Principles Of Management In Hindi Language
Source: CC0 Public DomainEffective communication is a connection between people that allows for the exchange of thoughts, feelings, and ideas, and leads to mutual understanding.This exchange is evidenced when a speaker sends a message to which a listener responds. It seems simple, but it isn’t.People tend to take the communication process for granted. We generally figure that the communication between two or more people is no big deal. It just works. However, the reality is very different—the process of communication is actually impressively complex.There are many factors that ultimately determine whether a particular communication experience is likely to be successful or not. There are internal factors that affect each person participating in the communication process individually, interactional factors that affect how information is sent and received between two or more people, and external factors that affect the extent to which the physical environment is conducive to effective communication.There are also certain principles inherent in the communication process, as well as skills people can learn and practice.
When people are aware of these principles and apply this information, they significantly decrease the likelihood of misunderstanding and conflict and increase the chances of successful and skillful communication.There are four primary principles of communication:1. The message sent is not necessarily the message received.We often assume that just because we said something (or thought or intended something) that when another person doesn’t understand what we mean, it’s their fault. After all, the person who sends the message knows exactly what he or she meant. However, what the person on the receiving end of the message hears and understands may be quite different. In contrast to being anyone’s “fault,” this is simply one of the ways the communication process can go off track.The message sent may not be the message received because it must pass through a filtering system of thoughts and feelings—for both the sender and the receiver. As a result, when an adult comes home frustrated or angry about his or her workday, he or she may communicate or impatience to his or her partner or children, even though that isn’t his or her intent.
B.Com stands for Bachelor of Commerce. It is 3 years under graduation course provides you wide career opportunities in Accounts, Commerce, management fields. It is 3 years under graduation course provides you wide career opportunities in Accounts, Commerce, management fields. Principles of Management 33 of ‘Scientific Management’ whereas Fayol emphasised ‘Administrative Principles’. But before we go into the details of their contributions let us study the meaning of the principles of management. PrinciPles of ManageMent: the concePt A managerial principle is a broad and general guideline for decision. There are four primary principles of communication: The message must also pass through the listener’s own filter of thoughts and feelings. If a partner or child expects the sender of the message to be angry or impatient, he or she may hear neutral or even positive statements as harsh or angry.
The message must also pass through the listener’s own filter of thoughts and feelings. If a partner or child expects the sender of the message to be angry or impatient, he or she may hear neutral or even positive statements as harsh or angry.There is considerable room for misunderstanding between what the speaker intends to say, what he or she actually says, and what the listener hears. The less conscious the speaker and/or the listener is paying (the more distracted they are) when the message is sent and the more emotionally charged the subject is, the more likely it is that there will be a disconnect between what the speaker intends to say, what he or she actually says, and what the listener hears.The only way to be certain that the message you send is the same one the other person receives is through the process of feedback.
This is more critical when what your communication is of special importance or you sense from the other person’s reaction—whether verbal or nonverbal—that he or she is unclear.Checking out the accuracy of your communication involves literally asking what the other person heard you say. If what he or she reports hearing does not match up with what you intended, you can then clarify your message by sharing—specifically—what it was you intended to say. Then you can again ask for feedback, checking out what he or she heard this time.This process may seem cumbersome, but it results in more clear and accurate communication.
Sometimes this process may go through two or three rounds to ensure the speaker and listener are on the same page. The more matter-of-fact this process is the more successful it will be.2. It is impossible to not communicate.All actions—both intentional and unintentional—communicate certain messages. For example, deliberately ignoring someone is not “not communicating.” Quite the contrary (as you know if you’ve been on the receiving end), this action sends a strong message. Moreover, verbal communication (the words used) is only one part of the larger communication process that includes, facial expression, tone of voice, and voice volume.3. Every message has both content and feeling.Every message consists of content and feeling. The content is what the message is about based on the words used.
