DIRECTING

Introduction
• Directing means giving
instructions, guiding,
counselling, motivating and
leading the staff in an
organisation in doing work to
achieve Organisational goals.
• Direction is a managerial
function performed by the
top level officers of
management
 Directing is defined as
• Haimann

Defines the term direction as “ the process and techniques

utilized in issuing instructions and making certain that
operations are carried on as originally planned ”.

• Harold and Koontz and Cyril O'Donnell

Defines direction as “the interpersonal aspect of managing by

which subordinates are led to understand and contribute
effectively to the attainment of enterprise objectives .”
 Directing involves…..
• Telling people what is to be done and
explaining how to do it.
• Issuing instructions and orders to
subordinates.
• Inspiring them to contribute towards the
achievement of objectives,
• Supervising their activities;
• Providing leadership and motivation
Direction has following characteristics
1. Direction is an important managerial function. Through direction, management
initiates actions in the organisation.

2. Direction function is performed at every level of management. It is performed in

the context of superior-subordinate relationship and every manager in the
organisation performs his /her duties both as a superior and a subordinate.

3. Direction is a continuous process and it continues throughout the life of the

organisation. A manager needs to give order to his subordinates, motivate them,
lead them and guide them on continuous basis.

4. Direction initiates at the top level in the organisation and follows to bottom
through the hierarchy. It emphasizes that a subordinate is to be directed by his
own superior only.

5. Direction has dual objectives. On the one hand, it aims at getting things done by
subordinates and, on the other, to provide superiors opportunities for some more
important work which their subordinates cannot do.
 Importance of Direction
1. Direction initiates actions. Through direction, management conveys
and motivates individuals in the organization to function in the desired way to get
organizational objectives.

2. Direction integrates employees efforts. For achieving

organizational objectives, individuals need not only to be efficient, but effective also. Their
actions are interrelated in such a way that each individual's efforts need to be integrated so
that organization achieves its objectives
3. Direction attempts to get maximum out of individuals. Direction attempts
to get maximum out of employees by identifying their capabilities
4. Direction facilitates changes in the organisation. Coping up with the
changes in the Organisation is possible through effective direction.
5. Direction provides stability and balance in the organization.
Effective leadership, communication and motivation, provide stability in the organisation and
maintain balances in the different part of the organisation. Thus, organisation exists for a long
period and its parts work in a harmonious way.
 ELEMENTS
• COMMUNICATION

• SUPERVISION

• MOTIVATION

• LEADERSHIP
 SUPERVISION

It refers to monitor the progress of routine work of

one’s subordinates and guiding them properly.
Supervision is an important element of the directing
function of management. Supervision has an
important feature that face-to-face contact between
the supervisor and his subordinate is a must.
“Supervision is the function of assuring that the work is being done as per plan and instruction”

Davis
 Functions of a Supervisor
• Planning and Organizing
• Provision of working conditions
• Leadership and Guidance
• Motivation
• Controlling
• Linking Pin
• Grievance Handling
• Reporting
• Introducing new work methods
• Enforcing Discipline
• Planning and Organizing - Supervisor’s basic role is to plan the daily work
schedule of the workers by guiding them the nature of their work and also dividing
the work amongst the workers according to their interests, aptitudes, skills and
interests.

• Provision of working conditions - A supervisor plays an important role in the

physical setting of the factory and in arranging the physical resources at right place.
This involves providing proper sitting place, ventilation, lighting, water facilities etc.
to workers. His main responsibility is here to provide healthy and hygienic condition
to the workers.

• Leadership and Guidance - A supervisor is the leader of workers under him. He

leads the workers and influences them to work their best. He also guides the
workers by fixing production targets and by providing them instruction and
guidelines to achieve those targets.

• Motivation - A supervisor plays an important role by providing different incentives

to workers to perform better. There are different monetary and non-monetary
incentives which can inspire the workers to work better.

• conti
• Controlling - Controlling is an important function performed by supervisor. This will
involve

Recording the actual performance against the time schedule.

Checking of progress of work.
Finding out deviations if any and making solutions
If not independently solved, reporting it to top management.

• Linking Pin - A supervisor proves to be a linking pin between management and workers.
He communicates the policies of management to workers also passes instructions to them on
behalf of management. On the other hand, he has a close contact with the workers and
therefore can interact the problems, complaints, suggestions, etc to the management. In this
way, he communicates workers problems and brings it to the notice of management.

• Grievance Handling - The supervisor can handle the grievances of the workers effectively
for this he has to do the following things :-
He can be in direct touch with workers.
By winning the confidence of the workers by solving their problems.
By taking worker problems on humanitarian grounds.
If he cannot tackle it independently, he can take the help and advice of management to
solve it.
• Reporting - A supervisor has got an important role to report about the cost, quality
and any such output which can be responsible for increasing productivity. Factors like
cost, output, performance, quality, etc can be reported continually to the management.

