COMMUNICATING, CONTROLLING, AND LEADING

Overview

This module presents the function of communication in engineering

management. This includes communication; communication process, forms of
communication, barriers of communication, communication techniques in the
organization, leadership; controlling; and the relationship of authority in each of them.
Today's Professional Environment is highly competitive, every company wants
high standards and very skilled people to compete with others.
This module presents communicating, controlling, and leading which are crucial
skills in engineering management that enable effective decision-making, problem-
solving, and project management. Communication involves the transfer of information,
ideas, and feedback between team members, stakeholders, and customers. Controlling
involves monitoring, measuring, and adjusting project parameters, such as budget,
schedule, and scope, to ensure project success. Leading involves inspiring, motivating,
and guiding team members toward a common goal.
Communicating, controlling, and leading are essential skills for engineering
managers.
COMMUNICATION
Communication is the exchange and flow of information and ideas from one
person to another; it involves a sender transmitting an idea, information, or feeling to a
receiver. Studying the communication process is important because you coach,
coordinate, counsel, evaluate, and supervise throughout this process. It is the chain of
understanding that integrates the members of an organization from top to bottom,
bottom to top, and side to side.

IMPORTANCE OF COMMUNICATION
It is essential for effective teams and creates efficiencies by; motivating
employees, encouraging open dialogues, and fostering an environment of collaborative
problem-solving.
Effective communication in engineering is critical to ensuring that all project
participants are on the same page. When it comes to demonstrating good
communication skills, managers and others in leadership positions face a high bar.
Nearly every part of a manager's job involves communication.

FUNCTION OF COMMUNICATION

INFORMATION FUNCTION
o The use of communication for imparting facts or knowledge. It
presupposes a normative relationship in which the sender's purpose is to
inform and the receiver's purpose is to understand. In communication
where the primary function is informational, content tends be foregrounded
(rather than form or style).
  MOTIVATION FUNCTION
o This is when the Speaker's purpose is to persuade or try to persuade
another person to change his/her opinion, attitude, or behavior. This is
different from Regulation and Control where the Speaker simply directs
others and insists on his/her agenda.
 CONTROL FUNCTION
o Regulation/Control as a function of communication means being able to
use language, gestures, and emotions to manage individual or group
activities.
 EMOTIVE FUNCTION
o Also called expressive, this function helps us to interpret the emotions,
feelings, desires, and moods of the subject. The emotive function gives us
direct information about the sender's tone.

COMMUNICATION PROCESS
1. DEVELOP AN IDEA
 The most important step in effective communication is developing an idea.
2. ENCODE
 The next idea is to encode the idea into words, illustrations, figures, or
other symbols suitable for transmission.
3. TRANSMIT
 After encoding, the message is now ready for transmission through the
use of an appropriate communication channel.
4. RECEIVE
 The next step in the communication process is the actual receiving of the
message by the intended receiver. The requirement is for the receiver to
be ready to receive at the precise moment the message is relayed by the
sender.
5. DECODE
 The next step is decoding, which means translating the message from the
sender into a form that will have meaning to the recipients. If the receiver
knows the language and terminology used in the message, successful
decoding may be achieved. If the receiver understands the purpose and
background situation of the sender, decoding will greatly improve.
6. ACCEPT (REJECTION)
 The next step is for the receiver to accept or reject the message. Factors
that affect the acceptance or rejection of the message:
i. THE ACCURACY OF THE MESSAGE
ii. WHETHER OR NOT THE SENDER HAS THE AUTHORITY TO
THE SEND MESSAGE AND/OR REQUIRES ACTION
iii. THE BEHAVIORAL IMPLICATION OF THE RECEIVER
 7. USE
 The next step is for the receiver to use the information. If the message
provides information of importance to a relevant activity, then the receiver
could store it and retrieve it when required. He may also discard it as soon
as he receives it. It will depend on his perception of the message.
8. PROVIDE FEEDBACK
 The last step in the communication process is to provide feedback to the
sender. Depending on the perception of the receiver, however, this
important step may not be made.

FORMS OF COMMUNICATION

 VERBAL
o Verbal communication is the sharing of information between two
individuals using words.

