DIRECTI 1

NG
It involves
MOTIVATION
LEADERSHIP
COMMUNICAT
ION
MOTIVATION
 LEADING
Motive and Motivation

Motive:
Defined as an inner state that energies, activates or
moves and directs behavior towards goals

Motivation:
The drive and effort to satisfy a want or a goal.

Satisfaction:
The contentment experienced when a want is satisfied
 Maslow's
HIERARCHY OF NEEDS
a theory of P S YC H O L O G Y
explaining human motivation
based on the pursuit of
different levels of needs.
THE HIERARCHY NEEDS THEORY

PHYSIOLOGICAL NEEDS
SAFETY NEEDS
SOCIAL NEEDS
ESTEEM NEEDS and
SELF-ACTUALIZATION NEEDS

As each need is substantially satisfied,

the next need becomes dominant.
Self-Actualization
The drive to become what one is capable of becoming.
THE HIERARCHY NEEDS THEORY

HIGHER ORDER NEEDS

are satisfied

INTERNALLY
LOWER-ORDER NEEDS
are satisfied

EXTERNALLY
Organizations help employees meet their self-actualization needs by providing
them with opportunities for skill development, the chance to be creative,
promotions and the ability to have complete control over their jobs.

Organizations meet employees’ esteem needs with merit pay rises, recognition,
challenging tasks, participation in decision making and opportunity for
advancement.

Organizations meet employees’ social needs by providing them with the

opportunity to interact with others, to be accepted and to have friends. Many
organizations schedule employee parties, picnics, trips and support office sport
teams

Organizations meet employees’ safety needs by providing safe working conditions,

job security, and fringe benefits (medical insurance / sick pay / pensions)

Organization meet employees’ physiological needs by providing adequate salary,

work breaks, and safe working conditions.
McGregor’s
THEORY X AND THEORY Y
THEORY-X AND THEORY-Y

Theory X and theory Y are part of motivational theories.

Both the theories, which are very different from each other, are
used by managers to motivate their employees.

Theory X gives importance to supervision,

while theory Y stresses on rewards and recognition.
THEORY-X AND THEORY-Y

Assumptions of Theory X (Traditional Belief)

 An average employee intrinsically does not like work and tries to escape it whenever
possible.
 Since the employee does not want to work, he/she must be persuaded, compelled, or
warned with punishment so as to achieve organizational goals. A close supervision is
required on part of managers. The managers adopt a more dictatorial style.
 Many employees rank job security on top, and they have little or no aspiration/
ambition.
 Employees generally dislike responsibilities.
 Employees resist change.
 An average employee needs formal direction.
THEORY-X AND THEORY-Y

Assumptions of Theory Y (Belief based on research)

 Employees can perceive their job as relaxing and normal. They exercise their
physical and mental efforts in an inherent manner in their jobs.
 Employees may not require only threat, external control and coercion to work, but
they can use self-direction and self-control if they are dedicated and sincere to
achieve the organizational objectives.
 If the job is rewarding and satisfying, then it will result in employees’ loyalty and
commitment to organization.
 An average employee can learn to admit and recognize the responsibility. In fact,
he can even learn to obtain responsibility.
 The employees have skills and capabilities. Their logical capabilities should be fully
utilized. In other words, the creativity, resourcefulness and innovative potentiality
of the employees can be utilized to solve organizational problems.
BASIS FOR COMPARISON
THEORY X THEORY Y
Meaning Theory X is a motivational theory, which Theory Y, is an advanced theory, wherein it is
involves high supervision and control assumed that the workers are self-directed and self-
over the subordinates, and greater motivated, for growth and development and takes
degree of centralization. active part in decision making.

Work Dislikes work Work is natural

Ambition Little to no ambition Highly ambitious
Responsibility Avoids responsibility. Accept and seek responsibility.
Leadership style Autocratic Democratic
Direction Constant direction is required. Little to no direction is required.
Control Tight Lenient
Authority Centralized Decentralized
Self-motivation Absent Present
Focuses on Psychological needs and Security needs Social needs, esteem needs and self-actualization
needs.
 Herzberg's
TWO FACTOR THEORY
HERZBERG TWO FACTOR THEORY

