A Comprehensive Overview of Motivation Theories in Management

This report delves into the multifaceted realm of motivation theories, crucial for effective international management. It commences with an exploration of classical theories, including Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and McGregor's Theory X and Theory Y, providing a foundational understanding of employee behavior and motivation drivers. The report dissects each theory, outlining its core principles, implications for managers, and limitations. Furthermore, it transitions into contemporary theories, such as Alderfer's ERG theory, offering a more nuanced perspective on human needs and their impact on workplace dynamics. The report comprehensively examines the evolution of motivational thought, providing valuable insights for managers aiming to enhance employee engagement and organizational performance within diverse international contexts. It provides a good overview of the topic for students.

INTERNATIONAL MANAGEMENT
UNIT III
International Perspectiv
Organizational Behavio

WHAT IS M OTIVATION ?
Motivation is the word derived from the word ’motive’ which me
needs, desires, wants or drives within the individuals In the work goa
the psychological factors stimulating the people’s behaviour can be -
 desire for money
 success
 recognition
 job-satisfaction etc
One of the most important functions of management is to create
willingness amongst the employees to perform in the best of their ab
Therefore the role of a leader is to arouse interest in performance of
employees in their jobs. The process of motivation consists of three s
 A felt need or drive
 A stimulus in which needs have to be aroused
 When needs are satisfied, the satisfaction or accomplishment of g

CLASSICAL THEORIES OF M OTIVATION
The motivation concepts were mainly developed a
1950’s.Three main theories were made during this peri
These three classical theories are- Maslow’s hierarchy of needs theory Herzberg’s Two factor theory Theory X and Theory Y
These theories are building blocks ofthe contemporary
theories developed later.The working mangers and learned
professionals tilldate use these classicaltheories to explain
the concept of employee motivation.

MASLOW’S HIERARCHY OF NEEDS THEORY
Abraham Maslow is well renowned for
proposing the Hierarchy of Needs Theory
1943. This theory is a classical depiction
human motivation. This theory is based o
assumption that there is a hierarchy of fiv
needs within each individual. The urgenc
these needs varies. These five needs are
follows

 Physiologicalneeds- These are the basic needsof air, water,food,
clothing and shelter. In other words, physiological needs are the n
for basic amenities of life. Safetyneeds-Safetyneedsinclude physical,environmentaland
emotionalsafety and protection.For instance- Job security,financial
security, protection from animals, family security, health security, Socialneeds- Socialneeds include the need for love,affection,care,
belongingness, and friendship. Esteem needs- Esteem needs are oftwo types:internalesteem needs
(self- respect,confidence,competence,achievementand freedom)
and externalesteem needs (recognition,power,status,attention and
admiration). Self-actualization need- This include the urge to become what
capable ofbecoming / whatyou have the potentialto become.It
includes the need for growth and self-contentment.It also includes
desire forgaining more knowledge,social-service,creativity and
being aesthetic.The self- actualization needs are never fully satiable
As an individualgrows psychologically,opportunities keep cropping
up to continue growing.

I MPLICATIONS OF MASLOW 'S HIERARCHY
OF NEEDS THEORY FOR MANAGERS As far as the physiological needs are concerned, the managers
should give employees appropriate salaries to purchase the ba
necessities of life. As far as the safety needs are concerned, the managers should
provide the employees job security, safe and hygienic work
environment, and retirement benefits so as to retain them. As far as social needs are concerned, the management should
encourage teamwork and organize social events. As far as esteem needs are concerned, the managers can appre
and reward employees on accomplishing and exceeding their
targets. The management can give the deserved employee highe
job rank / position in the organization. As far as self-actualization needs are concerned, the managers
give the employees challenging jobs in which the employees’
and competencies are fully utilized. Moreover, growth
opportunities can be given to them so that they can reach the pea

LIMITATIONS OF MASLOW’S THEORY It is essential to note that not all employees ar
governedby same set of needs.Different
individuals may be driven by different needs at
samepoint of time. It is alwaysthe most
powerfulunsatisfied need thatmotivatesan
individual. The theory is not applicable in case of starving
artist as even ifthe artist’s basic needs are not
satisfied,he willstillstrive for recognition and
achievement.