 NON-VERBAL

o Nonverbal communication, also called manual language, is the process of

sending and receiving messages without using words, either spoken or
written.
COMMON BARRIERS TO EFFECTIVE COMMUNICATION
Regardless of the type of communication: verbal, nonverbal, written, listening, or visual,
if we don't communicate effectively, we put ourselves and others at risk. Besides
physical and technical barriers, there are six barriers to effective communication every
employee and manager should strive to eradicate.
 Dissatisfaction or Disinterest With One’s Job
If you are unhappy or have lost interest in your job, you are far less likely
to communicate effectively – both on the giving and receiving ends. In other
words, your heart isn’t in it. This barrier is perhaps the most difficult to overcome
because it involves changing a mindset, and thus it typically doesn’t change until
the person leaves.
 Inability to Listen to Others
Active listening is an important aspect of effective communication. You
cannot engage with someone if you are not listening to them because you will
tend to make assumptions about their needs based on your perceptions versus
reality.
 Lack of Transparency & Trust
It is extremely difficult to communicate anything when there is a lack of
transparency and trust. For example, if your staff believes you are holding
something back, they will be anxious, some will speculate, and as a result, it will
be more difficult for them to process any attempt you make to communicate with
them.
 Communication Styles (when they differ)
Everyone has their communication style. Some people are very direct
while others prefer a more indirect approach. Some use detailed data, while
others rely on generalities, and so forth. Occasionally, one person is so
entrenched in their way of communicating, they find it difficult to communicate
with others who rely on a different style. You might hear comments such as,
“Mary never explains what she wants me to do, she’s never specific” or “Bill gets
so caught up in the weeds, that I lose focus on the bigger picture.”
 Conflicts in the Workplace
Conflict can happen for a variety of reasons and when it does, it becomes
a barrier to effective communication. The nature of the conflict is not necessarily
important, what is important is working to resolve the conflict. When conflict is not
 eradicated, it grows and then people begin to take sides, which further impedes
effective communication.
 Cultural Differences & Language
It is important to understand the cultural differences in communication. But
don’t just think international as in remembering that in Japan one’s surname
precedes their given name. There can also be regional differences – for example,
a northerner might not like the term "y’all" or even understand the more
comprehensive version, "all y’all." While these examples may seem trivial, the
point is that cultural differences can occur within the boundaries of the US, and
when one does not recognize cultural differences, they risk offending the other
person. It is in the offense that communication breaks down.

OVERCOMING BARRIERS TO COMMUNICATION

When communication barriers threaten effective performance, certain measures
must be instituted to eliminate them. To eliminate problems due to noise, selective
perception, and distraction, the following are recommended:
1. Use feedback to facilitate understanding and increase the potential for
appropriate action.
2. Repeat messages to assure that they are properly received.
3. Use multiple channels so that the accuracy of the information may be enhanced.
4. Use simplified language that is easily understandable and which eliminates the
possibility of people getting mixed up with meanings.

TECHNIQUES FOR COMMUNICATING IN AN ORGANIZATION

Communication may be classified as to the types of flow of the message which
are as follows: downward, upward, or horizontal. Each type of message flow has its
purposes and techniques.
Downward Communication
Downward Communication refers to message flows from higher levels of
authority to lower levels. Among the purposes of downward communication are:
1. To give instructions
2. To provide information about policies and procedures
3. To give feedback about performance
4. To indoctrinate or motivate
Among the techniques used in downward communication are as follows: letters,
meetings, telephones, manuals, handbooks, and newsletters.
 Letters are appropriate when directives are complex and precise action is
required. Meetings and telephone calls are appropriate when orders are simple but the
result depends largely on employee morale providing personal interchange. Manuals
are useful sources of information regarding company policy, procedures, and
organization. Handbook provides more specific information about the duties and
privileges of the workers. Newspapers provide a mixture of personal, social, and work-
related information.

Upward Communication
Upward Communication refers to messages from persons in a lower-level
position to persons in a higher position. The messages sent usually provide information
on work progress, problems encountered, suggestions for improving output, and
personal feelings about work and non-work
activities

CONTROLLING
What is Controlling

Controlling is the method used to determine if

the organizational objectives have been met. It is also the
one determining what actions should be made to meet
objectives more effectively in the future.

CONTROLLING IN COMMUNICATION
 the manager of any organization will always have plans with long, medium, or
long-term objectives for months and years ahead.

IMPORTANCE OF CONTROLLING

When controlling is properly implemented, it will help the organization achieve its
goal most efficiently and effectively as possible. Proper control measures minimize the
ill effects of such negative occurrences (Deviations, mistakes, and shortcomings).