The two-factor motivation theory,

otherwise known as
HERZBERG’S MOTIVATION-HYGIENE THEORY
or DUAL-FACTOR THEORY, argues that
there are separate sets of
MUTUALLY EXCLUSIVE FACTORS
in the workplace that either cause
JOB SATISFACTION OR DISSATISFACTION
HERZBERG TWO FACTOR THEORY
Comparison Maslow vs. Herzberg
MOTIVATIONAL TECHNIQUES
Motivational Techniques (Positive)

• Praise the workers and give them due credit for all good work .
• Take sincere interest in subordinates as individual persons.
• Promote healthy competition among the individual employees.
• Find ways to develop and utilize the appeal of pride in or about the workplace.
• Delegate substantial amount of responsibility to the subordinates.
• Fix fair wages and monetary individual or group incentives for employees.
• Formulate a suitable suggestion system.
• Provide opportunities for growth and promotion.
 Motivational Techniques (Negative)

• Reprimanding the employees

• Demotion
• Lay-offs
• Discharge
• The proper proportioning of positive and negative techniques is the mark of a skillful
manager.

Reprimanding means Scolding, Lecturing

Special Motivational Techniques

Money (Economists and most managers have tended to place money

high on the scale of motivators, but behavioral scientists place it low)

Positive reinforcement

Job enrichment

Participation
LEADIN 22

G
 LEADERSHI
P
is the art or process of
influencing people so that
they will strive willingly and
enthusiastically toward the
achievement of group
Ideally, people should be goals.
encouraged to develop
not only willingness to work but
Zeal is ardor, earnestness, and intensity to also
work; “willingness to work with23zeal and
 LEADING people

What is INFLUENCING people

LEADERSHIP
COMMANDING people

GUIDING people

24
25
Managers vs. Leaders
MANAGERS LEADERS
 Focus on things Focus on people

 Do things right  Do the right things

 Plan  Inspire

 Organize  Influence

 Direct  Motivate

 Control  Build
 Shape entities
 Follows the rules
 Ingredients of
26
Leadership
 The ability to USE POWER EFFECTIVELY and in a
RESPONSIBLE MANNER.
 The ability to UNDERSTAND that human beings have different
MOTIVATION FORCES at different times and different
situations.
 The ability to INSPIRE.
 The ability to act in a manner that will DEVELOP A CLIMATE
conducive to responding to and affecting motivations.
 Qualities of an effective
27
leader
 Shouldn’t be arrogant
 Shouldn’t be miserly

 Should be as open as possible with subordinates

 Should ensure his troops understand what is

expected of them
 Should promote competency and inspire

 Must be able to see things from others point of

view
 Must consider the needs of the organization above
28

THREE
THEORI 1 LEADERSHIP BASED ON
THE USE OF AUTHORITY
ES on
LEADERSHI
P
2 LIKERT’S FOUR-SYSTEMS
OF MANAGING

3
BEHAVIOR THE MANAGERIAL GRID
AND
STYLES
 1. Styles based on USE OF AUTHORITY
29

 Leadership style is the manner and approach of providing

direction, implementing plans, and motivating people.

 Kurt Lewin (1939) led a group of researchers to identify different

styles of leadership.

This early study has been very influential and

established three major leadership styles.
 AUTOCRATIC LEADER
 DEMOCRATIC/PARTICIPATIVE LEADER
 FREE REIN LEADER
 1.1 Autocratic Leadership
30

The Autocratic leader commands

and expects compliance, is positive
and leads by ability to withhold or give
rewards and punishment.
 1.1 Autocratic Leadership
31

This style is used when leaders tell their employees

what they want and how they want it accomplished,
without getting the advice of their followers.

Some of the appropriate

conditions to use it is when
you have all the information
to solve the problem, you are
short on time, and your
employees are well
motivated.
 1.1 Autocratic Leadership
32

The autocrat leadership style manages

the direction of all goals and work, with
little to no input from the team.
 They have all the power to make

decisions, and they use it.

 They don’t worry about input, and do not

leave room for subordinates to sub-

manage.
 The authoritarian style should normally

only be used on rare occasions.

For example: Military, manufacturing, construction
 1.2 Democratic / Participative leader
33

The Democratic/Participative leader

consults with subordinates on proposed
actions and decisions and encourages
participation from them.
 1.2 Democratic / Participative leader
34

This style involves the leader

including one or more employees in
the decision making process
(determining what to do and how to
do it).

However, the leader maintains the

final decision making authority.

Using this style is not a sign of

weakness,
rather it is a sign of strength that
 1.2 Democratic / Participative leader
35

This is normally used when you

have part of the information, and
your employees have other
parts.

