1)Define management.

Explain the functional areas of

management.
Management is defined as the process consisting of planning,
organizing, actuating and controlling performed to determine
and accomplish the use of people and resources.
2) Explain the Henri Fayol’s administrative management.

1. Division of Work
In practice, employees are specialized in different areas and
they have different skills. Different levels of expertise can be
distinguished within the knowledge areas (from generalist to
specialist). Personal and professional developments support
this. According to Henri Fayol specialization promotes efficiency
of the workforce and increases productivity. In addition, the
specialization of the workforce increases their accuracy and
speed. This management principle of the 14 principles of
management is applicable to both technical and managerial
activities.

2. Authority and Responsibility

In order to get things done in an organization, management has

the authority to give orders to the employees. Of course with
this authority comes responsibility. According to Henri Fayol,
the accompanying power or authority gives the management
the right to give orders to the subordinates. The responsibility
can be traced back from performance and it is therefore
necessary to make agreements about this. In other words,
authority and responsibility go together and they are two sides
of the same coin.

3. Discipline

This third principle of the 14 principles of management is about

obedience. It is often a part of the core values of a mission and
vision in the form of good conduct and respectful interactions.
This management principle is essential and is seen as the oil to
make the engine of an organization run smoothly.

4. Unity of Command

The management principle ‘Unity of command’ means that an

individual employee should receive orders from one manager
and that the employee is answerable to that manager. If tasks
and related responsibilities are given to the employee by more
than one manager, this may lead to confusion which may lead
to possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.

5. Unity of Direction
This management principle of the 14 principles of management
is all about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities
must be carried out by one group that forms a team. These
activities must be described in a plan of action. The manager is
ultimately responsible for this plan and he monitors the
progress of the defined and planned activities. Focus areas are
the efforts made by the employees and coordination.
6. Subordination of Individual Interest

There are always all kinds of interests in an organization. In

order to have an organization function well, Henri Fayol
indicated that personal interests are subordinate to the
interests of the organization (ethics). The primary focus is on
the organizational objectives and not on those of the individual.
This applies to all levels of the entire organization, including the
managers.

7. Remuneration

Motivation and productivity are close to one another as far as

the smooth running of an organization is concerned. This
management principle of the 14 principles of management
argues that the remuneration should be sufficient to keep
employees motivated and productive. There are two types of
remuneration namely non-monetary (a compliment, more
responsibilities, credits) and monetary (compensation, bonus or
other financial compensation). Ultimately, it is about rewarding
the efforts that have been made.
8. The Degree of Centralization
Management and authority for decision-making process must
be properly balanced in an organization. This depends on the
volume and size of an organization including its hierarchy.
Centralization implies the concentration of decision making
authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels
(middle and lower management), is referred to as
decentralization by Henri Fayol. Henri Fayol indicated that an
organization should strive for a good balance in this.

9. Scalar Chain

Hierarchy presents itself in any given organization. This varies

from senior management (executive board) to the lowest levels
in the organization. Henri Fayol ’s “hierarchy” management
principle states that there should be a clear line in the area of
authority (from top to bottom and all managers at all levels).
This can be seen as a type of management structure. Each
employee can contact a manager or a superior in an emergency
situation without challenging the hierarchy. Especially, when it
concerns reports about calamities to the immediate
managers/superiors.
10. Order

According to this principle of the 14 principles of management,

employees in an organization must have the right resources at
their disposal so that they can function properly in an
organization. In addition to social order (responsibility of the
managers) the work environment must be safe, clean and tidy.
11. Equity

The management principle of equity often occurs in the core

values of an organization. According to Henri Fayol, employees
must be treated kindly and equally. Employees must be in the
right place in the organization to do things right. Managers
should supervise and monitor this process and they should
treat employees fairly and impartially.

12. Stability of Tenure of Personnel

This management principle of the 14 principles of management

represents deployment and managing of personnel and this
should be in balance with the service that is provided from the
organization. Management strives to minimize employee
turnover and to have the right staff in the right place. Focus
areas such as frequent change of position and sufficient
development must be managed well.