The feeling connected to the content is expressed through nonverbal cues—body language, gestures, facial expression, tone of voice, inflection, and voice volume.Whenever there are discrepancies between a message’s content and feeling, confusion is created for the listener—especially if the content and feeling seem to contradict each other. A classic example of this is when one person tells another “I’m not mad at you” (the content) in a loud angry voice (the feeling). Such communication cannot help but result in a certain degree of confusion.Electronic communication—via email, text, and other forms of instant messaging—can be so challenging and easily misinterpreted precisely because the words used are isolated from any and all of the nonverbal cues that provide essential information and clarification.4. Nonverbal cues are more believable than verbal cues.Whenever there is a discrepancy between the content (verbal) and feeling (nonverbal) of a message, the person on the receiving end will almost always give more weight to the feeling. In other words, if the words a speaker uses don’t match up with his or her tone of voice, facial expression, body language, and other nonverbal cues, the listener will pay more attention to and believe the nonverbal behavior.Consider how you react when someone gives you what sounds like a compliment: “You look great,” but with a tone of voice that you perceive as sarcastic.
Are you more likely to believe the verbal (words used/content) or the nonverbal (tone of voice/feeling)?These four qualities of the communication process are universal—whether the topic is the post-election political economy, Valentine’s Day planning, or simple sharing of the events of one’s day with others. Paying conscious attention to these four aspects of the communication process—regardless of whether you are on the sending or receiving end—will improve the quality of your communication by making it more skillful, effective, and successful.Dan Mager is the author of Some Assembly Required: A Balanced Approach to Recovery from and and Discover Recovery: A Comprehensive Addiction Recovery Workbook.Copyright 2017 Dan Mager, MSW.
In this business classic–now with a new Afterword in which the author draws parallels to the recent financial crisis–Roger Lowenstein captures the gripping roller-coaster ride of Long-Term Capital Management. Drawing on confidential internal memos and interviews with dozens of key players, Lowenstein explains not just how the fund made and lost its money but also how the personalities of Long-Term's partners, the arrogance of their mathematical certainties, and the culture of Wall Street itself contributed to both their rise and their fall.When it was founded in 1993, Long-Term was hailed as the most impressive hedge fund in history. But after four years in which the firm dazzled Wall Street as a $100 billion moneymaking juggernaut, it suddenly suffered catastrophic losses that jeopardized not only the biggest banks on Wall Street but the stability of the financial system itself. The dramatic story of Long-Term's fall is now a chilling harbinger of the crisis that would strike all of Wall Street, from Lehman Brothers to AIG, a decade later.
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Paul Hawken — entrepreneur and best-selling author — wrote Growing a Business for those who set out to make their dream a reality. He knows what he's talking about; he is his own best example of success.
In the early 1970s, while he was still in his twenties, he founded Erewhon, the largest distributor of natural foods. More recently, he founded and still runs Smith & Hawken, the premier mail-order garden tool company.
And he wrote a critically acclaimed book called The Next Economy about the future of the economy. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway.
When he asked why the order wasn't challenged, the answer was 'Because you told me to.' Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. That's when Marquet took matters into his own hands and pushed for leadership at every level. In 'The Five Dysfunctions of a Team' Patrick Lencioni offers a leadership fable that is as enthralling and instructive as his first two best-selling books, 'The Five Temptations of a CEO' and 'The Four Obsessions of an Extraordinary Executive.' This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams. Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed?
Will she be fired? Will the company fail? At the heart of the book is the Internet-based StrengthsFinder(R) Profile, the product of a 25-year, multimillion-dollar effort to identify the most prevalent human strengths. The program introduces 34 dominant 'themes' with thousands of possible combinations, and reveals how they can best be translated into personal and career success. In developing this program, Gallup has conducted psychological profiles with more than two million individuals to help readers learn how to focus and perfect these themes. 'The Great Game of Business' started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement.The revised and updated edition of 'The Great Game of Business' lays out an entirely different way of running a company.
Principles Of Management In Hindi Language Download
It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry.
In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them. Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years.
Principles Of Management In Hindi Pdf
After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. Based on a 40-year study of human strengths, Gallup created a language of the 34 most common talents and developed the Clifton StrengthsFinder assessment to help people discover and describe these talents. In 2001, the initial version of this assessment was included with the bestselling management book Now, Discover Your Strengths. The discussion quickly moved beyond the management audience of this book. The goal was to start a global conversation about what's right with people. It appears that the world was ready to have this conversation.