1. Coping with changes

Every modern organization has to cope with changes in the environment.
New products and technologies emerge government regulations are too often
amended or enacted, and competitors change their strategies. The control
function helps managers to respond to these environmental changes as and
when necessary.

2. Creating better quality

Modern industries follow total quality management (TQM) which has led to
dramatic improvements in control. Under it, process flaws are spotted, and the
process is purged of mistakes. Employees are empowered to inspect and
improve their work and this also helps change their attitudes and approaches to
achieving effective control. There are innumerable examples in which the TQM
program had helped restore quality, decrease cost and increase the production
of giant organizations that confronted threats of shutdowns owing to low quality,
high cost, and declining productivity.

3. Creating faster cycles

Control helps to speed up the cycles involved in creating and then
delivering new products and services to customers. Speed is essential in
complying with customers’ orders. But modern marketing managers must
remember that today’s customers expect not only speed but also customized
products and services. The most successful companies try to personalize things
and tailor them to individual needs. The most successfully target narrow
customer niches with specific models.

4. Adding value
An organization that strives to survive through competition should be able
to “add value” to products or services so that customers prefer them to those
offered by the organization’s rivals. Very often this added value takes the form of
above-average quality achieved through exacting control procedures.

5. Facilitating delegation and teamwork

 Modern participative management has changed the nature of the control
process. Under the traditional system, the manager would specify both the
standards for performance and the methods for achieving them. Under a new
participative system, managers communicate the standards, but then let
employees, either as individuals or as teams, use their creativity to decide how to
solve certain work problems. The control process, then, lets the manager monitor
the employees’ progress without hampering employees’ creativity or involvement
with the work.

STEPS IN THE CONTROL PROCESS

The control process consists of four steps which are:

1. Establishing performance objectives and standards.

In controlling, what was to be achieved must first be determined.
Examples of such objectives and standards are the following:
 Sales targets- which are expressed in quantity or monetary terms.
 Production targets- which are expressed in quantity or quality.
 Worker attendance- which is expressed in terms of the rate of absences;
 Safety records- which are expressed in the number of accidents for given
periods;
 Supplies used- which are expressed in quantity or monetary terms for
given periods

2. Measuring actual performance.

If performance is not measured, it cannot be ascertained whether
standards have been met.

3. Comparing actual performance to objectives and standards

 Accept or reject the product or outcome.

4. Analyzing deviation; and

Managers must determine why standards were not met. This step also
involves determining whether more control is necessary or if the standard should
be changed.

5. Taking necessary action based on the results of the comparisons

After the reasons for deviations have been determined, managers can
then develop solutions for issues with meeting the standards and make changes
to processes or behaviors.

TYPES OF CONTROL

1. FEED FORWARD CONTROL – when anticipates problems and prevents the

occurrences

2. CONCURRENT CONTROL – when operations are already ongoing and activities

to detect variances are made.

3. FEEDBACK CONTROL- when information is gathered about a completed

activity, and so that evaluation and steps for improvement are derived.

COMPONENT OF ORGANIZATIONAL CONTROL SYSTEM

1. Strategic Plan
A strategic plan provides the basic control mechanism for the
organization. When there are indications that activities do not facilitate the
accomplishment of strategic goals, these activities are either set aside, modified,
or expanded. These corrective measures are made possible with the adoption of
strategic plans.

2. The long-range financial plan

The planning horizon differs from company to company. Most firms will be
satisfied with one year. Engineering firms will require longer-term financial plans.
This is because of the long head times needed for capital projects.

3. The operating budget

 An operating budget indicates the expenditures, revenues, or profits
planned for some future period regarding operations. Figures appearing in the
budget are used as standard measurements for performance.

4. Performance appraisals
Measures employee performance. Performance appraisals also function
as effective checks on new policies and programs. Provides employees with a
guide on how to do their jobs better in the future.

5. Statistical reports
Statistical Reports pertain to those that contain data on various
developments within the firm.
 Labor efficiency rates
 Quality control rejects
 Accounts receivable
 Accounts payableSales reports
 Accident reports
 Power consumption reports

6. Policies and procedures

Policies refer to “the framework within which the objectives must be
pursued”. A procedure is a “ plan that describes the exact series of actions to be
taken in a given situation”

Identifying Control Problems

Recognition of the need for control is one thing, actually implementing it is another.
When operations become complex, the engineering manager must consider useful
steps in controlling them. Kreitner mentions three approaches to identifying control
problems
1. Executive reality check
Check Employees at the frontline often complains that management
imposes certain requirements that are not realistic. In a certain state college, for
instance, requests for the purchase of classroom materials ad supplies take the
last priority. This is irregular because requests of a such kind must be of the
highest priority considering that the organization is an educational institution.