HERZBERG ’S TWO-FACTOR THEORY OF
MOTIVATION
In 1959, Frederick Herzberg, a behavioural
scientistproposed a two-factor theory or the
motivator-hygienetheory. According to
Herzberg,there are some job factors that result
in satisfaction while there are other job factors
that prevent dissatisfaction.
According to Herzberg,the oppositeof
“Satisfaction”is “No satisfaction”and the
opposite of “Dissatisfaction”is “No
Dissatisfaction”.

FIGURE: Herzberg’s view of satisfaction and
dissatisfaction

HERZBERG CLASSIFICATION OF JOB
FACTORS INTO TWO CATEGORIES
Hygiene factors- Hygiene factors are those job
factors which are essential for existence of motivation
at workplace. These do not lead to positive satisfaction
for long-term. But if these factors are absent / if these
factors are non-existant at workplace, then they lead t
dissatisfaction. In other words, hygiene factors are tho
factors which when adequate / reasonable in a job,
pacify the employees and do not make them dissatisfie
These factors are extrinsic to work. Hygiene factors are
also called as dissatisfiers or maintenance factors
they are required to avoid dissatisfaction. These factor
describe the job environment / scenario. The hygiene
factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled

HYGIENE FACTORS Pay- The pay or salary structure should be appropriate and reasonable.
must be equal and competitive to those in the same industry in the same
domain. Company Policies and administrative policies- The company policie
should not be too rigid. They should be fair and clear. It should include
flexible working hours, dress code, breaks, vacation, etc. Fringe benefits- The employees should be offered health care plans
(mediclaim), benefits for the family members, employee help programme
etc. Physical Working conditions- The working conditions should be safe,
clean and hygienic. The work equipments should be updated and well-
maintained. Status- The employees’ status within the organization should be familia
and retained. Interpersonal relations-The relationship of the employees with his
superiors and subordinates should be appropriate and acceptable. There
should be no conflict or humiliation element present. Job Security- The organization must provide job security to the employe

MOTIVATIONAL FACTORS
According to Herzberg, the hygiene factors
cannot be regarded as motivators. The
motivational factors yield positive satisfaction.
These factors are inherent to work. These
factors motivate the employees for a superior
performance. These factors are called satisfiers
These are factors involved in performing the
job. Employees find these factors intrinsically
rewarding. The motivators symbolized the
psychological needs that were perceived as an
additional benefit.

MOTIVATIONAL FACTORS INCLUDE Recognition-The employeesshould be praised and
recognized for their accomplishments by the managers. Sense ofachievement- The employees must have a sense o
achievement.This depends on the job.There must be a fruit
of some sort in the job. Growth andpromotionalopportunities-There must be
growth and advancement opportunities in an organization t
motivate the employees to perform well. Responsibility-The employeesmust hold themselves
responsible for the work.The managers should give them
ownership ofthe work.They should minimize controlbut
retain accountability. Meaningfulnessof the work-The work itselfshould be
meaningful,interesting and challenging for the employee to
perform and to get motivated.

IMPLICATIONS OF TWO-FACTOR THEORY
The Two-Factor theory implies that the managers
must stress upon guaranteeing the adequacy of the
hygiene factors to avoid employee dissatisfaction. Also
the managers must make sure that the work is
stimulating and rewarding so that the employees a
motivated to work and perform harder and bette
theory emphasize upon job-enrichment so as to
motivate the employees. The job must utilize the
employee’s skills and competencies to the maximum.
Focusing on the motivational factors can improv
quality.

