersonal and interpersonal processing, listening, observing, speaking, questioning, analyzing, and evaluating.
• “Communication is the process by which  a person, group, or organization (the sender) transmits information (the message) to another person, group, or organization (the receiver)” (in an understandable way and followed by feedback)  (Greenberg and Baron)
• “Communication is both the transference and understanding of meaning.”  (Robbins)
• Research indicates that: Poor communication is probably the most frequently cited source of interpersonal conflict.
• Individual spend 70 percent of their waking hours communicating.
• One of the most inhibiting forces to successful group performance is a lack of effective communication.

Nature /characteristics of communication

1. Minimum two persons: At least two person is required to make communication complete.
2. Two way process: It is a process of sender sending the message and receiver sending feedback.
3. Pervasive function: It is used in all level in organization.
4. Complete and rational process: It helps us to understand what the sender means and what receiver wants to say to the sender.
5. Continuous function: It is carried as long as the organization exists.
6. Oral or written: it may in form of oral or written
7. Formal or informal: it can be formal (based on organization structure)  or informal (based on relationship)
8. Basis of action and coordination: it serves as basis for letting the actions or strategy clear to the employee and maintains coordination between strategies or actions.

Purpose/ Importance of communication:

1. Communication promotes motivation: by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark.
2. Communication is a source of information:  to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions.
3. Communication also plays a crucial role in altering individual’s attitudes: , i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in determining employee’s attitudes.
4. Communication also helps in socializing:  In today’s life the only presence of another individual fosters communication. It is also said that one cannot survive without communication.
5. Communication also assists in controlling process:  It helps controlling organizational member’s behavior in various ways.
6. Provide feedback to management: Providing regular, on-going opportunities for employees to provide feedback to management.

Forms/ structure/ network of organizational communication

1. Wheel network: All communication passes through one central person- a manager or a group leader. The middle person plays an important role in gathering and sending information from and to all the members. The members formally do not communicate with each other. It is a form of centralized communication structure. 
2. Chain network: This communication structure follows the formal organization structure and the chain of command. Vertical hierarchy where communication takes place upward and downward the structure. If a person is missing in the communication the whole communication is failed.
3. Circle network: In this structure the members communicates with the other person next to him or her, not with anyone else. Often found in task force or committees
4. All channel networks: this communication permits all the group members to actively communicate with each other. Usually found in informal groups, but can also be used in brain storming or nominal group technique where alternative have to be made.

Short question

Short questions. (Any 10) (10*2=20)
1) What is Organization?
2) What is Management?
3) What is process of management?
4) Who is a manager?
5) What are different levels of manager or management?
6) What are roles of manger?
7) What are different skills required by manger?
8) What is scientific management?
9) What is administrative management?
10) What are different levels of needs stated by Abraham Maslow?
11) What is motivational factor of Herzberg's motivation-hygiene theory?
12) What is Hygiene factor of Herzberg's motivation-hygiene theory?
13) What is system perspective?
14) Mention important element in a system.
15) What is contingency perspective?
16) What is integrating perspectives?
17) What is environment?
18) What are forces of external environment?
19) What are forces of internal environment?
20) What is ethics?
21) What is social Responsibility?
22) What is planning?
23) State steps in planning process.
24) Name different methods of planning.
25) What is Management by objectives?
26) What is Tactical plan?
27) What is operational plan?
28) What is standing plan?
29) What is strategic planning?
30) What is goal?
31) Name different organizational goals?
32) What is decision making?
33) State decision making process.
34) What is SWOT analysis?
35) What are different types of decision?
36) Explain nominal group technique in decision making?
37) What is brain storming?
38) State styles in consultative decision making?
39) How manager makes decision in autocratic decision making style?
40) What are the conditions in which manager makes decisions?
41) What is organizing?
42) Briefly explain any three principles in organizing?
43) Name different approaches to organizing?
44) What is job design?
45) What is job enrichment?
46) What is job enlargement?
47) What is departmentalization?
48) State number of ways in which departmentalization can be done?
49) What is line organization?
50) What is committee organization?
51) What is functional organization?
52) What is matrix organization?
53) What are different situation influencing organizational design?
54) What is informal organization?
55) What is authority and mention its types?
56) What is power and mention different sources of power?
57) What is responsibility?
58) What is delegation of authority?
59) What is decentralization of authority?
60) Define boundary-less organization?
61) What is staffing?
62) State any three components of staffing?
63) Under human resource management system, mention any four processes.
64) Define leadership?
65) Define autocratic leadership.
66) Define democratic leadership.
67) Define Paternalistic leadership.
68) Define Laissez-fair leadership.
69) What are three important elements of Fiedler's contingency Theory?
70) What are two contingency variables of Robert House's path-goal theory?
71) Who is task oriented leader?
72) Who is "people oriented" leader?
73) Who is directive leader?
74) Who is supportive leader?
75) Define team management, in Managerial Grid.
76) Define country club management in Managerial Grid.
77) Define impoverished management in Managerial Grid.
78) State the five stages in work group development.
79) Define the storming stage of work group development.
80) What are two types of formal groups?
81) What is friendship group?
82) What is a team?
83) State three difference between work group and teams.
84) What is a self-managed team?
85) Define virtual team.
86) Describe organizational conflict?
87) What is intra group conflict?
88) What is inter- group conflict?
89) What is inter- personal conflict?
90) What are major sources of conflict?
91) How can conflict be stimulated?
92) How can conflict be prevented?
93) How can conflict be resolved?
94) Describe collaborative approach to conflict resolution?
95) Describe competitive approach to conflict resolution?
96) Describe compromising approach to conflict resolution?
97) Describe the accommodating approach to conflict resolution?
98) What is organizational communication?
99) Explain wheel network of organizational communication?
100) Explain the all channel network of organizational communication?
101) What are the major barriers to organizational communication?
102) Describe non-verbal communication.
103) How can we enhance effective communication in organization?
104) Define motivation.
105) Sate any two techniques for improving employee motivation.
106) What is intrinsic reward?
107) What is extrinsic reward?
108) Define quality of work life.
109) Define controlling.
110) State any three elements of controlling.
111) What is pre-control?
112) What is concurrent control?
113) What is post control?
114) What is MIS?
115) What is DDS?
116) What is quality?
117) State major factor affecting quality.
118) State any three principles of quality management.
119) What is TQM?
120) State different techniques in TQM.
121) What is benchmarking?
122) What is outsourcing?
123) State principles of Deming Management.
124) What is organizational change?
125) What are the forces of change?
126) What is planned change?
127) State some reasons for planned change?
128) What are the targets of organizational change?
129) State individual resistance to change.
130) State organizational resistance to change.
131) State three ways to overcome resistance to change.
132) What is organizational development?
133) Describe appreciative inquiry in organizational development technique.