Class 12 Business Studies Questions Solutions for Chapter 7 Directing - Bzzii

 

1. Distinguish between leaders and managers.

Answer: A leader is a person who can see how things can be improved and who rallies people to move towards that better vision, and on the other hand a manager is a person who manages the organisation and is responsible for planning, directing, coordinating and controlling. There are big differences between them. 
    Difference between leaders and managers, discuss below.

Basis of Comparison	Leader	Manager
Meaning	A leader is someone who can see how things can be improved and who rally people to move towards that better vision	A manager is a person who manages the organisation and is responsible for planning, directing, coordinating and controlling.
Approach	Sets Direction	Plans details
Subordinate	Followers	Employees
Focus	People,workers	Process and Procedure
People	Aligns people	Organises people

2. Define Motivation.

Answer: Motivation means to be inspired to do something. Motivation means incitement to act. In an organisation, it means the process of making subordinates act in a desired manner to achieve certain organisational goals.

3. What is informal communication?

Answer: 'Informal communication' is communication between people in an organisation that is not based on formal relationships in the organisational structure. An informal communication system is also known as a grapevine. Under informal communication, a piece of information flows in all directions without paying any attention to the authority. It arises from the social interaction among the employees and then spreads throughout the organisation. This may take the form of rumour or gossip. For example, a talk at lunch about a senior's attitude is an informal communication. It is difficult to find the source of such information.

4. What are semantic barriers of communication?

Answer: Semantic barriers are those barriers, which are related to problems in the process of encoding and decoding a message, called semantic barriers.
     The types of semantic constraints are:

(i) Poorly conveyed messages Badly conveyed messages result from the use of incorrect words, omission of essential words and inadequate vocabulary.

(ii) Symbols with different meanings The same word or symbol may carry different meanings to different people. The misinterpretation perceived by the receiver leads to communication problem.

(iii) Faulty translation When the translator is not proficient in both the languages ​​involved in the translation, the meaning of the message may be distorted.

(iv) Ambiguous Assumptions, It is observed that sometimes a sender assumes that the receiver knows some basic things and hence, it is sufficient to tell him about the major subject. This view of the sender is true to some extent in the context of daily communication, but it is absolutely wrong in the case of a particular message.

5. Who is a supervisor?

Answer: A supervisor refers to a person who directly supervises the activities of workers to ensure that they perform their work according to plans and instructions.

6. What are the element of directing?

Answer: The functions related to direction are called the elements of direction. 

There are four primary elements of direction.They are supervising, motivating, leading and communicating.

Supervision: Supervision being an element of direction, every manager in the organisation supervises his subordinates. In this sense, supervision can be understood as the process of guiding the efforts of employees and other resources to accomplish desired objectives. It means monitoring what is being done by subordinates and giving directions to ensure optimum utilisation of resources and achievement of work goals.

Motivational: A manager should try to develop insight into the causes of people's behaviour. A manager may find highly committed and hardworking employees or lazy, procrastinating and superficial employees.

Leadership: Leadership is the art of motivating a group of people to work towards achieving a common goal. Leadership indicates the ability to maintain good interpersonal relationships with followers and motivate them to contribute towards achieving organizational objectives.

Communication: Communication is understood as the process of exchanging ideas, thoughts, facts, feelings, etc., between people or between people to create common understanding.

7. Explain the process of motivation?

Answer: The motivation process is based on human needs. The process of motivation is given:
Unsatisfied needs: Feelings of need or lack are central to motivation. In other words, the process of motivation begins when a person actually feels an unsatisfied need.

Stress: The concerned person gets upset at the thought of his need not being satisfied.

Drive: Feelings of unsatisfied need put pressure on the person's mind and they become courageous. It encourages people to take steps to meet their needs.

Searching Behaviour: A person tries to search for various alternatives to satisfy his need. He puts the best option into operation.

Fulfilment of needs: After pursuing a particular option for some time, he assesses whether his need is satisfied or not.

Stress Reduction: The process of motivation occurs at this stage when the individual becomes successful in meeting the needs of the individual and the stress is relieved.

8. Explain different networks of grapevine communications?

Answer: Gossip Network: In this network, everyone communicates with everyone on a non-selective basis.

Probability Network: In this network, the individual communicates randomly with other individuals.

Cluster network: In this network, the person communicates with only those people whom he trusts.

Signal Trade Network: In this network each person connects to others in a sequence.

Long answer type question

1. Explain the principles of Directing?

Answer: The principles of guidance are given below:

(i) Maximum Individual Contribution:  This theory indicates that directing techniques should help each employee to contribute in his maximum order to achieve organisational goals.This theory emphasises that Guidance techniques should help everyone in the organisation to make the most of your contribution possibility of achievement organisational objective. it must be bring out the unused energies of for the efficiency of the employees Organisation.