THEORY X AND THEORY Y
In 1960, DouglasMcGregorformulated
Theory X and Theory Y suggesting two aspects
of human behaviourat work, or in other
words, two different views of individuals
(employees): one of which is negative,called as
Theory X and the other is positive,so called as
Theory Y.
According to McGregor,the perception of
managers on the nature ofindividuals is based
on various assumptions

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

ASSUMPTIONS OF THEORY Y 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 an
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 th
employees can be utilized to solve organizational problems

COMPARATIVE CRITICS
Thus, we can say that Theory X presents a
pessimistic view of employees’ nature and behaviour a
work, while Theory Y presents an optimistic view of the
employees’ nature and behaviour at work. If correlate
with Maslow’s theory, we can say that Theory X is base
on the assumption that the employees emphasize on t
physiological needs and the safety needs; while Theory
Y is based on the assumption that the social needs,
esteem needs and the self-actualization needs domina
the employees.
McGregor views Theory Y to be more valid and
reasonable than Theory X. Thus, he encouraged cordia
team relations, responsible and stimulating jobs, and
participation of all in decision-making process

IMPLICATIONS OF THEORY X AND THEORY Y Quite a few organizations use Theory X today. Theory X
encourages use of tight control and supervision. It imp
that employees are reluctant to organizational changes. Many organizations are using Theory Y techniques. Theory
implies that the managers should create and encourage
work environment which provides opportunities to
employees to take initiative and self-direction. Emplo
should be given opportunities to contribute to organizationa
well-being. Theory Y encourages decentralization of
authority, teamwork and participative decision makin
organization. Theory Y searches and discovers the ways in
which an employee can make significant contributions in an
organization. It harmonizes and matches employees’ needs
and aspirations with organizational needs and aspirations.

MODERN THEORIES OF MOTIVATION
Familiar with the classical theories of motivation,
but they all are not empirically supported. As far as
contemporary theories of motivation are concerned, al
are well supported with evidences. Some of the
contemporary / modern theories of motivation are
explained below:
 ERG Theory
 McClelland’s Theory of Needs
 Goal Setting Theory
 Reinforcement Theory
 Equity Theory of Motivation
 Expectancy Theory of Motivation

ERG T HEORY OF MOTIVATION
To bring Maslow’s need hierarchy theory ofmotivation in
synchronizationwith empirical research,Clayton Alderfer
redefined it in his own terms. His rework is called as ERG theory o
motivation.He recategorized Maslow’shierarchy ofneedsinto
three simpler and broader classes of needs: Existence needs- These include need for basic material necessit
In short, it includesan individual’sphysiologicaland physical
safety needs. Relatedness needs- These include the aspiration individual’s ha
for maintaining significantinterpersonalrelationships (be itwith
family,peers or superiors),getting public fame and recognition.
Maslow’s social needs and external component of esteem needs f
under this class of need. Growth needs-Theseincludeneed for self-developmentand
personalgrowth and advancement.Maslow’sself-actualization
needsand intrinsic componentof esteem needsfall under this
category of need.

The significance of the three classes of needs may vary for
individual.

DIFFERENCE BETWEEN MASLOW NEED
HIERARCHY THEORY AND ALDERFER ’S ERG
THEORY ERG Theory states that at a given point of time, more than one need ma
be operational. ERG Theory also shows that if the fulfillment of a higher-level need is
subdued, there is an increase in desire for satisfying a lower-level need. According to Maslow, an individual remains at a particular need level
until that need is satisfied. While according to ERG theory, if a higher-
level need aggravates, an individual may revert to increase the satisfact
of a lower- level need. This is called frustration- regression aspect of
theory.
For instance- when growth need aggravates, then an
individual might be motivated to accomplish the relatedness need and if
there are issues in accomplishing relatedness needs, then he might be
motivated by the existence needs. Thus, frustration/aggravation can resu
in regression to a lower-level need.
Thus, he gives explanation to the issue of “starving artist” who can
struggle for growth even if he is hungry.