13. Initiative

Henri Fayol argued that with this management principle

employees should be allowed to express new ideas. This
encourages interest and involvement and creates added value
for the company. Employee initiatives are a source of strength
for the organization according to Henri Fayol. This encourages
the employees to be involved and interested.

14. Esprit de Corps

The management principle ‘esprit de corps’ of the 14 principles

of management stands for striving for the involvement and
unity of the employees. Managers are responsible for the
development of morale in the workplace; individually and in
the area of communication. Esprit de corps contributes to the
development of the culture and creates an atmosphere of
mutual trust and understanding.
Fayol's six primary functions of management, which go hand in
hand with the Principles, are as follows:

1. Forecasting.
2. Planning.
3. Organizing.
4. Commanding.
5. Coordinating.
6. Controlling.

3)What are the steps involved in planning? Explain.

1) Establishing verifiable goals or set of goals to be achieved:
The first step in planning is to determine the enterprise
objectives which are often set up by the
upper level or top managers, usually after number of possible
objectives have been carefully
considered.
There are many types of objectives managers may select:
desired sales volume or growth rate, the
development of a new product or service or even a more
abstract goal such as becoming more active
in the community.
The type of goal selected will depend on a number of factors:
the basic mission of the organization,
the value its mangers hold and the actual and the potential
abilities of the organization.
2)Establishing planning premises:
It is the second step in planning to establish planning premises
which is vital to the success of
planning as they supply pertinent facts and information relating
to the future such as population
trends, general economic conditions, production costs and
prices, probable competitive behavior,
capital and material availability and government control and so
on.
Planning can be variously classified as under
a. internal and external premises
b. tangible and intangible premises
c. controllable and non controllable premises
(a)Internal and external premises
Premises may exist within and outside company.
Internal premises include sales forecasts, policies and
programmes of the
organization, capital investment in plant and equipment,
competence of management, skill of labor,
etc.
External pre mises can be classified into three different groups
Business environment, factors which
influence the demand for the product, and the factors which
affect the resources available to the
enterprise.
(b)Tangible and non-tangible premises:
Tangible premises: those which can be quantitatively measured
while
Intangible premises are those which being qualitative in
character and cannot be measured.
Tangible examples: population growth, industry demand,
capital and resources invested in the
organization are all tangible.
Intangible: political stability, sociological factors, business and
economic environment are all
tangible.
(c) Controllable and non controllable premises:
Some of the planning premises are controllable and some are
non-controllable and because of the
non-controllable factors there is need for the organization to
revise the plans periodically in
accordance with the current development.
Examples of uncontrollable factors: strikes, wars, natural
calamities, emergency, legislation etc.
Examples of controllable factors: company’s advertising
agency, competence of management
member’s skill of the labour force, availability of resources in
terms of capital and labour, attitude and
behavior of the owner’s of the organization.
3) Deciding the planning period:
It is the next task once the upper level managers have selected
the basic long term goals and the
planning premises.
Business plans are made in some instances once for a year and
plans are made for decades based on
some logic and future thinking.
The factors which affect the choice of period are:
(a) Lead time in development and commercialization of new
product.
(b)The time required to recover capital investments or the pay-
back period and
(c) Length of the commitments which are already made.
4) Finding alternate courses of action:
The fourth step of planning is to find the alternate courses of
action.
Example: securing the technical knowhow by engaging a
foreign technician or by training staff abroad.
5) Evaluating and selecting the alternate courses of action:
After selecting the alternate courses selection the best course
or course of action with the help of
quantitative techniques and operations research.
6) Developing the derivative plans:
Once plan formulated, its broad goals must be translated on
day to day operations of
organization Middle level managers must draw up the
appropriate plans, programmes and budgets
for their sub-units which are described as derivative plans.
7) Measuring and controlling the process: Plan cannot be run
without monitoring its progress. The
managers must check the progress of their plans.
4)Explain committee organization with its advantages and
disadvantages.
1. Pooling of knowledge and experience:

The personal skills and Hence of several persons are pooled

together. Group deliberations and combined judgment of all
the members can be brought to bear on important problems.
There can be a more realistic and objective appraisal of the
problem from all angles. This helps to improve the quality of
decisions. Business problems are multifaceted and require
breadth of decision. Subjective and unbalanced decisions can
be minimized. “When several people study and deliberate on
each critical problem, there is more assurance that every facet
will be thoroughly explored and weighed in terms of the
interests of the company as a whole.”1 A group of people can
bring to bear a wider range of experience and a more thorough
probing of facts than a single person.