Note that a leader is not expected to

know everything — this is why you
employ knowledgeable and skillful
employees.

Using this style is of mutual benefit —

it allows them to become part of the
 1.3 Delegative / Free Reign Leader
36

The Free-rein leader uses his/her power very little, if at all giving
subordinates a high degree of independence in their operations.
Such leaders depend largely on subordinates to set their own
goals and the means of achieving them.
 1.3 Delegative / Free Reign Leader
37

In this style, the leader allows the

employees to make the decisions.

However, the leader is still responsible for

the decisions that are made.

This is used when employees are able to

analyze the situation and determine what
needs to be done and how to do it.
 1. Styles based on USE OF
AUTHORITY
POWER STLYE

WER WITH EMPLOYEE

POWER WITH LEADER

Autocratic Leadership Democratic / Participative leader Delegative / Free Reign Leader

POWER SHARED
LEADE LEADE LEADE
R R R

EMPLOYE EMPLOYE EMPLOYE

ES ES ES
 Forces that influence the style to be used :
39

 How much time is available.

 Are relationships based on respect and trust or on
disrespect?
 Who has the information — you, your employees, or both?
 How well your employees are trained and how well you
know the task.
 Internal conflicts.
 Stress levels.
 Type of task. Is it structured, unstructured, complicated, or
simple?

 2. Likert’s 4 Systems of Managing
40

System
Rensis Likert along with 1
his associates inSystem
Michigan 2University, USA
Management Management
conducted research to study the patterns and styles of managers
“EXPLOITATIVE “BENEVOLENT
over threeAUTHORITATIVE
decades, across 200 organizations and developed a four-
AUTHORITATIVE
”
fold model of the management ” in understanding
system that helped
the leadership behavior.

System 3 System 4
Management Management
The proposed four systems of management, can also be thought of
“CONSULTATIVE “PARTICIPATIVE
as leadership styles.” Each describes the relationships,
” involvement,
and roles of managers and subordinates in an industrial setting.
 2.1 Exploitative Authoritative
41

 Managers are highly autocratic with no

System 1 trust nor confidence in subordinates
Management  Motivate people through fear & punishment
“EXPLOITATIVE and only occasional rewards
AUTHORITATIVE  Engage in downward communication and limit
” decision making to the top
 Responsibility lies in the hands of the people
at the upper levels of the hierarchy.
The teamwork  The decisions are imposed on subordinates
or and they do not feel free at all to discuss
communication things about the job with their superior.
is very little
and the
 patronizing confidence to treat

2.2 Benevolent Authoritative

others in a manner that shows you
consider yourself to be better or
more important than they are.

42

 Managers have a patronizing confidence

System 2 and trust in subordinates
Management  Motivate with rewards and some fear and
“BENEVOLENT punishment
AUTHORITATIVE  Permit some upward communication
”  Ask some ideas and opinions from
subordinates
 Allows some delegation of decision-making
The teamwork or but with close control
communication  Responsibility lies at the managerial levels
but not at the lower levels of the
is very little and organizational hierarchy
motivation is  Subordinates do not feel free to discuss
based on a things about the job with their superior
 2.3 Consultative
43

 Managers have substantial but not

System 3 complete confidence and trust in
Management subordinates
“CONSULTATIVE  Usually try to make use of subordinates ideas
and opinions
”  Use rewards for motivation with occasional
punishment and some participation
 Engage in communication flow both up and
Has fair amount
down
of teamwork,  Make broad policy and general decisions at
motivation is the top while allowing specific decisions to be
made at lower levels, and act consultatively in
based on rewards
other ways.
and involvement  Responsibility is spread widely through the
 2.4 Participative
44

 Managers have complete trust and

System 4 confidence in subordinates in all matters
Management  Seek ideas & opinions from subordinates and
“PARTICIPATIVE constructively use them
 Engage in downwards and upwards
” communication
 Encourage decision making throughout the
organization
There is a high  Operate among themselves and with their
level of subordinates as a group.
teamwork,  Responsibility for achieving the
organizational goals is widespread
communication,
throughout the organizational hierarchy.
& participation.
 2. Likert’s 4 Systems of Managing
45

In general, Likert found that those managers who applied the

SYSTEM 4 approach to their operations had greatest success as
leaders.

Moreover, he noted that departments and companies

managed by the system 4 approach were more effective in
setting goals and achieving them and were generally more
productive.
 3. The Managerial Grid
46

The managerial grid model is a self-assessment tool by which

individuals and organizations can help identify a manager's or
leader's style.

The grid was originally developed by Robert R. Blake and Jane S.

Mouton in the 1960s and has evolved in subsequent decades.
 3. The Managerial Grid
47

"CONCERN FOR PRODUCTION"

runs along the horizontal axis on a Each dimension
9-point scale.
A 1, or low concern for production, ranging from low (1)
is placed to the far left of the
horizontal line, close to the right
to high (9), thus
angle; a 9, or high concern for creating 81 different
production, is located on the far
right of the horizontal
"CONCERN FOR PEOPLE"line. runs
positions in which
along the vertical axis on a 9-point the leadership’s
scale.
A 1, or low concern, falls at the
style may fall.
bottom of the vertical line, close
to the base near the right angle,
while a 9, or high concern for
people, is placed at the top of this
 9.9 TEAM MANAGEMENT
1.9 COUNTRY CLUB MANAGEMENT
Work accomplishment is from committed people;
Thoughtful attention to needs of people for satisfying
interdependence through a “common stake” in
relationship leads to a comfortable, friendly
organization purpose leads to relationships of trust
organization atmosphere and work tempo.
and respect.

1.1 IMPOVERISHED MANAGEMENT

5.5 MIDDLE OF THE ROAD MANAGEMENT
9.1 AUTHORITY-COMPLIANCE MANAGEMENT
Exertion of minimum effort to get required work done
is appropriate to sustain organizationAdequate organization performance is possible
membership.
Efficiency in operations results
through from arranging
balancing the necessity to get out work with
conditions of work in such a waymorale
maintaining that human elements
of people at a satisfactory level.
interfere to a minimum degree.

48
 3. The Managerial Grid 1.1 MANAGEMENT
minimum effort is

PRODUCTION
PEOPLE
required to get work
1.9 MANAGEMENT done and sustain
organizational morale
thoughtful attention to needs
PRODUCTION

of people leads to a friendly

PEOPLE

and comfortable organizational

atmosphere and work tempo. 5.5 MANAGEMENT
PEOPLE adequate performance
PRODUCTION
through balance of work
9.1 MANAGEMENT requirements &
efficiency results from maintaining satisfactory
arranging work in such a way morale.
PEOPLE

PRODUCTION

that human elements have 9.9 MANAGEMENT

little effort.
work accomplished is from
committed people with

PRODUCTION
PEOPLE
interdependence through a
common stake in organization
 3. Extreme Styles of Managing

PRODUCTIO
PEOPLE
50

N
1.1 MANAGEMENT

Referred to as “IMPOVERISHED MANAGEMENT”

Here managers concern themselves very little with either people or

production and have minimum involvement in their jobs, to all intents
and purposes, they have abandoned their jobs and only act as
messengers communicating information from superiors to subordinates.
 3. Extreme Styles of Managing

PRODUCTIO
51

N
PEOPLE
1.9 MANAGEMENT

Referred to as “COUNTRY CLUB MANAGEMENT”

It is one in which managers have little or no concern for production but

are concerned only for people. They promote an environment in which
everyone is relaxed, friendly and happy and no one is concerned about
putting forth coordinated effort to accomplish the enterprise objectives.
 3. Extreme Styles of Managing
PEOPLE
52
PRODUCTION

5.5 MANAGEMENT

Referred to as “ MIDDLE OF THE ROADS”

Here the managers have medium concern for production and for
people. They obtain adequate, but not outstanding morale and
production. They do not set goals too high and they are likely to have
rather benevolently autocratic attitude toward people.
 3. Extreme Styles of Managing

PEOPLE
53

PRODUCTIO
N
9.1 MANAGEMENT

Referred to as “AUTOCRATIC TASK MANAGEMENT”

Here the managers are concerned only with developing an efficient

operation, who have little or no concern for people, and who are
quite autocratic in their style of leadership.
 3. Extreme Styles of Managing
54

PRODUCTIO
PEOPLE

N
9.9 MANAGEMENT

Referred to as “TEAM MANAGEMENT”

This is on the other extreme. The managers here display in their

actions the highest possible dedication both to people and to
production. They are real team managers who are able to mesh the
production needs of the enterprise with the needs of the individuals.
Tip to remember ….