• Introducing new work methods - The supervisor here has to be conscious

about the environment of. He can also try this best to keep on changing and improving to
the physical environment around the workers. This will result in
Higher productivity,
High Morale of Workers,
Satisfying working condition,
Improving human relations,
Higher Profits, and
High Stability

• Enforcing Discipline - A supervisor can undertake many steps to maintain discipline

in the concern by regulating checks and measures, strictness in orders and instructions,
keeping an account of general discipline of factory, implementing penalties and
punishments for the indiscipline workers.
 Span of control

Span of
management is
also called as
span of control
or span of
supervision. It
refers to the
number of
subordinates
who can be
managed
effectively by a
superior
 Factors determining the span of
management:
Capacity of manager: Each manager has different capacity and ability in terms of
decision making, leadership, communication, judgment, guidance and control etc. mangers
having more abilities in respect to these factors may have more number of subordinates.

Capacity of subordinates: capacity of subordinates also affects the span of a manager.

Efficient and trained subordinates may work without much help of their manager. They may just
need broad guidelines and they will perform accordingly. They would require lesser time from
their superior due to which manager can have large number of subordinates under him.

Nature of work: If subordinates are performing similar and repetitive routine work they can
do their work without having much time of the manager. Frequent changes in work would require
more detailed instructions from manager whenever there is change in work. Type of technology
used also affects the span of control.

Degree of Decentralization: degree of centralization or decentralization affects the

span by affecting the involvement in decision making process. If manager clearly delegates his
authority and defines it fully this would require less time to devote to manage his subordinates as
subordinates will take most of the actions by their own. Hence manager can have wider span.
Degree of Planning: If the planning is effectively done particularly if standing plans
procedures rules methods are clear then subordinates can make their decisions on
their own. If they have to make their own plans they would require more guidelines
by superiors and manager can handle narrow span in the case of improper planning.

Communication System: If communication system is modern i.e. tools like

electronic devices will save time of face to face interaction, which require more
time, span of manager can be increased

Level of Management: level of management also affects the span. Higher the level
of management lesser the number of subordinates as higher level management
does not have much time to supervise. They spend their most of time in planning
and other functions. Lower level managers can have wider span than the higher
level managers.

Physical location: If all the persons to be supervised are located at same place
within the direct supervision of manager, he can supervise more number of people.
If subordinates are at different locations then manager can supervise less number of
spans.
MOTIVATION

Rti, Jammu 17
 Motivation
• Internal and external factors that stimulate desire
and energy in people to be continually interested and
committed to a job, role or subject, or to make an
effort to attain a goal.

• Motivation is defined as the process that initiates,

guides, and maintains goal-oriented behaviors.
Motivation is what causes us to act, whether it is
getting a glass of water to reduce thirst or reading a
book to gain knowledge.
 DEFINITIONS
Motivation is the way in which urges, desires, aspiration,
striving or needs direct, control or explain the behavior of
human being”. - Dalton E. McFarland,

Motivation is the work a manager performs to inspired,

encourage, and impel people to take required action” – Lewis
Allen

“The act of stimulating someone or oneself to get a desired

course of action”- Michael J
 Nature and Characteristics Motivation

• Is an internal feeling
• Motivation is related to needs
• Motivation lead to goal oriented behaviour
• Motivation can be positive or negative
 Maslow’s Theory of Motivation
• Abraham Maslow is well renowned for
proposing the Hierarchy of Needs Theory
in 1943.
• Maslow was of the view that needs have
priority, i.e., needs are satisfied in an
order.
• As soon as the lower level needs are
satisfied. Those on the next higher level
emerge.
• Thus, he considered an individual's
motivation behavior as a predetermined Abraham Maslow
order of needs.
Hierarchy of Needs Theory
Self-
Actualization
needdesire for gaining more knowledge, social- service, creativity and being
aesthetic

Esteem Needs
reputation, prestige, power, status, recognition and respect of others.

Social needs
needs for belongingness, friendship, love, affection, attention and social
acceptance.

Safety needs
security of job and need for a predictable, secure and safe environment

Basic/ Physiological Needs

food, water, air, shelter, sleep, thirst, etc.
• Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In
other words, physiological needs are the needs for basic amenities of life.

• Safety needs- Safety needs include physical, environmental and emotional safety and
protection. For instance- Job security, financial security, protection from animals, family
security, health security, etc.

• Social needs- These needs emerge from society. Man is a social animal. These needs
become important. Social needs include the need for love, affection, care, belongingness,
and friendship.

• Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect,
confidence, competence, achievement and freedom) and external esteem needs
(recognition, power, status, attention and admiration).

