Session 5 (Management Essentials - BBA I)
Session 5 (Management Essentials - BBA I)
Session V
Directing/Leading
Direction/Leading
• It is that part of managerial function which actuates the
organizational methods to work efficiently for achievement of
organizational purposes.
• It is considered life-spark of the enterprise which sets it in motion the
action of people because planning, organizing and staffing are the
mere preparations for doing the work.
• Direction is that inert-personnel aspect of management which deals
directly with influencing, guiding, supervising, motivating sub-
ordinate for the achievement of organizational goals.
Direction’s elements:
• Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
• Motivation- means inspiring, stimulating or encouraging the sub-
ordinates with zeal to work. Positive, negative, monetary, non-
monetary incentives may be used for this purpose.
• Leadership- may be defined as a process by which manager guides
and influences the work of subordinates in desired direction.
• Communications- is the process of passing information, experience,
opinion etc from one person to another. It is a bridge of
understanding.
List of 12 factors that might enter into your
decision in selecting a job
• High pay • Inclusion in decisions that affect
• Good working conditions you
• Friendly and supportive • Fair and equitable treatment
colleagues • Job security
• Flexible working hours • Promotion potential
• Opportunities for growth and • Excellent benefits (vacation
new challenges time; retirement contributions,
• Considerate boss etc.)
• Freedom and independence
Motivation
• The process by which a person’s efforts are energized, directed, and
persistence toward attaining a goal.
• Elements of motivation as per definition:-
• Energy- measure of intensity, drive, and vigor
• Direction- effort is channeled in a direction that benefits the
organization
• Persistence- persist in putting forth effort to achieve
those goals
Early Theories of Motivation
• Maslow’s need hierarchy theory
• McGregor’s theories X and Y,
• Herzberg’s two-factor theory,
• McClelland’s three-needs theory
Hierarchy of Needs Theory
• Abraham Maslow’s hierarchy of needs theory.
• Maslow was a psychologist who proposed that within every person is
a hierarchy of five needs:-
1. Physiological needs
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
McGregor’s Theory X and Theory Y
• Theory X is a negative view of people that assumes workers have little
ambition, dislike work, want to avoid responsibility, and need to be
closely controlled to work effectively.
• Theory Y is a positive view that assumes employees enjoy work, seek
out and accept responsibility, and exercise self direction.
• McGregor believed that Theory Y assumptions should guide
management practice and proposed that participation in decision
making, responsible and challenging jobs, and good group relations
would maximize employee motivation.
Herzberg’s Two-Factor Theory
• Frederick Herzberg’s two-factor theory (also called motivation-
hygiene theory) proposes that intrinsic factors are related to job
satisfaction, while extrinsic factors are associated with job
dissatisfaction.
• The extrinsic factors that create job dissatisfaction were called
hygiene factors. When these factors are adequate, people won’t be
dissatisfied, but they won’t be satisfied (or motivated) either.
• To motivate people, Herzberg suggested emphasizing motivators, the
intrinsic factors having to do with the job itself.
Herzberg’s Two-Factor Theory
Contrasting Views of Satisfaction–Dissatisfaction
Leadership
Concept
• Different types of leadership styles exist in work environments.
• The culture and goals of an organization determine which leadership
style fits the firm best.
• Some companies offer several leadership styles within the
organization, dependent upon the necessary tasks to complete and
departmental needs.
The functions of the leader
• To direct the followers.
• To maintain cordial relations among the followers.
• To lead organization towards the goals.
• To resolve problems faced by organization/followers.
• To lead the people and help them achieve individual objectives.
• To provide vision statement to the followers.
• To motivate the followers.
• To check the progress of the followers
Eight Traits Associated with Leadership
• Drive
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job relevant knowledge
• Extraversion
• Proneness to guilt
Types of Leadership Styles
• Autocratic Leadership Style
• Democratic Leadership Style
• Laissez-faire Leadership Style
• Transformational Leadership Style
• Transactional Leadership Style
Autocratic Leadership Style
Determining
Current Manpower Identifying Manpower
Manpower
Inventory Manpower Gaps Programme
requirements
Process of Manpower Planning
Physical Examination
Placemen
Induction
Interview
Testing
t
Formal Application
Reject
Time
Selection Process
• Preliminary Interview: The initial screening is usually undertaken by the receptionist.
Necessary information about the nature of the job is given to the applicants and their
important information such as education, job, salary, experience etc. is taken down If
the candidate meets all the requirements he is moved for further rounds if not he is
dropped at the preliminary stage.
• Formal Application Blank: Categories of information in standard application forms are-
i. Personal
- Name
- Address
- Gender
- Date of birth
- Marital Status
- Children/ dependents
Selection Process
Organization Internal
Plans Environment
Personnel Policies
Reward System
Number and
kinds of External
Sources Recruitment Appraisal Leading
managers Analysis of
required
Selection Career and
present and
Placement Strategy & Controlling
future needs
Promotion Training and
Managers for managers Internal Separation Development
Inventory Sources
Evaluation of training
• Training evaluation is the systematic process of collecting information
and using that information to improve training.
• Evaluation provides feedback to helps identify if training achieved
intended outcomes, and helps make decisions about future trainings.
Types of training evaluation
• Reaction- Measuring how engaged employees were, how actively they
contributed, and how they reacted to the training.
• Learning- it focuses on how training has developed employees skills,
attitudes and knowledge, as well as their confidence and commitment
• Behavior- it is understood by how well employees apply their training
• Results- it is evaluated upon how trained employees have
demonstrated excellence/good outcomes and resulted in a good return
on investment
Organizational knowledge
• Organizational Knowledge is the specific knowledge of the
organization, coming either from its collective experience or from the
individual experience of its persons.
• In an explicit or implicit way this knowledge is, or can be, used to
attain the organization's objectives.
• It is dispersed in relationship between people, information and
resource.
Knowledge sharing
• Knowledge sharing is the process of transferring tacit
(undocumented) and explicit (documented) information from one
person to another.
Knowledge management cycle
• Identify
• Create
• Acquire
• Organize
• Share
Types of knowledge
• Tacit knowledge
• Explicit knowledge
Tacit knowledge
• It can be defined as skills, ideas and experiences that people have but
are not written down and may not be captured easily.
• It is created by-
• Experience
• Expertise
• Culture
• Values
Explicit knowledge
• The knowledge that can be readily articulated, codified, stored and
accessed.
• It is created through-
• Policies
• Documentation
• Artifacts
• Procedures
How to share knowledge?
• Basic
• Email
• Databases
• Repositories
• Complex
• KM systems
• Work flow technologies