2. Improved communication:

Committees serve as important means of communication

between the members of an organisation. Information and
ideas can be easily transmitted both upward and downward.
Unwritten policies and objectives can be explained effectively
through deliberations of a committee. Creative ideas emerge
from interactions among the members. Doubts and ambiguity
can be removed on the spot.
3. Facility of coordination:

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Participation in committee meetings promotes mutual
understanding, team-work and cooperation among employees.
Committees serve as an important technique of coordination
by bringing together managers from different departments.
Members of a committee come to appreciate each other’s
point of view and they can pursue a common course of action.
A committee is a useful means of integrating and unifying
various points of view.

4. Better motivation:

Committees help to improve the motivation and morale of

employees by providing them an opportunity to express them
selves. Participation in the decision making process not only
improves quality of decisions, it creates a sense of belonging.
Employees are keen on the execution of decisions in the
making of which they have taken an active part.

5. Executive development:

A committee is an useful device for educating and training

subordinate managers. Participation in committee meetings
provides opportunity for learning through experience. A
manager learns to take an integrative view of organizational
problems by serving on various committees. Executive
development ensures continuity of management in the
organisation.

6. Democratic management:

As a plural executive, a committee helps to avoid the risk of

concentration of too much authority in the individual and the
danger of abuse of power. There is no fear of delegating too
much authority to one individual. The tyranny of a powerful
head can be reduced. Group authority makes for diffusion of
power and democratic leadership.
7. Representation of interests:

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Various interest groups can be given representation on a
committee. Such representation may be necessary to secure
the commitment and cooperation of people. Members can be
enlightened on policy matters and ideas beyond the capacity of
one individual can be generated.

8. Consolidation of authority:

The manager of every department or section may have a

portion of the total authority required to take a decision. Such
authority is known as splintered authority. In such a case, a
committee of different managers may be constituted to
consolidate the authority. In this way the decision can be taken
without reference to the higher level. However, frequent need
for consolidation of splintered authority is the sign of a poor
organisation structure.

9. Avoidance of action:

Sometimes, committees are constituted to postpone or avoid

action. In order to cool off agitation and temper on the part of
employees, the matter may be referred to a committee.
Delaying of action through a committee is a strategy for
overcoming resistance, pressure or opposition from affected
people.
Disadvantages:

The committee form of organisation suffers from the following

weaknesses:

1. Indecisiveness:

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In general, it takes longer to get decision or action from a

committee than from an individual. Members of a committee
tend to indulge in lengthy, discussions. Every member has the
right to speak and be heard. Matters are unnecessarily dragged.
Opinion is divided and decisions get delayed. Group decision
processes are not appropriate where prompt action is required.
Due to conflicting viewpoints, a committee fails to reach a
decision in time.

2. High costs:

A lot of expenditure and time is incurred in convening meetings

and giving travelling or other allowance to members. Therefore,
committees are an expensive form of administration. As such a
committee should be appointed only when the gains of
committee work justify the s costs. Committee work is very
time-consuming.

3. Compromised decisions:

Committee decisions are often mediocre compromises

between conflicting viewpoints. The ultimate decisions may
reflect the opinion of none so that there is little enthusiasm for
them. Individual thinking is expected to conform to the average
or group thinking. Such leveling effect or log-rolling reduces the
quality of decision. The compromise is often arrived at the least
common denominator. Therefore, committee decisions are not
necessarily the best decisions but merely acceptable ones.

4. Diffused responsibility:

No member can be individually held responsible for a wrong

decision taken by a committee. As no one feels accountable for
results, members shirk their responsibilities. The committee
becomes an organized means of passing the buck. According to
committees do not necessarily increase the democratic process
administration.