2. Comprehensive internal audit

An internal audit is one undertaken to determine the efficiency and
effectiveness of the activities of an organization.

3. General checklist of symptoms of inadequate control

 If a comprehensive internal audit cannot be availed of for some reason,
the use of a checklist for symptoms of inadequate control may be used.

Executive Reality Check

Employees at the frontline often complains that management imposes
certain requirements that are not realistic. In a certain state college, for instance,
requests for the purchase of classroom materials ad supplies take last priority. This is
irregular because requests of such kind must be of the highest priority considering
that the organization is an educational institution.
LEADING

WHAT IS LEADING?
*Leading is that management
function that "Involves influencing
others to engage in the work
behaviors necessary to reach
organizational goals".
*LEADING refers to the function
while LEADERSHIP refers to the
process.

What is the importance of leadership?

Leadership serves several functions crucial to the success of an organization.
One of the most important functions of a leader is to provide a vision for the company.
The leader explains the vision and what members of the organization must do to
achieve it.
While an organization may have people with various talents and capabilities, it is
leadership that harnesses individual efforts toward the collective goal. By inspiring and
motivating teams and coordinating personal actions for the advancement of a common
goal, leaders help their companies achieve excellence.
1. Changemakers
The role of leadership is evolving. Leaders were previously perceived as
bosses or managers who follow the reward and punishment system. However,
they are now seen as individuals who propagate change in an organization or
 team. They are unselfish individuals who use skills like intuitiveness, analytics,
and others to get akin to the latest market trends that accommodate the
organization’s goals and objectives and bring innovation to business processes
and the tasks performed by the workforce to mitigate mundanity, and introduce
creativity.

2. Goal-oriented
Experts consider leaders as the bridge between the employer and the
employees. Moreover, they believe that effective leadership establishes a
personal connection with their fellow employees to set a goal or objective that
vicariously fulfills the needs and requirements of the workforce and the company.
It drives and motivates employees to achieve business goals with limited
resources.

3. Conflict resolvers
Although leaders may not be influential individuals in an organization, they
are good at solving conflicts between different business parties. It is because
they have a deep understanding of human behavior and cognition, which helps
them understand the perspective of others and come up with a solution easily.

4. Instigates a positive work environment

To retain employees, many companies employ leaders who are intuitive
and good communicators. The main reason is that talented and skilled leaders
instigate a positive work environment, increasing job satisfaction and motivation
among the employees.

5. Leads to organizational development

It is believed that good leaders lead organizational development and
growth in any business environment. They have appropriate skill sets that
increase the efficiency and productivity of many business processes, inciting
organizational growth and development.

HOW LEADERS INFLUENCES OTHERS

Managers are expected to maintain
effective workforces. To be able to do so, they
are required to perform leadership roles. Leaders are said to be able to influence others
because of the power they possess. Power refers to the ability of a leader to exert force
on another.

BASES OF POWER
1. LEGITIMATE POWER
It is mostly a person who occupies a higher position and has legitimate
power over a person in lower positions within the organization.

2. REWARD POWER
When a person can give rewards to anybody who follows orders or
requests. Rewards may be classified into two forms: Material and Psychic.
o MATERIAL REWARD - refers to money or other tangible benefits.
o PSYCHIC REWARD - consists of recognition, praises, etc.

3. COERCIVE POWER
When a person compels another to comply with orders through threats or
punishments.

4. REFERENT POWER
When a person can get compliance from another because the latter would
want to be identified with the former.

5. EXPERT POWER
provides specialized information regarding their specific lines of expertise.
It is possessed by people with great technical skills.

