Function of Management

DIRECTING
DHWANI GANDHI
 Meaning
Directing means giving instructions and guiding people in doing work.
Directing is done to achieve some predetermined objective.

Directing refers to the process of instructing, guiding, A manager needs to

counselling, motivating and leading people in the use various ways to
organisation to achieve its objectives. lead, motivate and
inspire the
subordinates and to
communicate with
Directing is a managerial process them suitably.
which takes place throughout the life
of an organisation.
 Characteristics
Directing initiates action It is a continuous process
takes place throughout

01 03
While other functions
the life of the
prepare a setting for
organisation irrespective
action, directing initiates
of people occupying
action in organisation. managerial positions.

It takes place at every level It flows from top to bottom

02
initiated at top level &

04
directing takes place
wherever flows to the bottom
superior – subordinate through organisational
relations exist. hierarchy
 Importance
(i) Helps to by directing people in the organisation
initiate action towards attainment of desired objectives.

(ii) Integrates in such a way that every individual effort

employees efforts contributes to the organisational performance.

A good leader can always identify potential of

(iii) Guides employees his employees & motivate them to extract
to realise their potential work up to their full potential.

(iv) Facilitates introduction people resist changes. Effective directing helps

of needed changes to reduce it & develop required cooperation

since it fosters cooperation & commitment

(v) helps to bring stability and helps to achieve balance among various
and balance groups, activities, & departments
 Principles
01 02 03 04
Maximum Harmony of Unity of Appropriateness
individual objectives Command of direction
contribution technique

techniques must help individual objectives insists that a person appropriate

every individual to of employees & in organisation motivational &
contribute to his organisational should receive leadership
maximum potential objectives may not instructions from technique should be
for achievement of align. But, employee one superior only. used based on
organisational can be convinced subordinate needs,
objectives with rewards. capabilities,
attitudes etc.
 Principles
05 06 07 08
Managerial Use of informal Leadership Follow
communication organisation through

While directing the Mere giving of an

Directing should informal groups or order is not sufficient.
subordinates,
convey clear organisations exist Managers should
managers should
instructions to create within every formal follow it up by
exercise good
total understanding organisation. reviewing
leadership as it
to subordinates. Manager must spot continuously whether
can influence the
& make use of such orders are being
subordinates
organisations implemented or not
positively
 Elements of Directing
(I) SUPERVISION
process of guiding the efforts of employees & other
resources to accomplish the desired objectives.
can be understood as function performed by supervisor, a
managerial position at the operative level i.e., immediately
above the worker.
functions and performance of supervisor are vital to any
organisation because he is directly related with workers
whereas other mangers have no direct touch

It means overseeing what is being done by subordinates &

giving instructions to ensure optimum utilisation of
resources and achievement of work targets.
 Supervisor maintains Supervisor acts as a link
day-to-day contact between workers &
good supervisor management
analyses the work maintains friendly
relations with workers conveys management ideas
performed
to workers & workers
and gives feedback to the problems to management
workers.

Supervisory leadership
Importance
of Supervisor ensures
plays a key role in performance of work
influencing workers Supervision according to targets
good leaders can build up takes responsibility for
high morale among workers task achievement

Supervisor plays a key role in

Supervisor provides good on- maintaining group unity
the-job training to employees sorts out internal differences &
can build efficient team of workers. maintains harmony among workers.
 (II) MOTIVATION
Motivation means incitement or inducement to act or move.
In the context of an organisation,it means the process of
making subordinates to act in a desired manner to achieve
certain organisational goals.
 FEATURES OF MOTIVATION
It is an internal Produces goal
01 feeling
02 directed behaviour
urge, drives, desires, aspi- If an employee is interested in
rations, striving or needs promotion, it helps to
of human being, which are produce a behaviour to
internal, influence human improve performance
behaviour.