1 LEADERSHIP BASED ON
3
AUTOCRATIC LEADER
DEMOCRATIC/PARTICIPATIVE LEADER
THE USE OF AUTHORITY FREE REIN LEADER

2 4
SYSTEM 1 MANAGEMENT “EXPLOITATIVE AUTHORITATIVE”
LIKERT’S FOUR-SYSTEMS SYSTEM 2 MANAGEMENT “BENEVOLENT AUTHORITATIVE”
OF MANAGING SYSTEM 3 MANAGEMENT
SYSTEM 4 MANAGEMENT
“CONSULTATIVE”
“PARTICIPATIVE”

3 THE MANAGERIAL GRID 1.1 MANAGEMENT “IMPOVERISHED MANAGEMENT”

1.9 MANAGEMENT “COUNTRY CLUB MANAGEMENT”
5.5 MANAGEMENT “MIDDLE OF THE ROADS”
9.1 MANAGEMENT “AUTOCRATIC TASK MANAGEMENT”
9.9 MANAGEMENT “TEAM MANAGEMENT”
5
55
 Leadership as a CONTINUUM
56

Developed by Robert Tannenbaum and W. H.

Schmidt.
They see leadership as involving a variety of styles, ranging from
one that is highly boss centred to one that is that is highly
subordinate centred.
The styles vary with the degree of freedom a
leader/manager grants to subordinates.
Thus instead of suggesting a choice between the two styles of
leadership – Authoritarian and Democratic – this approach offers a
range of styles.
 Leadership as a CONTINUUM

The continuum theory

recognizes which style of
leadership is
AREA OF FREEDOM
appropriate, depending for managers AREA OF FREEDOM
on the leader, for non-managers
followers and the
situation faced by the AUTHORITARIAN DEMOCRATIC FREE REIGN
organization.

Ellipse is placed
around the model to
represent the influences
on style imposed Societal
by both Environment Organizational Environment
the organizational 57
Can you handle this
?

General manager Ms. Swathi of Global Enterprise Limited

appointed Ms. Sneha as her production manager and gave her
the charge of whole unit.
During the ceremony, Swathi told Sneha, "from today onwards, I give
you charge of the entire production unit. I have full faith in you and
believe you can solve your problems. Most of the supervisors here are
self-directed to work. Seldom ever have they come to me for getting
their problems solved and no worker has ever complained against
them. They are efficient in doing their jobs and I don't even think they
need to undergo any management training programme. I am sure you
can also handle your problems on your own. You don't need to consult
me every time you deal with a problem-solving situation. You learn by
COMMUNICATION
COMMUNICATION
Communication is viewed as the
means by which people are
linked together in an
organization to achieve common
goals.

Group activities in organizations

are impossible without proper
communication because
coordination and change cannot
be affected.
COMMUNICATION
Communication is essential for the INTERNAL FUNCTIONING of the
organization, because it integrates the managerial functions of planning,
organizing, staffing, leading, and controlling.

Communication also relates an enterprise to its EXTERNAL ENVIRONMENT. It

is through communication that managers become aware of the needs of
the customers, the availability of suppliers, the claims of stockholders, the
regulations of the government and the concerns of the community
The information
message
act
communication
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Communication
receiver
Feedback mayis be
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COMMUNICATION
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understands the messagewords)
in
exactly the same way as it was intended by the sender.
FEEDBACK

SENDER RECEIVER
TRANSMISSION
OF
THOUGHT ENCODING MESSAGE RECEPTION DECODING UNDERSTANDING

NOISE
NINE TYPES OF
COMMUNICATIO
N
TYPES OF COMMUNICATION
Formal communication is an officially created
procedure for the flow of communication between
the various positions in the organizational set-up.
Memos
Intranet
Meetings
Conferences
Formal One-on-Ones
Bulletin Boards
Handouts
Letters
Presentations
Speeches
Notice Boards
Organizational blogs
Emails from managers and leaders
 TYPES OF COMMUNICATION
Informal communication is one that is outside the formed,
recognized communication system, such as conversations among
workers and the grapevine (gossip).

Single Strand – a form of informal communication wherein each

person communicates with the next in a single sequence.

Cluster - a very common form of informal communication, in

cluster networks a person will receive information and choose
to pass it on to their cluster network or keep the information to
themselves. Each individual will pass on the information to the
next cluster network

Probability Chain – each individual randomly tells another

individual the same piece of information.
 TYPES OF COMMUNICATION
Downward communication flows from people at higher
levels to those at lower levels in the organizational
hierarchy.