THE NATURE OF LEADERSHIP

One cannot expect a unit or division to achieve objectives in the absence of effective
leadership. Even if a leader is present, if he is not functioning properly, no unit or
division objectives can be expected to be achieved.
TRAITS OF EFFECTIVE LEADERS
1. A HIGH LEVEL OF PERSONAL DRIVE
Persons with drive are those identified to accept responsibility and
possess vigor, initiative, persistence, and health.
2. THE DESIRE TO LEAD
Leaders with a desire to lead will always have a reservoir of extra effort
which can be used whenever needed.
3. PERSONAL INTEGRITY
 One who does not have integrity will have a hard time personal integrity
will convincing his subordinates about the necessity of completing various tasks.
4. SELF CONFIDENCE
The step of conceptualizing, organizing, and implementing will be
completed if sustained efforts are made. For the moves to be continuous and
precise, self-confidence is necessary.
5. ANALYTICAL ABILITY
The ability to analyze is one desirable trait that a leader can use to tide
him over many challenging aspects of leadership.
6. KNOWLEDGE OF THE COMPANY, INDUSTRY, OR TECHNOLOGY
A leader who is well-informed about his company, the industry where the
company belongs, and the technology utilized by the industry, will be in a better
position to provide directions to his unit.
7. CHARISMA
When a person has sufficient personal magnetism that leads people to
follow his directives, this person is said to have charisma.
8. CREATIVITY
It defines creativity as the ability to combine existing data, experience, and
preconditions from various sources in such a way that the results will be
subjectively regarded as new, valuable, and innovative, and as a direct solution
to an identified problem situation.
9. FLEXIBILITY
People differ in the way they do their work. One will adopt a different
method from another person's method. A leader who allows this situation as long
as the required outputs are produced is said to be flexible.

LEADERSHIP SKILLS
 TECHNICAL SKILLS
These are skills a leader must possess to enable him to understand and
make decisions about work processes, activities, and technology. Technical skill
is specialized knowledge needed to perform a job.
 HUMAN SKILLS
These skills refer to the ability of a leader to deal with people, both inside
and outside the organization. Good Leaders must know how to get along with
people, motivate them and inspire them.
  CONCEPTUAL SKILLS
These skills refer to "the ability to think in abstract terms, to see how parts fit
together to form the whole. A leader without sufficient conceptual skills will fail to
achieve this.

BEHAVIORAL APPROACHES TO LEADERSHIP STYLES

1. According to ways leaders how to approach people to motivate them.
2. According to the way the leader uses power.
3. According to the leader's orientation toward tasks and people.

WAYS LEADERS APPROACH PEOPLE

 POSITIVE LEADERSHIP
When the leader's approach emphasizes rewards.
 NEGATIVE LEADERSHIP
When punishment is emphasized by the leader.

WAYS LEADERS USE POWERS ( LEADERSHIPS STYLE)

1. AUTOCRATIC LEADERS
Leaders who make decisions themselves, without consulting
subordinates. Motivation takes the form of threats, punishments, and intimidation
of all tasks.
2. PARTICIPATIVE LEADERS
When a leader openly invites his subordinates to participate or share in
decisions, policies- making and operation methods, he is said to be a
participative leader.
3. FREE-REIN LEADERS
Leaders who set objectives and allow employees or subordinates relative
freedom to do whatever it takes to accomplish these objectives are called free-
rein leaders.

LEADERS' ORIENTATION TOWARD TASKS AND PEOPLE

1. EMPLOYEE ORIENTATION
 A leader is said to be employee-oriented when he considers employees as
human beings of "intrinsic importance and with an individual and personal need
to satisfy.
2. TASK ORIENTATION
A leader is said to be task-oriented if he places stress on production and
the technical aspects of the job and the employees are viewed as the means of
getting the work done.
CONTINGENCY APPROACHES TO LEADERSHIP STYLE
The contingency approach is an effort to determine through research which
managerial practices and techniques are appropriate in specific situations.
FIEDLER'S CONTINGENCY MODEL
"Leadership is effective when the leader's style is appropriate to the situation".
The situational characteristics are determined by three principal factors.
1. The relations between leaders and followers.
2. The structure of the task.
3. Power is inherent in the leader's position.
The situational characteristics vary from organization to organization. To be
effective, the situation must fit the leader. If this is not so, the following may be tried.
1. Change the leader's traits or behaviors.
2. Select leaders who have traits or behaviors fitting the situations.
3. Move leaders around in the organization until they are in positions that fit them.
4. Change the situation.

LEADERSHIP STYLES APPROPRIATE FOR VARIOUS MATURITY LEVELS

1. DIRECTING
It is for people who lack competence but are enthusiastic and committed.
2. COACHING
It is for people who have competence but lack commitment.
3. SUPPORTING
It is for people who have competence but lack competence or motivation.
4. DELEGATING
It is for people who have both competence and commitment.
REFERENCES: