Professional Documents
Culture Documents
Locus of Control
A locus of control orientation is a belief about whether the outcomes of our actions are
contingent on what we do (internal control orientation) or on events outside our personal
control (external control orientation).
In 1954, psychologist Julian Rotter suggested that our behaviour was controlled by rewards
and punishments, and that it was these consequences for our actions that determined our
beliefs about the underlying causes for these actions. In 1966, Rotter published a scale
designed to measure and assess external and internal locus of control.
Internal locus of control is often used synonymously with "self-determination" and "personal
agency." Research has suggested that men tend to have a higher internal locus of control
than women and that locus of control tends to become more internal as people grow older.
It is also important to note that locus of control is a continuum. No one has a 100 percent
external or internal locus of control. Instead, most people lie somewhere on the continuum
between the two extremes.
Those with an internal locus of control:
However, it is also important to remember that internal does not always equal "good" and
external does not always equal "bad." In some situations an external locus of control can
actually be a good thing, particularly if a person's level of competence in a particular area is
not very strong.
Management is the art of getting things done through other people. Explain the
importance of management in the light of this statement.
Management is the process by which human efforts are coordinated and combined with
other resources to accomplished organizational goals and objectives. Mary Parker Folett
defines management as the art of getting things done through people.
Getting things done means to get tasks and activities carried out. It implies that
management is not a mere philosophy but a highly performance-oriented function.
Management gets things done through people, comprising of both managers, subordinate
and staff members.
Getting things done through the people is really an art, which consists of a range of skills
acquired and refined in the course of practice. The skills which are required to get things
done through people include conceptual skills, technical skills, administrative skills, social
skills and so on. In order to get things done through people, management has to plan the
things which are to be done. This planning describes the formulation of objectives,
strategies, policies and programs at the top level of management. The tasks to be carried
out for achieving the goals are to be determined and assigned to individuals and work units.
It is called organisation. Then the roles or various position holders and their interrelationships are to be designed and defined. Thus, the management means to get things
done in an organized and disciplined manner.
Yes, of course it is the art of getting things done through people. A good management
requires a good manager in directing or leading his subordinates, as well as a good
subordinate in doing things in a right way in order to meet the goal and objectives of the
organization. It is also said that management requires an understanding of the economic
principle of the division of labor, which breaks down into subtasks, and the coordination of
effort, which recognize the subtasks into an efficient and effective whole. The managers do
not do the work themselves. They get the work done through the workers. The workers
should not be treated like slaves. They should not be trickled, threatened or forced to do the
work. A favorable work environment should be created and maintained.
Define coordination
Co-ordination is the unification, integration, synchronization of the efforts of group members
so as to provide unity of action in the pursuit of common goals. It is a hidden force which
binds all the other functions of management.
According to Mooney and Reelay, Co-ordination is orderly arrangement of group efforts to
provide unity of action in the pursuit of common goals.
According to Charles Worth, Co-ordination is the integration of several parts into an orderly
hole to achieve the purpose of understanding.
Management seeks to achieve co-ordination through its following basic functions
planning,
organizing,
staffing,
directing
controlling.
What are the leadership qualities that you would look for in a manager?
Distinguish between innate and acquirable qualities with examples.
There will be good times, stressful times, and terrible times, but a great leader is always
able to lead a team to success, regardless of the situation at hand. Simply holding a position
in leadership doesnt make someone a good leader. A truly great leader understands the
many different factors that come with leading others, and strives to help others reach their
goals; they are always developing themselves, and act as visionaries for their organization.
Qualities are most important for a manager to be an effective leader are list below.
Honesty: The foundation of any relationship, both personal and professional, is honesty.
People want to work for a leader they can trusta leader that has morals, values, and
integrity.
Communication: Without clear communication, your employees wont understand your
mission, goals, and vision. Employees want to work toward something they believe in, so
its important they understand that they are working toward the same goals you are. With
great communication, your employees will know exactly what they are working for, will rely
on you, and will give their best effort for you.
Confidence: When things go wrong, employees look to you for the answers and judge the
situation based upon your reaction. Even if the company is experiencing a major downturn,
its important to always be confident, calm, and set a good example. Good Leaders job is to
maintain the happy work environment, and continue leading the team in their daily work.
Inspiration: Inspiration often looks forward to the future, its also important for the
present; it gives employees a reason to work, to succeed, and to do their best in everything
they do. Make them feel invested in the company through inspiration and theyll be loyal,
hard-working employees.
Delegation: If there is a highly-important project, it can be difficult to trust employees
without micromanaging. Trusting them to do their best possible work is a sign of strength in
your leadership, and will encourage them to live up to your expectations. When it comes to
delegation, the idea is to decide what strengths each employee possesses, and to assign
them tasks that best fit those strengths. The ability to delegate successfully will lead to
higher quality work and productivity.
Humor: Although not a requirement, a sense of humor goes a long way in leadership. It
helps create a positive work environment and enhances the feeling of camaraderie. Unique
personality and sense of humor shows your employees that you are more than a leader, and
that you arent a machine, which encourages them to feel comfortable around you.
Intuition: Sometimes we are presented with situations that arent in the textbooks, and for
which you might not be prepared as a leader. The first decision isnt always the best one,
and taking your time to come up with a unique solution can be in the best interest of your
workers and organization. Sometimes, leaders have to draw upon their instincts, past
experiences, and mentors for help in these complicated situations.
The various traits can be classified into innate and acquirable traits, on the basis of their
source.
Innate qualities are those which are possessed by various individuals since their birth. These
qualities are natural and often known and God-gifted. On the basis of such qualities, it is
said that leaders are born and not made. These qualities cannot be acquired by the
individuals
Acquirable qualities of leadership are those which
various processes. In fact, when child is born, he
through socialization and identification processes.
among the child as various traits over a period
increased through training programmers.