(ii) Harmony of Objectives: Most of the time it happens that organisational objectives and individual objectives run in opposite directions. often,We find that the individual objectives of the objectives staff and organisational have understandable objectives conflicting among themselves. For For example, an employee might expect Attractive salary and monetary benefits to fulfil your personal needed.

(iii) Unity of Command: According to this principle, a subordinate should receive instructions from one officer at a time. If the subordinate receives instructions from more than one officer, the subordinate will be unable to prioritise his work. This policy insists that an individual agency should be taken from one superior only. Obedience to the organisation ensures that this policy is effective in creating confusion, conflict and disorder by creating instructions from multiple directions.

(iv) Managerial Communication: According to this principle, it should be monitored by the management that the subordinates get the meaning of what is said. This simplifies the work of the subordinates and they do not need to repeatedly approach the managers for enquiries.Effective managed communication creates organisation direction at all levels Effective should be indicated clear instructions to make total understanding subordinates. Through appropriate feedback, managers must ensure that the subordinate understands him. instructions for sure.

(v) Use of Informal Organisations:  A The manager must understand that informal groups or organisations are present in every formal organisation. He must be present and use such agencies for effective guidance.

(vi) Leadership: Management time subordinates, managers are as needed Use good leadership as it may affect subordinates Dissatisfaction among them without a positive reason.

(vii) Follow through: Provide one command is not enough. Managers must follow whether the order is being constantly reviewed, is being executed accordingly or no problem is being faced. If necessary, appropriate changes must be made in the direction.

(viii) Applicability of Directing Technique:  According to this principle, suitable motivator and Must have leadership techniques used when directing people Based on subordinate needs, Abilities, Attitudes and Others situational variable. For example, money can work for some people powerful motivator while for others Promotion can act as an effective Motivational.

2. Explain the qualities of a good leader? Do the qualities alone ensure leadership success?

Answer: Some of the qualities that all leaders need are:

(i) Physical features : It is believed that good physical features attract people. Height, weight, health, appearance determine a person's physical personality.

(ii) Knowledge : A good leader should have the necessary knowledge and ability. Only that person can properly guide and influence his subordinates.

(iii) Sincerity: Sincerity should be the norm for others regarding its ethics and values. A leader should have a high standard of honesty and integrity.

(iv) Initiative : A good leader never waits for his opportunity but he seizes the opportunity and uses it for the benefit of the organisation.

(v) Communication and motivation skills : A leader must be a good communicator. He should have the ability to explain his own thoughts and give people the ability to understand his thoughts. He should also understand the needs of the people and motivate them by meeting their needs.

(vi) Confidence : A high level of confidence is very important for any leader. He should not lose his confidence even in the most difficult times. A person who is not confident in himself will never succeed in giving confidence to his followers.

(vii) The decision maker : The leader should be able to make decisions while conducting work. Once he is convinced of the truth, he should stand firm and not change his mind again and again.

(viii) Social skills : A leader should be friendly and friendly with his colleagues and followers. He should understand people and maintain good human relations with them.

           Many times, the success of an organisation is credited to the leader, but the followers are not given due credit. Matters related to many followers such as their skills, knowledge, commitment, willingness to cooperate, team spirit etc. make a person an effective leader. It is said that the acceptability of the leadership of the followers makes a person a good leader. So both the follower and the leader are playing an important role in the leadership process. 

3. Discuss Maslow’s need Hierarchy theory of motivation.

Answer: Maslow’s theory of essential permutation is an emotional term and plays an important role in motivating an employee’s needs. Various researchers have developed theories on them to study inspiration. Abraham Maslow's theory of motivation is based on human needs. These requirements are categorised in a hierarchical order from low to high, as shown below:

 

(i) Physiological Needs   These needs are the lowest and most basic human needs. These requirements match the most basic and basic needs in the classification. Food, clothing, shelter are just a few examples of this kind of need. Basic pay helps meet this demand.

(ii) Safety/Security Needs The second level of need in Maslow's hierarchy appears when physiological needs are satisfied. Security needs include the need for a safe environment, security needs when basic needs are met, people think about the future. These requirements provide security and protection from the upcoming future like job security, pension scheme etc.

(iii) Affiliation Needs Man is a social animal. Therefore, these requirements refer to involvement or affiliation. All individuals want to be recognised and recognised by others. Similarly, an entrepreneur is motivated to interact with the entrepreneur, his employees and others.

(iv) Esteem Needs These include issues such as self-esteem, autonomous position, and attention. One person seeks respect and recognition from others in this need In the case of entrepreneurial entrepreneurs, entrepreneurship ownership and self-control meet their respectful needs by providing them with dignity, honour, reputation and independence.

(v) Self-actualisation Needs This is the maximum level of classification required. It refers to driving as what it can be. Requirements include development, self -accomplishment, and achievement goals.

4. What are the common barriers to effective communication suggest measures to overcome them?

Answer: The types of barriers are:

 (i) Confusion: A branch of linguistics and linguistics concerned with the meaning of words and expressions. The social barriers are as follows: 

(a) Poor message transmission 

(b) Signs and characteristics 

(c) Misinterpretation 

(ii) Psychological barriers: Significant or emotional factors act as difficult barriers. Psychological barriers are: 

(a) Prompt evaluation 

(b) Lack of hearing 

(c) Trust 

(iii) Institutional problems: Aspects related to organisational foundations, management, communication, rules and regulations may be time becomes a barrier to effective communication. Some organisational barriers are: 

(a) Organisational principles 

(b) Rules and regulations 

(c) Circumstances 

(iv) Personal interference: The property of the sender and the recipient may be affected have good communication. Personal barriers are: 

(a) fear of challenging the boss 

(b) lack of confidence in more than his or her subordinate 

(c) refusal to talk.

5. Explain the various financial and non-financial incentives used to motivate the employees of an organisation.

Answer: Financial incentives Financial incentives refers to incentives that are directly measurable in financial size or financial position and motivate people for better performance. The financial incentives used in firms are listed below

(i)  Pay and Allowances : Salary and Allowances Salary for each employee is the basic financial incentive. This includes basic salary, DA and other allowances. The salary system includes regular increase in salary every year and increase in allowance from time to time.

(ii) Productivity Linked Wage Incentives : Productivity Linked Wage Incentives Several wage incentives aim to link wage payments to increase productivity at the individual or group level.

(iii) Profit-sharing : Profit-sharing means providing a portion of the profits to the employees to the employees.

(v) Co-partnership / Stock Option : Under this incentive scheme, employees are given shares of the company at a fixed price which is less than the market price. The allotment of shares creates a boon of employee ownership and further contributes to the growth of the organisation.

(vi) Retirement benefits : Various retirement benefits such as provident fund, pension and gratuity provide financial protection to employees after their retirement. This acts as an incentive when they are employed at the organisation.

(vii) Perquisites : Many companies offer parks or premier benefits such as car allowances, housing, medical assistance and education in addition to salaries. These arrangements help motivate employees / managers.

Non-financial stimulus

Stimulus that helps us meet our mental, emotional and social needs is known as non-financial incentive. There were some non-financial incentives

(i) Status : Status Ranking or higher position in the financial institution. An employee enjoys the dignity of any position of power in the organisation as indicated by his or her dignity. A person’s emotional, social and respectful needs are satisfied with the dignity given to their work.

(ii) Organisational climate : It refers to the characteristics that characterise an organisation and distinguish it from each other. Individual autonomy, rewards, consideration of employees, etc. are the positive features of an organisation. If managers try and incorporate more of it into an organisation, it helps to develop a better organisational climate.

(iii) Career Advancement Opportunities : Managers should be given opportunities to enhance the skills of their employees and should be promoted to higher level. Appropriate skill development programs and word-of-mouth policies will help employees achieve their promotions. Promotions always act as a tonic and encourage employees to show improved performance.

(iv) Job Enrichment : Job enrichment is related to job design that includes a variety of job satisfaction, requires a high level of knowledge and skills, gives employees more autonomy and responsibility and provides opportunities for personal development and meaningful work experience.

(v) Employee Recognition Program : Recognition means recognition with appreciation. When such praise is given for the work done by employees, they feel motivated to edit / work at a higher level, e.g.

(A) Congratulations to the staff

(B) The names of the star actors are being displayed

(C) Establishment of prizes

(D) Distribution of mementos

(vi) Job security : Employees want their work to be secure. They want certain stability about future income and work so that they do not feel anxious about these aspects and work with more initiative. The only problem with this incentive is that when people think they can't lose their job, they can relax.

(vii) Staff participation : This means that employees are involved in decision making. In many organisations these programs are implemented in the form of Joint Management Committees, Work Committees, Canteen Committees, etc.

(viii) Staff empowerment : Empowerment means giving more autonomy and power to subordinates. Empowerment makes people feel that their work is important. This feeling plays a positive role in the use of skills and talents along with work efficiency.