Either positive Complex process

03 or negative 04
individuals are
positive rewards like heterogeneous in their
increase in pay,etc expectations, perceptions
negative means like and reactions.
punishment, stopping It may not have uniform
increments, etc effect.
(II) MOTIVATION
 IMPORTANCE OF MOTIVATION
helps to improve performance levels of
01 employees as well as organisation
A satisfied employee can always turnout expected performance.
Good motivation helps to achieve this.

helps to change negative or indifferent attitudes

If suitable rewards are given & supervisor gives positive
02
encouragement and praise for the good work done, worker
may slowly develop positive attitude towards the work.

helps to reduce employee turnover &

03 therebysaves the cost of new recruitment
If managers identify motivational needs of employees and provide suitable
incentives, employees may not think of leaving the organisation.
 IMPORTANCE OF MOTIVATION
helps to reduce absenteeism
Some important reasons for absenteeism are–bad working
04
conditions, inadequate rewards, lack of recognition, etc. Through sound
motivational system, all these deficiencies can be covered.

helps managers to introduce changes

05 smoothly without much resistance

For any change, there may be resistance. If manager can convince

employees that proposed changes will bring additional rewards
to employees, they may readily accept the change.
 Maslow’s Need Hierarchy
Theory of Motivation
Abraham Maslow, a well-known psychologist in a classic paper published in
1943, outlined the elements of an overall theory of motivation.

(v) Self Actualisation Needs

drive to become what one is capable of becoming
(iv) Esteem Needs
self-respect, autonomy status, recognition & attention.
(iii) Affiliation/Belonging Needs
refer to affection, sense of belongingness, acceptance etc.

(ii) Safety/Security Needs

provide security & protection from physical & emotional
harm. : job security, pension etc.
(i) Basic Physiological Needs
Primary needs: Hunger, thirst, shelter, sleep etc
NCERT Text
Incentives: Financial Incentives
Incentives which are in direct monetary form or measurable in
monetary term and serve to motivate people for better performance.
Salary system consists of regular (ii) Productivity linked
increments in the pay every year
wage incentives
(i) Pay and allowances aims at linking payment of wages
to increase in productivity at
individual or group level.
(v) Retirement Benefits (iii) Bonus
provident fund, pension, and incentive offered over and
gratuity provide financial security above the wages/salary

car allowance, (v)Profit Sharing (iv) Co-partnership/ Stock option

housing, medical provide a share to employees are offered
aid, etc over and employes in the company shares at a set
above salary profits of the price which is lower
(vi) Perquisites organisation. than market price.
 Incentives: Non-Financ ial Incentives
Non-financial incentives mainly focus on psychological, social and emotional needs.
Some times, monetary aspect may be involved in non-financial incentives as well.

(i) Status (v) Employee Recognition programmes

authority, responsibility, rewards,
recognition, perquisites & prestige of job aims at linking payment of wages to increase in
indicate the status given to an employee productivity at individual or group level.

(ii) Organisational Climate (vi) Job security

certain stability about future income &
characteristics of an organisation influence the
work to not feel worried
behaviour of individuals in the organisation.
(vii) Employee participation
(iii) Career Advancement Opportunity involving employees in decision making of the
employees should be provided opportunities issues related to them
to improve their skills
(viii)Employee Empowerment
(iv) Job Enrichment
giving more autonomy and powers to
concerned with designing jobs that include subordinates.
greater variety
 (III) LEADERSHIP
Process of influencing the behaviour of people by making them strive
voluntarily towards achievement of organisational goals.

It indicates the ability of an individual to maintain good interpersonal relations

with followers and motivate them for achieving organisational objectives.

FEATURES OF LEADERSHIP
Indicates ability of an individual Tries to bring change
to influence others. in the behaviour of others.