IMPLICATIONS OF THE ERG T HEORY Managers must understand that an employee has various
needs that must be satisfied at the same time. According to
the ERG theory, if the manager concentrates solely on one
need at a time, this will not effectively motivate the employ
Also, the frustration- regression aspect of ERG Theor
added effect on workplace motivation.
For instance- if an employee is not provided with
growth and advancement opportunities in an organization,
he might revert to the relatedness need such as socializing
needs and to meet those socializing needs, if the environm
or circumstances do not permit, he might revert to the need
for money to fulfill those socializing needs. The sooner the
manager realizes and discovers this, the more immediate
steps they will take to fulfill those needs which are frustrate
until such time that the employee can again pursue growth

MCCLELLAND ’S THEORY OF NEEDS
David McClelland and hisassociatesproposed
McClelland’s theory of Needs / Achievement
MotivationTheory.This theory statesthat human
behaviour is affected by three needs - Need for Power,
Achievementand Affiliation.Need for achievementis
the urge to excel,to accomplish in relation to a set of
standards,to struggleto achievesuccess.Need for
poweris the desireto influenceother individual’s
behaviour as per your wish.In other words,it is the
desire to have control over others and to be influential
Need for affiliation isa need foropen and sociable
interpersonal relationships. In other words, it is a desir
for relationship based on co-operation and mutual
understanding.

GOAL SETTING THEORY OF MOTIVATION
In 1960’s, Edwin Locke put forward the
Goal-setting theory of motivation. This theory
states that goal setting is essentially linked to
task performance. It states that specific and
challenging goals along with appropriate
feedback contribute to higher and better task
performance. In simple words, goals indicate and
give direction to an employee about what needs
to be done and how much efforts are required to
be put in.

FEATURES OF GOAL -SETTING THEORY The willingness to work towards attainment of goal is main source of job
motivation. Clear, particular and difficult goals are greater motivating
factors than easy, general and vague goals. Specific and clear goals lead to greater output and better performance.
Unambiguous, measurable and clear goals accompanied by a deadline for
completion avoids misunderstanding. Goals should be realistic and challenging. This gives an individual a
feeling of pride and triumph when he attains them, and sets him up for
attainment of next goal. The more challenging the goal, the greater is the
reward generally and the more is the passion for achieving it. Better and appropriate feedback of results directs the employee behaviour
and contributes to higher performance than absence of feedback.
Feedback is a means of gaining reputation, making clarifications and
regulating goal difficulties. It helps employees to work with more
involvement and leads to greater job satisfaction. Employees’ participation in goal is not always desirable. Participation of setting goal, however, makes goal more acceptable and
leads to more involvement.

 Goal setting theory has certain eventualities such as:
 Self-efficiency- Self-efficiency is the individual’s self-
confidence and faith that he has potential of performing
task. Higher the level of self-efficiency, greater will be th
efforts put in by the individual when they face challengin
tasks. While, lower the level of self-efficiency, less will be
the efforts put in by the individual or he might even quit
while meeting challenges.
 Goal commitment- Goal setting theory assumes that th
individual is committed to the goal and will not leave the
goal. The goal commitment is dependent on the following
factors: Goals are made open, known and broadcasted. Goals should be set-self by individual rather than
designated. Individual’s set goals should be consistent with the
organizational goals and vision.

ADVANTAGES & LIMITATIONS OF GOAL
SETTING THEORY
Advantages Goal setting theory is a technique used to raise incentives for
employees to complete work quickly and effectively. Goal setting leads to better performance by increasing motivation
and efforts, but also through increasing and improving the
feedback quality.
Limitations At times, the organizational goals are in conflict with the
managerial goals. Goal conflict has a detrimental effect on the
performance if it motivates incompatible action drift. Very difficult and complex goals stimulate riskier behaviour. If the employee lacks skills and competencies to perform actions
essential for goal, then the goal-setting can fail and lead to
undermining of performance. There is no evidence to prove that goal-setting improves job
satisfaction.