• Self-actualization need- This include the urge to become what you are capable of
becoming / what you have the potential to become. It includes the need for growth and self-
contentment. It also includes desire for gaining more knowledge, social- service, creativity
and being aesthetic. The self- actualization needs are never fully satiable. As an individual
grows psychologically, opportunities keep cropping up to continue growing
 WHO IS A LEADER ?

"a person who influences a group of

people towards the achievement of a
goal".
 WHAT IS LEADERSHIP?

Leadership is a process by which a person

influences others to accomplish an objective
and directs the organization in a way that
makes it more cohesive and coherent.
 IMPORTANCE OF LEADERSHIP
Initiates action- Leader is a person who starts the work by communicating the policies and plans to the
subordinates from where the work actually starts.

Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the
employees with economic and non-economic rewards and thereby gets the work from the subordinates.

Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates.
Guidance here means instructing the subordinates the way they have to perform their work effectively and
efficiently.

Creating confidence- Confidence is an important factor which can be achieved through expressing the
work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the
goals effectively. It is also important to hear the employees with regards to their complaints and problems.

Building morale- Morale denotes willing co-operation of the employees towards their work and getting
them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation
so that they perform with best of their abilities as they work to achieve goals.
Builds work environment- Management is getting things done from people. An efficient work environment
helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should
have personal contacts with employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.

Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational
goals. This synchronization can be achieved through proper and effective co-ordination which should be
primary motive of a leader.
 Qualities of leader
• a. Personal qualities
• 1. Self-confidence: – a good leader must have self-confidence, must have sufficient enthusiasm and must be cheerful enough to enjoy the trust of
his subordinates.

• 2. Dynamic personality: – a leader should be dynamic, cheerful and charming, must have sound health, cool temperament, conversational ability and
decent behavior with tremendous stamina and vigor for hard work

• 3. Intellectual capacity: – a leader should have the ability to think logically, analyze accurately and interpret the problems clearly.

• 4. Take lead and initiative: – a leader should have the ability to take lead and initiative in times of risk, uncertainties and complexities for prompt
decision

• 5. Emotional stability: – a leader should have balanced temperament to overcome moodiness, disappointment and inconsistency.

• 6. Flexibility: – a leader should be flexible enough to accommodate other’s viewpoint and alter his decisions. Rigidity is only required in autocracy,
change in decisions must be made with change in macro and micro environment.

• 7. Responsibility feeling: – a leader must feel or should bear responsibilities of all his decisions himself.

• 8. Communication skill: – the leader must be able to communicate with subordinates. The leader must communicate the information from his level to
the down level. Communication must be two way. Sop that both leader and subordinates will exchange Ideas freely

• 9. Far sightedness: – a leader should develop organizational planning and policies. When the leader is not far sighted all efforts may be worthless.
 • b. Managerial qualities
• 1. Technical knowledge: – a leader must have technical knowledge to provide the guidelines
about the work of the subordinates which helps the leader to take right decisions at right time.

• 2. Organizing abilities: – all the resources, employees, people, business environment, methods,
capital, manpower should be arranged properly by a leader to achieve organizational goals in a proper way.

• 3. Power of judgment: – a leader should have the power of judgment which comes from self-
confidence and self-control. Even if there are several followers and several decisions the leader must judge and
decide the case.

• 4. Enthusiasm: – the leader must be devoted towards the organization. A devoted leader can
conduct the activities successfully.

• 5. Ability to guide and teach : – it is the task of leader to get the best from others. A
leader must know how to guide and teach the followers to make them convinced.

• 6. Human relations: – leadership is related to inspire and encourage the people when there is
good relation between leader and follower. The followers are easily influenced. So, a leader must be able to win
the confidence and loyalty of people.
 LEADERSHIP SKILLS
Leadership Traits and Skills
Traits Skills
• Adaptable to situations • Clever (intelligent)
• Alert to social environment • Conceptually skilled
• Ambitious and achievement orientated • Creative
• Assertive • Diplomatic and tactful
• Cooperative • Fluent in speaking
• Decisive • Knowledgeable about group task
• Dependable • Organised (administrative ability)
• Dominant (desire to influence others) • Persuasive
• Energetic (high activity level) • Socially skilled
• Persistent
• Self-confident
• Tolerant of stress Leaders will also use:
• Willing to assume responsibility Integrity, Honesty, Compassion,
Humility
COMMUNICATION
 INTRO…
Communication is the process
whereby speech, signs or actions
transmit information from one person
to another.
Communication
involves transmitting information
from one party to another.
communication to be successful,
the sender and receiver must have some
signs, words or signals in common with
each other so the sent message can be
understood.
Definition:
Communication
is a 2-way
interaction
between two
parties to
transmit
information and
mutual
understanding
between
themselves
COMMUNICATION PROCESS
 ELEMENTS OF COMMUNICATION
PROCESS
 Sender – It is the person who intends to make contact with
the objective of passing the message to other persons.

 Message – This is the subject matter of the

communication which is intended to be passed to the
receiver from the sender.

 Encoding – The process of converting the message into

communication symbols.

 Channel – Message encoded into symbols are transmitted

by the sender through a channel.
 Receiver – The person or group to whom the
message is directed.

 Decoding – The receiver translates the words

and symbols used in the message into idea and
interprets it to obtain its meaning.

 Feedback – It is the way of judging the

effectiveness of the message.
 OBJECTIVES OF COMMUNICATION
• To develop information and understanding among all workers.

• To foster an attitude which is necessary for motivation, cooperation and job

satisfaction?

• To discourage misinformation, ambiguity and rumors.

• To prepare workers for a change in methods or environment by giving them the

necessary information in advance.

• To encourage subordinates to supply ideas and suggestions for improving upon

the product or work environment, and taking these suggestions seriously.
• To improve labour-management relations by keeping die communication channels
open.
• To encourage social relations among workers by encouraging inter
communication.
 BARRIERS TO COMMUNICATION
• PHYSICAL BARRIERS - this has to do with poor or outdated equipment used during communications,
background noise, poor lighting, temperatures that are too hot or too cold.
• SEMNATIC BARRIERS - Same word or expression interpreted in different way.
• PSYCHOLOGICAL BARRIERS - ill health, poor eyesight or hearing difficulties, pain.
• ORGANIZATIONAL BARRIERS - companies or institutions can have organization structures that are not
clear, which can make communications difficult. Also to blame for faulty communications are bad
information systems, and lack of supervision or training of the people involved.
• STATUS BARRIERS - Differences in status and power also affect willingness of the individuals to
communicate
• LACK OF COMMUNICATION FACILITIES -
• FEAR OF CHALLENGE TO AUTHORITY- Some superiors may modify feedback going from lower-level
employees. This may be done especially if the feedback is a complaint directed against the superior. The
dishonest superior may block complaints from lower-level employees from reaching senior management in
order to prevent challenge from authority.
• LACK OF CONFIDENCE IN SUBORDINATION - Some superiors ignore the requests of lower-level employees.
They feel that lower-level employees lack the understanding of corporate functionality, and that their
demands are not worth listening to.
• LACK OF AWARENESS - The lack of awareness of superiors about the importance and
effectiveness of communication also affects the communication process between superiors and
subordinates in an organization.
• UNWILLINGNESS TO COMMUNICATE - Some superiors, with a conflict of interest, prevent feedback from
lower-level employees, from reaching senior management. These superiors may have selfish intentions, and
may prevent any negative information that threatens their reputation.
 OVERCOMING BARRIERS TO
COMMUNICATION
• (1) Clarify Ideas before Communication: - The person sending the communication should
be very clear in his mind about what he wants to say. He should know the objective of his message and,
therefore, he should arrange his thoughts in a proper order.

• (2) Communicate According to the Need of the Receiver: The sender of the
communication should prepare the structure of the message not according to his own level or ability but
he should keep in mind the level, understanding or the environment of the receiver.

• (3) Consult Others before Communication : At the time of planning the

communication, suggestions should be invited from all the persons concerned. Its main advantage will be
that all those people who are consulted at the time of preparing the communication plan will contribute to
the success of the communication system.

• (4) Be Aware of Language, Tone and Content of Message: The sender should take
care of the fact that the message should be framed in clear and beautiful language. The tone of the
message should not injure the feelings of the receiver. As far as possible the contents of the message
should be brief and excessive use of technical words should be avoided.
• (5) Convey Things of Help and Value to the Listener: - The subject matter of the message
should be helpful to the receiver. The need and interest of the receiver should specially be kept in mind.
Communication is more effective in such a situation.

• (6) Ensure Proper Feedback:- The purpose of feedback is to find out whether the receiver has
properly understood the meaning of the information received. In the face-to- face communication, the
reaction on the face of the receiver can be understood .But in case of written communication or some
other sort of communications some proper method of feedback should be adopted by the sender.

• (7) Consistency of Message: - The information sent to the receiver should not be self-
contradictory. It should be in accordance with the objectives, policies, programmes and techniques of the
organisation. When a new message has to be sent in place of the old one, it should always make a mention
of the change otherwise it can create some doubts.

• (8) Follow up Communication: - In order to make communication effective the management

should regularly try to know the weaknesses of the communication system. In this context effort can be
made to know whether to lay more stress upon the formal or the informal communication would be
appropriate.
Similarly, suggestions can be invited in respect of the medium of communication (oral, written and
gestural) to know as to which medium would be more effective and appropriate.

• (9) Be a Good Listener: - It is the essence of communication that both the sender and the receiver
should be good listeners. Both should listen to the each other’s point of view with attention, patience and
positive attitude. A sender can receive much relevant information by being a good listener.