Indicates interpersonal relations Exercised to achieve

between leaders & followers. common goals of organisation

Continuous process
 (i) Influences behaviour of people
makes them to positively
(v) provides training contribute their energies for the
benefit of the organisation.
to their subordinates Good leaders = Good results
Good leader always builds
up his successor & helps in
smooth succession process.
(ii) maintains personal
relations
IMPORTANCE & helps followers in fulfilling
OF their needs. This creates
(iv) handles conflicts congenial work environment.
LEADERSHIP
effectively
does not allow adverse
effects resulting from the (iii) plays a key role in
conflicts. Good leader allows introducing required changes
followers to ventilate but
persuades them by giving
suitable clarifications. He persuades, clarifies &
inspires people to accept
changes whole-heartedly.
 LEADERSHIP STYLES
Autocratic leader Democratic leader Laissez faire leader
Also known as Also known as Also known as Free-rein
Authoritarian leader Participative leader leader
Gives orders & expects his develops action plans & does not believe in use of
subordinates to obey makes decisions in power unless it is
those orders. consultation with his absolutely essential
dogmatic, i.e., does not subordinates. followers are given a high
change or wish to be encourages subordinates degree of independence to
contradicted. to participate in decision- formulate their own
making. objectives
Assumption: reward or exercise more control by subordinate assumes
punishment both can be given using forces within the responsibility
depending upon the result. group. they try resolving issues
by themselves
Quick decision-making
Timely completion
Productivitty
 (IV) COMMUNICATION
derived from the Latin word ‘communis’ which means ‘common’
which implies Common understanding

Generally, it is understood as a process of exchange of ideas, views, facts,

feelings, etc., between or among people to create common understanding.
 ELEMENTS OF COMMUNICATION
path through which
person who conveys his 4 encoded message is 6
thoughts or ideas to the 1
transmitted person who receives
receiver. communication of
1 6 the sender.
2 4
Media
content of ideas,
3
2
7
7
feelings, suggestions, 8
process of converting
order, etc., intended to encoded symbols of
be communicated. the sender.
5

3 8
process of converting includes all those actions of
message into communication obstruction or
symbols such as words,
5 hindrance to
receiver indicating that he has
received & understood
pictures, gestures etc., communication message
ELEMENTS OF COMMUNICATION
 IMPORTANCE OF
COMMUNICATION
Communication serves as the lubricant fostering for the smooth
operations of the management process.

(i) Acts as basis of coordination (iii) Acts as basis of decision

provides coordination among departments, making
activities and persons in the organisation. provides needed information for decision
making.

(ii) Helps in smooth working of (iv) Increases managerial

an enterprise efficiency
makes possible for the smooth involved in all aspects such as conveys
& unrestricted working the goals and targets, issues
instructions, allocates jobs etc.
 IMPORTANCE OF
COMMUNICATION
Communication serves as the lubricant fostering for the smooth
operations of the management process.

(v) Promotes cooperation and (vii) Boosts morale and provides

industrial peace motivation
two way communication promotes Good communication assists the workers in
cooperation and mutual understanding their adjustment with the physical and
between the management & workers. social aspect of work. It improves good
human relations in industry.
(vi) Establishes effective
leadership
Effective communication helps
to influence subordinates.
 Formal Communication
Flows through official channels designed in the organisation chart
Communications may be oral or written but generally recorded and
filed in the office.

It may take place between Vertical Horizontal

a superior & subordinate, a communication communication
subordinate & superior or
among same cadre
employees or managers.
Pattern through which
communication flows within
the organisation is generally
indicated through
communication network.
 Formal Communication
(i) Single chain
exists between a supervisor and his subordinates.
flows from every superior to his subordinate through
single chain.

(ii) Wheel
all subordinates under one superior communicate
through him only as he acts as a hub of the wheel.
subordinates are not allowed to talk among themselves.

(iii) Circular
communication moves in a circle.
Each person can communicate with his adjoining two
persons.
flow is slow
 Formal Communication
(iv) Free flow
each person can communicate with others freely.
The flow of communication is fast in this network.

(v) Inverted V
subordinate is allowed to communicate with his
immediate superior as well as his superiors superior.
 Informal Communication
Communication that takes place without following the formal
lines of communication is said to be informal communication.

Informal system of communication is generally referred to as the ‘grapevine’

because it spreads throughout the organisation with its branches going out in all
directions in utter disregard to all levels.

informal communication arises out of needs of

employees to exchange their views, which cannot
be done through formal channels.

It also leads to generate rumours which are not

authentic. People’s behaviour is affected by rumours.
 Informal Communication
An intelligent manager should make use of positive aspects of informal channels
and minimise negative aspects of this channel of communication.

Grapevine communication may follow different types of network.

each person individual

communicates to communicates with
the other in only those people
sequence whom he trusts

each person individual communicates

communicates with all randomly with other
on non-selective basis individual
 BARRIERS TO COMMUNICATION
Semantic barriers
Semantic barriers are concerned with problems and obstructions in the
process of encoding and decoding of message into words or impressions.
inadequate vocabulary, usage of wrong
(i) Badly expressed message: words, omission of needed words, etc.
Receiver has to perceive one such meaning
(ii) Symbols with different meanings: for the word used by communicator
If the translator is not proficient , mistakes
(iii) Faulty translations may creep in causing different meanings

(iv) Unclarified assumptions assumptions subject to different interpretations.

specialists use technical jargon while explaining to
(v) Technical jargon persons who are not specialists
(vi) Body language and gesture decoding
If there is no match between what is said & what is expressed in
body movements, communications may be wrongly perceived.
 BARRIERS TO COMMUNICATION
Psychological barriers
The state of mind of both sender and receiver of communication reflects in the
effective communication.
evaluating the meaning of message before the sender
(i) Premature evaluation: completes his message, may be due to pre-conceived
notions etc.

preoccupied mind of receiver and the resultant non-listening

(ii) Lack of attention: of message acts as a major psychological barrier.

communication passes through various levels,

(iii) Loss by transmission & successive transmissions of the message results in
poor retention: loss of, or transmission of inaccurate information.

(iv) Distrust: Distrust between communicator & communicate acts as a barrier.

 BARRIERS TO COMMUNICATION
Organisational barriers
Factors related to organisation structure, authority relationships, rules &
regulations may act as barriers to effective communication.
If the organisational policy, explicit or implicit, is not
(i) Organisational policy: supportive to free flow of communication, it may
hamper effectiveness of communications.
Rigid rules and cumbersome procedures may be a
(ii) Rules and regulations: hurdle & prescribed channel may result in delays.
Status of superior may create psychological distance between him &
(iii) Status: his subordinates.

(iv) Complexity in communication may get delayed and distorted as

number of filtering points are more.
organisation structure:
If facilities for smooth, clear & timely communications
(v) Organisational facilities: are not provided communications may be hampered.
 BARRIERS TO COMMUNICATION
Personal barriers
Personal factors of both sender and receiver may exert influence on effective
communication.

(i) Fear of challenge to If a superior perceives that a particular communication

may adversely affect his authority, he or she may
authority: withhold or suppress such communication.

(ii) Lack of confidence of Superior may not seek subordinates’ advice or

opinions in case he doubts on their competency
superior on his subordinates:
(iii) Unwillingness to subordinates may not be prepared to communicate with
their superiors, if they perceive that it may adversely affect
communicate: their interests.

(iv) Lack of proper If there is no motivation or incentive for communication,

subordinates may not take initiative to communicate.
incentives:
 Improving Communication
Effectiveness
entire problem should be studied in depth,
Clarify the ideas before
1 communication
analysed and stated in such a manner
that is clearly conveyed to subordinates.

Communicate according Manager should adjust his communication

2 to the needs of receiver
according to the education &
understanding levels of subordinates.

Consult others before Participation & involvement of

3 communicating
subordinates may help to gain ready
acceptance

Be aware of languages, tone & language used should be understandable

4 content of message
to the receiver and should not offend the
sentiments of listeners.

Convey things of help If the message relates directly or indirectly

5 and value to listeners
to such interests and needs it certainly
evokes response from communicatee.
 Improving Communication
Effectiveness
receiver of communication may also be
6 Ensure proper feedback encouraged to respond. Communication
process may be improved by feedback

Communicate for present It is needed to meet existing commitments

7 as well as future
to maintain consistency, & should aim at
future goals of the enterprise also.

Follow up Follow up measures help in removing

8 communications
hurdles if any in implementing the
instructions.

Patient and attentive listening solves

9 Be a good listener half of the problems.
THANK YOU
SEE YOU SOON!