5. Domination by few:

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A few aggressive or vocal members often dominate

committee’s deliberations. A minority group exercises an
unwarranted tyranny ignoring the interest of other members.
Members frequently seek to protect their narrow sectional
interests. There is a tendency to cloud the real issues and bring
in extraneous matters for discussion often a committee
becomes a battle-ground for warring camps to settle personal
scores.
6 Perpetuation:

Committees have a tendency to perpetuate them selves even

after the purpose is served. There exist too many committees
even for routine problems. Sometimes committees are
appointed to just avoid actions. Such committees serve no
useful purpose and the aggrieved people remain aggrieved. It is
often difficult to dissolve a committee even when it has
outlived its utility.

7. Lack of secrecy:

It is difficult to maintain secrecy regarding the decisions and

actions taken by a committee. A large number of persons
participate in committee meetings.

Due to its weaknesses and misuse, a committee has been

described as “a group of unfits engaged by the unwilling to do
the unnecessary.” Some people remark that a committee is a
group of people who individually can do nothing but who can
meet together and decide that nothing can be done. Such
remark reflects wide-spread frustration and disillusionment
with committees.
5)What are the sources of recruitment?

The candidates may be available inside or outside the

organisation. Basically, there are two sources of recruitment
i.e., internal and external sources.
(A) Internal Sources:

Best employees can be found within the organisation… When a

vacancy arises in the organisation, it may be given to an
employee who is already on the pay-roll. Internal sources
include promotion, transfer and in certain cases demotion.
When a higher post is given to a deserving employee, it
motivates all other employees of the organisation to work hard.
The employees can be informed of such a vacancy by internal
advertisement.

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Methods of Internal Sources:

The Internal Sources Are Given Below:

1. Transfers:
Transfer involves shifting of persons from present jobs to other
similar jobs. These do not involve any change in rank,
responsibility or prestige. The numbers of persons do not
increase with transfers.

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2. Promotions:
Promotions refer to shifting of persons to positions carrying
better prestige, higher responsibilities and more pay. The
higher positions falling vacant may be filled up from within the
organisation. A promotion does not increase the number of
persons in the organisation.

A person going to get a higher position will vacate his present

position. Promotion will motivate employees to improve their
performance so that they can also get promotion.

3. Present Employees:
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The present employees of a concern are informed about likely

vacant positions. The employees recommend their relations or
persons intimately known to them. Management is relieved of
looking out prospective candidates.

The persons recommended by the employees may be generally

suitable for the jobs because they know the requirements of
various positions. The existing employees take full
responsibility of those recommended by them and also ensure
of their proper behaviour and performance.
(B) External Sources:

All organisations have to use external sources for recruitment

to higher positions when existing employees are not suitable.
More persons are needed when expansions are undertaken.

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The external sources are discussed below:

Methods of External Sources:

1. Advertisement:
It is a method of recruitment frequently used for skilled
workers, clerical and higher staff. Advertisement can be given
in newspapers and professional journals. These advertisements
attract applicants in large number of highly variable quality.
Preparing good advertisement is a specialised task. If a
company wants to conceal its name, a ‘blind advertisement’
may be given asking the applicants to apply to Post Bag or Box
Number or to some advertising agency.

2. Employment Exchanges:
Employment exchanges in India are run by the Government.
For unskilled, semi-skilled, skilled, clerical posts etc., it is often
used as a source of recruitment. In certain cases it has been
made obligatory for the business concerns to notify their
vacancies to the employment exchange. In the past, employers
used to turn to these agencies only as a last resort. The job-
seekers and job-givers are brought into contact by the
employment exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs

(i.e. placement) which require technical or professional
qualification has become a common practice. A close liaison
between the company and educational institutions helps in
getting suitable candidates. The students are spotted during
the course of their studies. Junior level executives or
managerial trainees may be recruited in this way.

4. Recommendation of Existing Employees:

The present employees know both the company and the

candidate being recommended. Hence some companies
encourage their existing employees to assist them in getting
applications from persons who are known to them.

In certain cases rewards may also be given if candidates

recommended by them are actually selected by the company. If
recommendation leads to favouritism, it will impair the morale
of employees.

5. Factory Gates:

Certain workers present themselves at the factory gate every

day for employment. This method of recruitment is very
popular in India for unskilled or semi-skilled labour. The
desirable candidates are selected by the first line supervisors.
The major disadvantage of this system is that the person
selected may not be suitable for the vacancy.

6. Casual Callers:

Those personnel who casually come to the company for

employment may also be considered for the vacant post. It is
most economical method of recruitment. In the advanced
countries, this method of recruitment is very popular.
7. Central Application File:

A file of past applicants who were not selected earlier may be

maintained. In order to keep the file alive, applications in the
files must be checked at periodical intervals.
8. Labour Unions:

In certain occupations like construction, hotels, maritime

industry etc., (i.e., industries where there is instability of
employment) all recruits usually come from unions. It is
advantageous from the management point of view because it
saves expenses of recruitment. However, in other industries,
unions may be asked to recommend candidates either as a
goodwill gesture or as a courtesy towards the union.

9. Labour Contractors:
This method of recruitment is still prevalent in India for hiring
unskilled and semi-skilled workers in brick klin industry. The
contractors keep themselves in touch with the labour and bring
the workers at the places where they are required. They get
commission for the number of persons supplied by them.

10. Former Employees:

In case employees have been laid off or have left the factory at
their own, they may be taken back if they are interested in
joining the concern (provided their record is good).

11. Other Sources:

Apart from these major sources of external recruitment, there
are certain other sources which are exploited by companies
from time to time. These include special lectures delivered by
recruiter in different institutions, though apparently these
lectures do not pertain to recruitment directly.

Then there are video films which are sent to various concerns
and institutions so as to show the history and development of
the company. These films present the story of company to
various audiences, thus creating interest in them.
Various firms organise trade shows which attract many
prospective employees. Many a time advertisements may be
made for a special class of work force (say married ladies) who
worked prior to their marriage.

These ladies can also prove to be very good source of work

force. Similarly there is the labour market consisting of
physically handicapped. Visits to other companies also help in
finding new sources of recruitment.
6)Explain the contributions made by Fredrick Winslow Taylor
under scientific management.
While working in Midvale Company as a manager Taylor
observed that employees were not performing as per their
capacity of productivity. And he considered that this condition
was occurring because of no care towards the waste. Taylor
worked towards the experiments at his workplace to increase
the worker’s efficiency so that maximum output could be
achieved by utilizing effort at maximum level.

1.Scientific task setting:-Taylor observed that the management

does not know exactly the works–pieces of work-volume of
works-which are to be performed by the workers during a fixed
period of time-which is called working day. In a working day
how much work is to be done by a worker but be fixed by a
manager and the task should be set every day. The process of
task setting requires scientific technique. To make a worker do
a quantity of work in a working day is called scientific task
setting

2.Differential payment system:-under this system, a worker

received the piece rate benefit which will attract the workers to
work more for more amount of wages and more incentives
would be created to raise the standardization of output to
promote the workers to produce more and perform more task
than before and utilize waste time to earn more wages.
3.Reorganization of supervision:-concepts of separation of
planning and doing and functional foremanship were
developed. Taylor opines that the workers should only
emphasize in planning or in doing. There should be 8 foreman
in which 4 are for planning and 4for doing. For planning they
were route clerk, instruction cord clerk, time and cost clerk and
disciplinarian. And for doing they were speed boss, gang boss,
repair boss and inspector.
4.Scientific recruiting and training :- staffs and workers should
be selected and employed on scientific basis. Management
should develop and train every worker by providing proper
knowledge and training to increase their skills and make them
effective

5.Economy:-efficient cost accounting system should be

followed to control cost which can minimize the wastages and
thoroughly reduced and thus eliminated.

6.Mental revolution:-Taylor argued that both management and

workers should try to understand each other instead of
quarrelling for profits and benefits which would increase
production, profit and benefits.

MODULE -2
1)Write a note on autocratic and democratic leadership styles
with its merits and demerits.
What is Autocratic Leadership?

Autocratic leaders are ones who take on a more authoritative

role at work. An article in Forbes reports that more businesses
have been looking to embrace autocratic leadership styles
among their workforce. Some have argued that the best
leaders are more narcissistic and even deceptive in terms of
their autocratic management style while ignoring democratic
processes.

“A directive type of leadership, which has been called

autocratic in the past, entails making all of the decisions
yourself as the manager, directing your staff to follow specific
directions, and expecting employees to complete all tasks on
time,” states a prior blog called The Advantages and
Disadvantages of Laissez-Faire Leadership.

An autocratic leader is one who embraces a strong, top-down

leadership approach. Essentially, autocratic management
entails one person managing all major decisions at a company
or within a group while taking little or no input from team
members. All final decisions are made by the leader and no
advice or suggestions are given by others working alongside the
manager. These leaders do not consult their team when making
a decision or allow anyone under them to make an important
decision. Once a choice has been made, the rest of the team is
expected to obey the final decision.

In addition, some experts define the authoritarian style of

leadership as someone who takes bold risks and challenges the
status quo. Additionally, someone who follows a particular path
regardless of the challenges that pop up tends to take a more
authoritative view of leadership. Those with long-term plans
and big ideas tend to take on a more autocratic leadership
position.

What are the Benefits of Autocratic Leadership?

There are a number of vital benefits to autocratic leadership,

according to the Houston Chronicle. For example, the team will
have a clear vision of expectations and where their project and
company is going. Essentially, no one will be confused about
the direction of a company or even the specific assignment they
are working on. The mission of the company will be clear for all
employees. Essentially, the autocratic leadership style does not
take any second, contrary opinions into consideration, which
makes the vision of the organization more straightforward.
Those who contradict the manager often do not stay with the
company for long.
Another major benefit is that everyone knows what is expected
of him or her. The autocratic leader sets specific expectations
of all employees working under him or her. For instance, the
sales team may have certain goals they meet to sell the product
and generate enough profit for the company. These type of
goals allows all employees to better understand what is
expected of them.

The autocratic leadership style also brings with it a faster

decision-making process, which benefits the company and
employees. Since only one person at the top is responsible for
all major decisions, things tend to move more quickly in this
type of environment. There may be a team of advisers who are
consulted, but the person in charge makes all final decisions,
which are then quickly implemented.

Lastly, the autocratic leader also has a stronger and more firm
negotiation stance. The improved negotiation stance is linked
to a leader who has specific financial interests and dollar values
in mind and does not deviate from these expectations. The
autocratic leader has confidence during negotiations and does
not back down until the agreement is satisfactory.
>> Recommended reading: How to Create a Culture of
Ownership Among Your Workforce

What are the Disadvantages of Autocratic Leadership?

While there are various benefits to an autocratic leadership

style, there are also a number of problems and disadvantages
associated with it as well. For instance, among very professional
and independent teams, this type of leadership can bring
resentment, low morale, and even anger from employees,
according to an article written by Talent Acquisition Specialist
Renji Rajan for LinkedIn.

Too much scrutiny can make your employees feel inadequate

and become more anxious than necessary. Additionally, too
much of an authoritarian style can lead all group input to
essentially disappear. In addition, within this type of leadership
approach, no reward or recognition is ever really given to the
employees working for the manager, according to The
Economic Times. As such, this may hurt the workers’ morale.

Since this type of leadership style imitates that of a dictator,

many argue that this will be damaging for employees in the
long run. Essentially, this type of management style leads to
low employee morale and can bring about reduced efficiency
on the job among workers.

What is Democratic Leadership?

In contrast to autocratic leaders, democratic leadership entails

a manager who is more in tune with his or her team and is able
to share responsibility as well as decision-making and authority
with those under him or her, according to the Harvard Business
Review.

Another term for democratic leadership is participative

leadership, which has received more attention than ever before
in company training programs and management resources.
Essentially, managers have been encouraged to open up their
decision-making among their staff and work with others to
develop plans and long-term goals.

Some key aspects define democratic leadership such as team

decision-making, joint goal setting, and improved listening skills
for two-way communication. The biggest aspect of being a
democratic leader involves the manager including subordinates
in decision-making. Some of the ways this is achieved is
through open and honest communication, maintaining easy
accessibility, improving development among employees, and
showing consideration of others as well as supporting
employees. Another important aspect of being a democratic
leader is being willing to change.

Being in tune with the needs of subordinates is also an

important part of democratic leadership. Research shows that
trainings and education have led managers to change their
leadership style and take on more democratic principles.

What are the Benefits of Democratic Leadership?

Some of the biggest benefits of democratic leadership is its

stress on team involvement, participation, and engagement,
according to a LinkedIn article written by Financial Analyst
Surendra Jakhar. The performance of each employee is
acknowledged and the best results among workers are
rewarded. Essentially, there is a higher morale in an
environment under democratic leadership.

Another benefit is that employees within this type of

environment tend to be more productive and develop more
innovative, creative ideas for the overall growth of the
company. There is greater cooperation among workers under
this type of leadership style.

Employees are more likely to notice their own achievements

and set reasonable goals within a democratic environment.
Therefore, workers are more likely to grow and advance in their
career when their manager employs a democratic leadership
style. Employees have greater job satisfaction in this type of
work environment due to the collaboration and team building
activities that take place.

In addition, employers who employ democratic leadership tend

to offer greater flexibility and adaptation for their workers
through a more open communication process. Employees are
also likely to be more motivated by democratic leaders. By
employing this style, you will bring more potential out of your
workers.

>> Recommended reading: Best Qualities of a Good Leader and

5 Steps to Becoming

What are the Disadvantages of Democratic Leadership?

Along with the advantages of democratic leadership, it is vital

to understand the misgivings and disadvantages of this type of
leadership style. For example, if roles are unclear or deadlines
are approaching fast, this type of management style can bring
about unfinished projects and lead to communication mishaps.

Additionally, some employees may not be able to make the

right contributions to decision-making in terms of a particular
project especially if they lack the necessary skills or expertise. If
employees are not highly skilled or experienced, this type of
leadership style may not be very effective.

In addition, it may take a large amount of effort and time to

come to a consensus when making decisions within a group.
Sometimes this type of leadership leads to too many meetings
where nothing is accomplished and people procrastinate
because they are unable to come to a conclusion and act on a
certain decision.

Along with these disadvantages, it is also ineffective to use

democratic leadership when there is little time to make a
decision or when it is not cost-effective to ask for everyone’s
opinion. If the company is in a tough spot and cannot make any
mistakes, this leadership style will not be very helpful.

2)What is motivation? Explain Maslow’s need hierarchy

theory of motivation.
Motivation in management is the process through which
managers encourage employees to be productive.
1) Maslow’s need hierarchy theory:
An unsatisfied need is the basis for the motivation process and
the starting point and begins the chain of events leading to
behaviour as shown in the figure below.

Order of priority of human needs begins with the person’s

unsatisfied need at the lowest level- identification of the need
develops in the form of as goal which leads to the fulfilment of
the need to achieve the goal.
 These needs are arranged in the form of a ladder of five
successive categories as shown in the figure above.

(i)Physiological needs: Arise of the basic physiology of life like

the need for food, water, air, etc which must be at least
satisfied partially for continued survival. (ii)Security needs:
Needs to feel free from economic threat and physical harm
which need protection from arbitrary lay-off and dismissal,
disaster and avoidance of the unexpected.

(iii)Egoistic needs: are the needs which relate to respect and

prestige the need for dominance for example.

Can be classified as self-esteem and esteem from others. Self

esteem is the need for worthiness of oneself and the esteem is
the necessity to think others that he is worthy

(iv)Self-fulfilment needs: are the needs to realize ones

potential that is realizing one’s own capabilities to the fullest-
for accomplishing what one is capable of to the fullest. example
a musician must make music etc.
According to Maslow, people attempt satisfy their physical
needs first. as long as the needs are unsatisfied they dominate
and after they become reasonably satisfied and progress to the
next level and so on.

3)Define Direction. Explain the principles of direction.

Directing refers to a process or technique and leading people
towards the accomplishment of organizational goals.

1. Maximum Individual Contribution

One of the main principles of directing is the contribution of

individuals. Management should adopt such directing policies
that motivate the employees to contribute their maximum
potential for the attainment of organizational goals.

2. Harmony of Objectives

Sometimes there is a conflict between the organizational

objectives and individual objectives. For example, the
organization wants profits to increase and to retain its major
share, whereas, the employees may perceive that they should
get a major share as a bonus as they have worked really hard for
it.

Here, directing has an important role to play in establishing

harmony and coordination between the objectives of both the
parties.

3. Unity of Command

This principle states that a subordinate should receive

instructions from only one superior at a time. If he receives
instructions from more than one superiors at the same time, it
will create confusion, conflict, and disorder in the organization
and also he will not be able to prioritize his work.
4. Appropriate Direction Technique
Among the principles of directing, this one states that
appropriate direction techniques should be used to supervise,
lead, communicate and motivate the employees based on their
needs, capabilities, attitudes and other situational variables.

5. Managerial Communication

According to this principle, it should be seen that the instructions

are clearly conveyed to the employees and it should be ensured
that they have understood the same meaning as was intended
to be communicated.

6. Use of Informal Organization

Within every formal organization, there exists an informal group

or organization. The manager should identify those groups and
use them to communicate information. There should be a free
flow of information among the seniors and the subordinates as
an effective exchange of information are really important for the
growth of an organization.

7. Leadership
Managers should possess a good leadership quality to influence
the subordinates and make them work according to their wish.
It is one of the important principles of directing.

8. Follow Through

As per this principle, managers are required to monitor the

extent to which the policies, procedures, and instructions are
followed by the subordinates. If there is any problem in
implementation, then the suitable modifications can be made.

4)Define leadership. Explain the various leadership styles.

Explain.
Leadership is the ability of a manager to induce the
subordinates to work with confidence and zeal.
Leadership Styles:
Three leadership styles widely used:
1) Traits approach

2) Behavioral approach

3) Contingency approach

Traits approach:
Trait is basically a character and deals with personal abilities
and assumed to be God’s gift and abilities are identified as
mental and physical energy, emotional stability, knowledge of
human relations, empathy, objectivity, personal motivation,
communication skills, teaching ability, social skills, technical
competence, friendliness and affection, integrity and faith,
intelligence etc.

Traits approaches –
Trait theories argue that leaders share a number of common
personality traits and characteristics, and that leadership
emerges from these traits.
 Early trait theories promoted the idea that leadership is an
innate, instinctive quality that you either have or don't have.

Now we have moved on from this approach, and we're

learning more about what we can do as individuals to develop
leadership qualities within ourselves and others.

Traits are external behaviours that emerge from things going

on within the leader's mind

– and it's these internal beliefs and processes that are

important for effective leadership.
2 .Behavioral approach –
Behavioral theories focus on how leaders behave. There are
three types of leaders:
a. Autocratic leaders make decisions without consulting their
teams. This is considered appropriate when decisions genuinely
need to be taken quickly, when there's no need for input, and
when team agreement isn't necessary for a successful outcome.

b. Democratic leaders allow the team to provide input before

making a decision, although the degree of input can vary from
leader to leader. This type of style is important when team
agreement matters, but it can be quite difficult to manage
when there are lots of different perspectives and ideas.
c. Laissez-faire leaders don't interfere; they allow people within
the team to make many of the decisions. This works well when
the team is highly capable and motivated, and when it doesn't
need close monitoring or supervision. However, this style can
arise because the leader is lazy or distracted, and, here, this
approach can fail.

3. Contingency approach–

Situation influencing good leadership

The realization that there isn't one correct type of leader led
to theories that the best leadership style is contingent on, or
depends on, the situation.

These theories try to predict which leadership style is best in

which circumstance.