Chapter 6: Directing

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 Learning Objectives
At the end of the chapter, you are all expected to understand the following:

✓ Definition of Directing
✓ The Nature of Directing
✓Motivation
✓ Theories of Motivation
✓ Communication
✓ Types of Communication
✓ Barriers of Communication
✓ Leadership
✓ Types of Leadership

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 What is Directing?
➢ the process of motivation, communication and leadership
➢ deals with the relationship of managers and non-managers
➢ managers as leaders should understand the motives of people,
and they should maintain or improve the interpersonal relationship
in an organization.

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 The Nature of Directing

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 What is Motivation?
➢ the use of rewards and penalties in order to influence
desired behavior.
➢ rewards and punishment are still strong motivators.

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 Theories of Motivation
The theories of motivation described in this discussion help to provide a broader understanding of
what motivates people.

Traditional Theory
➢ based on the assumption that money is primary motivator. Financial rewards are directly related to
performance in the belief that if the reward is great enough, employees will produce more.
The Hierarchy of Needs
➢ postulated by Abraham W. Maslow, stated that human needs in the form of a hierarchy should be
satisfied in order, from the lowest to the highest needs.
Achievement – Power – Affiliation Theory
➢ 3 needs: (1) a need to achieve – desire to do something better or more, (2) a need for power – a
concern for influencing people, and (3) a need for affiliation – need to be liked.
Motivation – Maintenance Theory
➢ contends that motivation comes from the individual, not from the manager.
McGregor’s Theory X & Y
➢ emphasizes that motivation of employees is best achieved when management creates an
environment that encourages members involving both intrinsic and extrinsic rewards, by directing
their efforts towards the goals of the organization.

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 Theories of Motivation
Achievement Theory
➢ an individual’s ambition to do things better or achieve something is due to a very specific motive or
need. This is not something “inborn” but it can be acquired through training and teaching the trainees to
think and behave in terms of achievement.
Barnard-Simon’s Theory of Equilibrium
➢ states that the inducements provided by the organization must be kept in equilibrium with the
contributions made by the employees. In other words, equal wages must be paid for equal work.
Vroom’s Preference-Expectancy Theory
➢ based on the premise that an individual assigns values to the outcome of each alternative course of
action.
Reinforcement Theory
➢ Components: (1) Stimulus – environment, (2) Response – behavior itself, (3) Reinforcement –
reward given to performance only. High performance = High Pay.
Maturity Theory
➢ contends that as people grow (psychologically) and maturity they strive toward the highest level of
need.
Job Enlargement
➢ involves redesigning of jobs so that related activities are added to those currently being performed.
Job Enrichment
➢
7 putting meaning into the jobs.
 What is Communication?
➢ the transfer of information that is meaningful to those involved – in general, the
transmittal of understanding.
➢ can occur in many forms ranging from face-to-face contact involving facing
expressions and body movements.
➢ Good Communication – defined as interchange of thought or information; it
brings about mutual understanding and confidence.

Types of Communication
1. Formal & Downward Communication – more common method and flows
down.
2. Upward Communication – can be facilitated thru counseling methods, open-
door policy, survey
3. Lateral or Peer-Level Communication - same level of members in the
organization share information.
4. Committees, Conferences, Group Discussion – lateral communication
5. Grapevines or Informal Talk– informal paths of communications

Ways to Communicate
➢ Informal Talk or Grapevines, Memoranda, Telephone Calls, Interoffice news,
Letters, Reports, Conferences/Conventions, Meetings, Bulletin Boards, Exhibits
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and Displays, Visual Aids.
 Barriers to Communications
➢ reduce the effectiveness of communication

These barriers are:

1. Distance – physical distance. Less face-to-face communication may lead to misunderstanding or
lack of understanding of the message being communicated.
2. Distortion – individuals fails to distinguish actual data from his own views, feelings and emotions.
Being close-minded.
3. Semantics – language aspect of communication. Certain words have multiple meanings.
4. Lack of Leveling – difference in the level of knowledge and expertise of a supervisor and
subordinate.
5. Lack of Trust – previous experiences of subordinates’ dealings with supervisor.
6. Inaccessibility – supervisors who are often out.
7. Lack of Clear Responsibilities – responsibilities assigned to the subordinates are not clear.
8. Personal Incompatibility – personality between supervisor and subordinate clash and thus
create communication blocks.
9. Refusal to Listen – careless attitude or arrogant nature, refuse to listen.
10. Failure to Use Proper Media – use of jargons
11. Communication Gap – defects or loopholes
12. Lack of Direction – lack of direction of the message.
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 What is Leadership?
➢ the art and the science of influencing people so that they willingly move toward the achievement of
the group goals.
➢ the ability to obtain followers and influence them makes a leader.

Types of Leadership
1. Dictatorial Leader – accomplish tasks through fear of penalties and maintains a highly critical and
negative attitude in relations with subordinates.
2. Autocratic Leader – forces subordinates to rely on the leader for their satisfaction.
3. Democratic Leader – depends not only on their own capabilities but encourages consultation of
subordinates.
4. Laissez-Faire Leader – depends completely on subordinates to establish their own goals and to
make their own decision.

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 Leadership
Power, Authority and Leadership
➢ Power – ability to command or supply force. People can be influenced by someone to do something
that they would not otherwise do.
➢ Authority – the right to issue directives and expend resources

Leaders’ Attitude
➢ Theory X & Y Leader – X use a much more authoritarian style of leadership than Y.

Assumption about People

Theory X
1. Average human being has an inherent dislike of work and will avoid it as possible
2. Therefore, people must be corrected, controlled, directed, or threatened with punishment.
3. Average human being prefers to be directed, wishes to avoid responsibility
Theory Y
1. Physical and mental effort in work is as natural as play or rest.
2. Threat of punishment are not the only means of bringing effort, should exercise self direction and
self control.
3. Commitment to objectives is a function of reward as achievement
4. Human being seeks responsibility
5. Exercise high degree of imagination, ingenuity and creativity
6. Intellect are only partially utilized.
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 Management Skills
➢ skills that managers must develop

3 Basic Skills
1. Technical Skills – ability to perform a manager’s job; specialization
2. Human Skills – ability to work with others by getting along, motivating
and communicating with them.
3. Conceptual Skills – ability to coordinate and integrate the entire
organization’s interests and activities. Bigger point of view.

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 Management Roles
➢ A Role is defined as an organized set of behaviors belonging to an identifiable job.
➢ Henry Mintzberg identified ten managerial roles divided into three major groups:

Interpersonal
1. Figurehead - manager represents the organizational unit in all matters of formality
2. Liaison – manager interacts with peers and other people outside the organization
3. Leader – manager provides guidance and motivation to the work

Informational
1. Monitor – manager serves as a receiver and collector of information
2. Disseminator – manager transmit special information within the organizational
unit
3. Spokesperson – manager disseminates the organization’s information into its
environment

Decisional
1. Entrepreneur – manager’s role is to initiate change
2. Disturbance handler – managers assume conflicts, threat, loss in the
organization
3. Resource Allocator – managers decides if organization will expand resources
4. Negotiator – negotiates with other organizations or individuals
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 Management Filipino Styles
➢ Manager “By Kayod” – Action-hungry and committed and his
manners are rather serious and those of an introvert.

➢Manager “By Lusot” – managers will always find loopholes to avoid

hardwork or utilize an excuse for failure

➢Manager “By Libro” - managers literally goes by the book.

➢Manager “By Oido” – managers acquire his managerial skills by playing

it by ear.

➢Manager “By Ugnayan” – participatory and coordinative, he integrates

various styles depending on the companies’ needs and conditions.
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