REINFORCEMENT THEORY OF MOTIVATION Reinforcementtheory of motivation wasproposed by BF
Skinner and his associates.It statesthat individual’s
behaviour is a function ofits consequences.It is based on
“law of effect”,i.e, individual’sbehaviourwith positive
consequencestends to be repeated,but individual’s
behaviourwith negativeconsequencestendsnot to be
repeated. Reinforcementtheory ofmotivation overlooks the internal
state ofindividual,i.e., the innerfeelingsand drivesof
individualsare ignored bySkinner.This theoryfocuses
totally on what happens to an individual when he takes som
action. Thus, according to Skinner, the external environmen
of the organizationmust be designedeffectivelyand
positively so as to motivate the employee.This theory is a
strong tool for analyzingcontrollingmechanism for
individual’sbehaviour.However,it doesnot focuson the
causes of individual’s behaviour.

IMPLICATIONS OF REINFORCEMENT THEORY Reinforcement theory explains in detail how an
individual learns behaviour. Managers who
making attempt to motivate the employees mu
ensure that they do not reward all employe
simultaneously. They must tell the employee
what they are not doing correct. They must tel
the employees how they can achieve posi
reinforcement.

EQUITY THEORY OF MOTIVATION The core of the equity theory is the principle of
balance or equity. As per this motivation theory,
an individual’s motivation level is correlated to
his perception of equity, fairness and justice
practiced by the management. Higher is
individual’s perception of fairness, greater is the
motivation level and vice versa. While evaluating
fairness, employee compares the job input (in
terms of contribution) to outcome (in terms of
compensation) and also compares the same with
that of another peer of equal cadre/category. D/I
ratio (output-input ratio) is used to make such a
comparison.

EQUITY THEORY
Ratio ComparisonPerception
O/I a < O/I b Under-rewarded
(Equity Tension)
O/I a = O/I b Equity
O/I a > O/I b Over-rewarded (Equity
Tension)

ASSUMPTIONS OF THE EQUITY THEORY The theory demonstrates that the individuals are
concerned both with their own rewards and also with
what others get in their comparison. Employees expect a fair and equitable return for their
contribution to their jobs. Employees decide what their equitable return should b
after comparing their inputs and outcomes with those
of their colleagues. Employees who perceive themselves as being in an
inequitable scenario will attempt to reduce the inequit
either by distorting inputs and/or outcomes
psychologically, by directly altering inputs and/or
outputs, or by quitting the organization.

EXPECTANCY THEORY OF MOTIVATION The expectancy theory was proposed by Victor Vroom ofYale School
of Management in 1964. Vroom stresses and focuses on outcomes, a
not on needs unlike Maslow and Herzberg.The theory states that the
intensity of a tendency to perform in a particular manner is dependen
on the intensity ofan expectation thatthe performancewill be
followed by a definite outcome and on the appealof the outcome to
the individual. The Expectancy theory states that employee’s motivation is an out
of how much an individual wants a reward (Valence),the assessment
thatthe likelihood thatthe effortwill lead to expected performance
(Expectancy) and the beliefthat the performance will lead to reward
(Instrumentality). In short, Valence is the significance associated by
individualabout the expected outcome.It is an expected and not the
actual satisfaction that an employee expects to receive after achievin
the goals. Expectancy is the faith that better efforts will result in bet
performance. Expectancy is influenced by factors such as possession
appropriateskills for performingthe job, availabilityof right
resources,availability ofcrucial information and getting the required
support for completing the job.

WHAT IS LEADERSHIP ? Leadership is a process by which an executive can
direct, guide and influence the behavior and work of
others towards accomplishment of specific goals in a
given situation. Leadership is the ability of a manager
induce the subordinates to work with confidence and
zeal. Leadership is the potential to influence behaviour of
others. It is also defined as the capacity to influence a
group towards the realization of a goal. Leaders are
required to develop future visions, and to motivate the
organizational members to want to achieve the visions

DEFINITION
“Leadership is the ability to
persuade others to seek defined
objectives enthusiastically. It is the
human factor which binds a group
together and motivates it towards
goals.”
- Keith Davis

CHARACTERISTICS OF LEADERSHIP It is a inter-personal process in which a manager is into
influencing and guiding workers towards attainment of
goals. It denotesa few qualitiesto be presentin a person
which includes intelligence, maturity and personality. It is a group process.It involves two or more people
interacting with each other. A leader is involved in shaping and moulding the
behaviourof the group towardsaccomplishmentof
organizational goals. Leadership is situation bound.There is no best style of
leadership.It all dependsupon tacklingwith the
situations.

IMPORTANCE OF LEADERSHIP
Leadership is an important function of
management which helps to maximize efficiency and t
achieveorganizationalgoals.The following points
justify the importance of leadership in a concern. Initiates action Motivation Providing guidance Creating confidence Building morale Builds work environment. Co-ordination

QUALITIES OF A LEADER
A leader has got multidimensional traits in him which
makes him appealing and effective in behavior. The followin
are the requisites to be present in a good leader:
 Physical appearance
 Vision and foresight
 Intelligence
 Communicative skills
 Objective
 Knowledge of work
 Sense of responsibility
 Self-confidence and will-power
 Humanist
 Empathy

LEADERSHIP THEORIES While the behavioural theories of leadership focused on
discovering the constant relationship between leadership
behaviours and the group performance, the contemporary theorie
emphasized the significance of situational factors (such as stress
level, job structure, leader’s intelligence, followers’ traits, etc.) as
well. Some of the important leadership theories are as follows:
 Blake and Mouton’s Managerial Grid
 House’s Path Goal Theory
 Great Man Theory
 Trait Theory
 Leadership-Member Exchange (LMX) Theory
 Transformational Leadership
 Transactional Leadership
 Continuum of Leadership Behaviour
 Likert’s Management System
 Hersey Blanchard Model
 Fiedler’s Contingency Model

TRANSFORMATIONAL LEADERSHIP THEORY
Transformational leadership may be found
at all levels of the organization: teams,
departments, divisions, and organization as a
whole. Such leaders are visionary, inspiring,
daring, risk-takers, and thoughtful thinkers.
They have a charismatic appeal. But charisma
alone is insufficient for changing the way an
organization operates.
For bringing major changes,
transformational leaders must exhibit the
following four factors:

 Inspirational Motivation: The foundation of transformational leadership
is the promotion of consistent vision, mission, and a set of values to the
members. Transformational leaders guide followers by providing them with
a sense of meaning and challenge. They work enthusiastically and
optimistically to foster the spirit of teamwork and commitment. Intellectual Stimulation: Such leaders encourage their followers to be
innovative and creative. They encourage new ideas from their followers and
never criticize them publicly for the mistakes committed by them. The
leaders focus on the “what” in problems and do not focus on the blaming part
of it. Idealized Influence: They believe in the philosophy that a leader can
influence followers only when he practices what he preaches. Such leaders
always win the trust and respect of their followers through their action. They
typically place their followers needs over their own, sacrifice their personal
gains for them, ad demonstrate high standards of ethical conduct. The use of
power by such leaders is aimed at influencing them to strive for the common
goals of the organization. Individualized Consideration: Leaders act as mentors to their followers
and reward them for creativity and innovation. The followers are treated
differently according to their talents and knowledge. They are empowered to
make decisions and are always provided with the needed support to
implement their decisions.
The common examples of transformational leaders are
Mahatma Gandhi , Mahendra Singh Dhoni and Obama.

CRITICISMS OF TRANSFORMATIONAL
LEADERSHIP THEORY Transformational leadership makes use of
impression management and therefore lends
itself to amoral self promotion by leaders The theory is very difficult to e trained or
taught because it is a combination of many
leadership theories. Followers might be manipulated by leaders and
there are chances that they lose more than the
gain.

IMPLICATIONS OF TRANSFORMATIONAL
LEADERSHIP THEORY The current environment characterized by
uncertainty, global turbulence, and
organizational instability calls for
transformational leadership to prevail at all level
of the organization. The followers of such leader
demonstrate high levels of job satisfaction and
organizational commitment, and engage in
organizational citizenship behaviors. With such a
devoted workforce, it will definitely be useful to
consider making efforts towards developing way
of transforming organization through leadership.

TRANSACTIONAL LEADERSHIP THEORY The transactional style of leadership was first described by
Max Weber in 1947 and then by Bernard Bass in 1981. This
style is most often used by the managers. It focuses on the
basic management process of controlling, organizing, and
short-term planning. The famous examples of leaders
who have used transactional technique include
McCarthy and de Gaulle.
Transactional leadership involves motivating and
directing followers primarily through appealing to their
own self-interest. The power of transactional leaders comes
from their formal authority and responsibility in the
organization. The main goal of the follower is to obey the
instructions of the leader. The style can also be mentioned
a ‘telling style’.

Transactional leadershipTransformational Leadershi
Leadership is responsiveLeadership is proactive
Works within the
organizational culture
Work to change the
organizational culture by
implementing new ideas
Transactional leaders make
employees achieve
organizational objectives
through rewards and
punishment
Transformational leaders
motivate and empower
employees to achieve
company’s objectives by
appealing to higher ideals
and moral values
Motivates followers by
appealing to their own self-
interest
Motivates followers by
encouraging them to
transcend their own interests
for those of the group or unit

UNDERSTANDING COMMUNICATION AND
THE COMMUNICATION PROCESS
“The waywe communicatewith othersand with
ourselves ultimately determines the quality of ou
The processof passingany information from one
person to the other person with theaid of some
medium is termed as communication.
Sender -----------------------------------Receiver
Information

THE COMMUNICATION PROCESS
Parry (Sender)
(Content - Can be some information, data, diagram,
analysis, report)
(Information)↓ ↑(Feedback)
Peter (Receiver)
(Decodes the information, understands the information
and responds)

Communicationprocessis a simple
process where a message is being transferr
from a sender to the receiver.The receiver
after receiving the message understands th
message in the desired form and then acts
accordingly.
Communication in simplertermsis a
process ofpassing the information from the
first party (sender)to the secondparty
(receiver).Communication plays a vital role
not only in organizationsor one’s
professionalcareer butalso isessentialin
day to day life.

COMPONENTS OF COMMUNICATION
PROCESS

COMPONENTS OF COMMUNICATION PROCESS Context - Communication is affected by the context in which it
takes place. This context may be physical, social, chronological or
cultural. Every communication proceeds with context. The sender
chooses the message to communicate within a context. Sender / Encoder - Sender / Encoder is a person who sends the
message. A sender makes use of symbols (words or graphic or
visual aids) to convey the message and produce the required
response. The views, background, approach, skills, competencies,
and knowledge of the sender have a great impact on the message
The verbal and non verbal symbols chosen are essential in
ascertaining interpretation of the message by the recipient in the
same terms as intended by the sender. Message - Message is a key idea that the sender wants to
communicate. It is a sign that elicits the response of recipient.
Communication process begins with deciding about the message t
be conveyed. It must be ensured that the main objective of the
message is clear.

COMPONENTS OF COMMUNICATION
PROCESS Medium - Medium is a means used to exchange / transmit the
message. The sender must choose an appropriate medium for
transmitting the message else the message might not be conveye
the desired recipients. The choice of appropriate medium of
communication is essential for making the message effective and
correctly interpreted by the recipient. This choice of
communication medium varies depending upon the features of
communication. Recipient / Decoder - Recipient / Decoder is a person for whom
the message is intended / aimed / targeted. The degree to which
the decoder understands the message is dependent upon various
factors such as knowledge of recipient, their responsiveness to th
message, and the reliance of encoder on decoder. Feedback - Feedback is the main component of communication
process as it permits the sender to analyze the efficacy of the
message. Feedback may be verbal (through words) or non-verbal
(in form of smiles, sighs, etc.). It may take written form also in for
of memos, reports, etc.

COMMUNICATION BARRIERS - REASONS
FOR COMMUNICATION BREAKDOWN Perceptual and Language Differences Value Information Overload Inattention Time Pressures Distraction/Noise Emotions Complexity in Organizational Structure

DIFFERENT TYPES OF
COMMUNICATION

VERBAL COMMUNICATION

NON VERBAL COMMUNICATION

VISUALCOMMUNICATION