Chapter: Directing

1. Meaning of Directing
Directing refers to the process of instructing, guiding, supervising, and motivating employees to
ensure their e orts align with organisational goals.

• It is an integral part of management that focuses on in uencing human behavior.

2. Characteristics of Directing
1. Pervasive Function: Directing is required at every level of the organization and in all
departments.
2. Continuous Process: Directing happens continuously throughout the organisational
operations.
3. Initiates Action: It translates plans into actions through proper guidance and motivation.
4. Human-Centered Activity: Focuses on managing people and their behavior.
5. Creative Function: Encourages innovation and new ideas from employees.

3. Importance of Directing
1. Ensures Coordination: Aligns individual and organisational objectives.
2. Improves E ciency: Motivates employees to perform better.
3. Facilitates Change: Helps employees adapt to organisational changes.
4. Encourages Initiative: Empowers employees to take proactive steps.
5. Builds Team Spirit: Encourages cooperation and minimizes con icts.

4. Elements of Directing
4.1 Supervision
• Meaning: Supervision involves overseeing the activities of subordinates to ensure they are
performed as intended.

• Supervision : instructing ,monitoring and guiding the e orts of the subordinates for the
achievement of work targets.

• Importance:
◦ Ensures compliance with plans.
◦ Facilitates communication between workers and managers.
◦ Acts as a tool for on-the-job training.

4.2 Motivation
• Meaning: Motivation is the process of stimulating people to achieve desired goals.

• Features of Motivation:
◦ Internal Feeling: Arises from internal drives like needs and desires.

◦ Goal-Oriented: Focuses on achieving objectives.

◦ Continuous process :Sustained throughout an employee's tenure.

◦ It can be positive or negative :

Maslow’s Need Hierarchy Theory Of Motivation :

-1. Basic physiological Need : hunger , shelter and sleep etc.
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 -2. Safety Needs : it provides security and protection from physical and emotional harms .
Example : job security, stability of income , pension plans etc.

-3. A liation / Belonging Needs : it refer to a ection ,sense of belongingness , cordial

relations with colleagues , etc .

-4. Esteem Need : it includes factors such as self-respect, autonomy ,status , etc.

-5. Self actualisation needs: it refers to the drive to become what one is capable of
becoming e.g. growth and achievement of goal.

:- Assumptions :
- people ’s behaviour Is based on their needs
- People’s needs are in their hierarchical order, starting from basic needs to
higher level needs
- A satis ed needs no longer can motivate a person; only next higher level need
can motivate him
- A person move to the next higher level needs only when the lower need Is
satis ed .

• Types of Motivators:
◦ Financial Motivators:

✦
Salary and Wages.
✦
Bonus :
✦
Productivity linked wages incentive:
✦
Pro t sharing:
✦
Co-partnership/stock option:
✦
Retirement Bene ts.

◦ Non-Financial Motivators:
✦
Recognition and Appreciation: acknowledgement
✦
Job Enrichment : design job with greater variety work content.
✦
Job security :
✦
Employees participation :
✦
Delegation of Authority: giving the power to the subordinates.
✦
Career advancement opportunity :

4.3 Leadership
• Meaning: Leadership is the process of in uencing people to work willingly towards
organisational objectives.

• Feature :
1. It is an continuous process :
2. It indicate ability of an individual to in uence other:
3. It tries to bring changes in the behaviour of others;
4. It exercised to achieve goals of the organisation :
5. It indicates inter-personal relationship between leaders and followers:

• Styles of Leadership:
1. Autocratic Leadership:
✦
Leader makes decisions independently.
✦
Suitable for situations requiring quick decision-making.
✦
Bene ts: *to increase productivity
*quick decision making .
*it is also called Boss-centred Leadership .
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 1. Vishal vyasda
4 December 2024 at 6:36:57 PM
If sender and receiver of
communication do not believe
each other, so they can’t
understand each others’ message.

2. Vishal vyasda
5 December 2024 at 4:40:03 PM
Evaluating the meaning of the
message before listening .

1. Democratic Leadership:
✦
Encourages employee participation in decision-making.
✦
Enhances job satisfaction and creativity.
✦
It is called the Group-centred Leadership .
✦
Leader makes decision in consultation with hid subordinates.
✦
This improve morale of the employees and helps leaders to make better decision.

1. Laissez-Faire Leadership:[ free-rein leadership ]

✦
Minimal supervision.
✦
E ective for highly skilled and self-motivated teams.
✦
Leaders give complete freedom to subordinates. The group members work on their own
task resolving issues themselves.
✦
It is called Subordinate-centred leadership .

• Qualities of a Good Leader:

◦ Integrity and honesty.
◦ Communication skills.
◦ Visionary outlook.
◦ Empathy and emotional intelligence.

4.4 Communication
• Meaning: Communication is the process of exchanging information and understanding between
people.

• Elements in Communication Process :-

- 1. Sender - source of communication
- 2. Message -
- 3. Encoding- converting the message into communication symbols such as words , pictures ,
gestures etc.
- 4. Media/channel - face to face , phone call , internet etc.
- 5. Decoding - converting encoded symbols.
- 6. Receiver of the communication -
- 7. Feedback -
- 8. Noise - e.g, a poor telephone connection etc.

• Types of Communication:
1. Formal Communication:
Follows the o cial organisational structure.
✦

Types:
✦

Downward Communication: From superiors to subordinates.

✧

Upward Communication: From subordinates to superiors.

✧

Horizontal Communication: Among peers or colleagues.[to manager-manager]

✧

Informal Communication (Grapevine):

✧

Arises spontaneously without formal structure.

✦

Fast and exible but may carry inaccurate information.

✦

• Barriers to E ective Communication:

◦ Semantic Barriers: Misinterpretation of words.[understanding issue ]

◦ Psychological Barriers: Stress or emotions.

◦ 1. Lack of attention
1 ◦ 2. Distrust
2 ◦ 3. Premature evalution :
◦ 4. Loss by transmission and poor retention:
◦ Organisational Barriers: Complex structures.
◦ Personal Barriers: Attitudes or perceptions of individuals.
1. Lack of con dence:
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 2. Fear of challenge to authority :
3. Lack of incentives :
4. Unwillingness to communicate:

5. Principles of Directing
1. Maximum Individual Contribution: Encourage employees to give their best.
2. Harmony of Objectives: Align personal goals with organisational goals.
3. Unity of Command: Each employee should have one superior to avoid confusion.
4. Appropriate Leadership Style: Leadership must suit the situation and workforce.
5. Use of Informal Communication: Informal networks can complement formal communication
channels.
6. Follow-Up: Monitor and provide feedback to ensure targets are achieved.

6. Techniques of Directing
1. Issuing Orders: Clear and speci c instructions for work.
2. Training Programs: Build employee skills and con dence.
3. Performance Appraisal: Regular evaluation and constructive feedback.
4. Motivational Techniques: Use nancial and non- nancial incentives to boost morale.

7. Barriers to E ective Directing

1. Communication Gaps: Misunderstandings due to unclear messages.
2. Lack of Motivation: Absence of incentives or rewards.
3. Leadership Issues: Ine ective leadership styles.
4. Resistance to Change: Employees may fear or resist new methods or policies.

8. Summary of Key Di erences in Leadership Styles

Aspect Autocratic Democratic Laissez-Faire
Decision-Making Centralized Participative Decentralized
Employee Minimal High Maximum
Involvement
E ectiveness Emergency situations Creative environments Skilled teams
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