3
• This kind of communication exists especially in organizations
with an authoritarian atmosphere.
• The kinds of media used in downward oral communication
include instructions, speeches, meetings, telephone,
loudspeakers etc.
• Written downward communication includes letters,
memoranda, pamphlets, policy statements, procedures etc.
• The downward flow of communication through the different
levels of the organization is time-consuming.
• Information is often lost/distorted as it comes down the
chain of command.
TYPES OF COMMUNICATION
Upward communication travels from subordinates to
superiors and continues up the organizational hierarchy.

• Unfortunately, this flow is often hindered by managers in the

communication chain that filters the messages and does not
transmit all the information, especially unfavorable news to their
bosses.
• Upper management needs to know specifically about production
performance, marketing information, financial data, what
lower-level employees are thinking etc.
• Upward communication is primarily non-directive and is usually
found in participative/demographic organizational
environments.
• Effective upward communication requires an environment in
which subordinates feel free to communicate
TYPES OF COMMUNICATION
Crosswise communication or Horizontal
communication refers to communication between
individuals who are at the same or similar levels within

5
an organization but have different areas of
responsibility.

Horizontal communication is slightly more fluid and

dependent on cross-individual communication.

Typical examples exist as communication between managers of

different departments (HR, Marketing, Sales, etc.).
TYPES OF COMMUNICATION
Diagonal flow among people at different levels who
have no direct reporting relationships.

This kind of information flow is used to speed up the

6
process of communication, to improve understanding
and to coordinate efforts for the achievement of
organizational objectives.

Communication between a floor manager and a Sales team is a

prime example of diagonal communication.
TYPES OF COMMUNICATION
Written communication has the advantage of
providing records, references, and legal defense.

The message can be carefully planned, prepared, and

7
then directed to a large audience through mass mailing.

It can promote uniformity in policy, and procedure.

The disadvantages are that written messages may

create mountains of paper, maybe poorly expressed by
ineffective writers, and may not provide immediate
feedback.
TYPES OF COMMUNICATION
Oral communication can occur in a face-to-face
meeting of two people or in a manager’s presentation
to a large audience, which can be formal or informal, or
it can be planned or accidental.

8
The advantage being it makes possible speedy
interchange with immediate feedback.

People can ask questions and clarify points.

TYPES OF COMMUNICATION

9
Non-verbal communication – what a person
says can be reinforced (or contradicted) by non-
verbal communication, such as facial
expressions, and body gestures.

Non-verbal communication is expected to

support verbal, but it does not always do so.
COMMUNICATION
Lack of planning
Un-clarified assumptions

COMMUNICATION
BARRIERS TOSemantic distortion - can be deliberate or accidental.
EFFECTIVE “We sell for less” is deliberate (less than what?)
Poorly expressed messages.
Loss by transmission
Poor retention
Poor listening and beforehand evaluation
Distrust, threat, and fear
Insufficient period for adjustment to change
Information overload
Other communication barriers

• Selective perception
• Attitude influence
• Differences in status and power
• A large number of levels in the organizations
 TOWARDS EFFECTIVE COMMUNICATION
Following are the guidelines for effective communication / improving communication:

• Senders of messages must clarify in their minds what they want to communicate.
• Encoding and decoding be done with symbols that are familiar to the sender and receiver of the
message.
• Planning for communication should not be done in a vacuum.
• It is very important to consider the needs of the receivers of the information.
• In communication tone of voice, choice of language, and the congruency between what is said and
how it is said to influence the reactions of the receiver of the message.
• Communication is complete only when the message is understood by the receiver of the
information.
• The function of communication is more than transmitting information.
• It also deals with emotions that are important in interpersonal relationships between superiors &
subordinates.
Effective communication is the responsibility of both the sender and the
receiver of the information.

“Listening is the key to understanding.”

Listening is a skill that can be developed

by following the guidelines listed below:
• Stop talking
• Put the talker at ease
• Show the talker that you want to listen
• Remove distraction
• Empathize with the talker
• Be patient
• Hold your temper
• Go easy with arguments
• Ask questions
guidelines to improve written communication

Following are the guidelines to improve written communication:

• Use simple words and phrases

• Use short and familiar words
• Use personal pronouns (Such as I, You etc) whenever applicable.
• Give illustrations and examples.
• Use short sentences and paragraphs
• Use active verbs (Such as the manager plans)
• Avoid unnecessary words and sentences.