Chapter : 7

Directing

ED
H
S
Ready steady Go !!!! Once organisation is ready with all resources, time begins to start
n
the action. Directing is initiating action. After planning and organising, framework is ready

LI
PU .i
for objectives to be achieved, organisational policies, methods for performing tasks, authorities,
E rs

responsibilities etc. Staffing ensures availability of suitable number of individuals in an

B
organisation. Now, the time is to perform and convert desired actions into reality.
B a

You must have heard about directors of various movies. Director’s role in a movie is
critical for good box office movie, the same role is assumed by managers in organisation.
ol

Directors work on script with star casts and other individuals in their own way. Directors
instruct, guide, counsel, motivate and adopt leadership skills while shooting a movie so that
TO ch

best outcome can be taken from all. Similarly, in an organisation managers continuously
instruct, guide, counsel, motivate and adopt leadership while dealing with various individuals
T es

so that they can achieve common organisational goals in most effective and efficient manner.
O
N

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If planning is body structure, organising is body parts, staffing is veins connecting various
body parts, then directing is heart of management, as heart beat is necessary to have life in
body similarly, directing is necessary for smooth functioning of organisation. So, concluding
all we can say, directing refers to the process of instructing, guiding, counselling,
motivating and leading individuals in the organisation to achieve common
organisational goals.
Elements of Directing

ED
Directing has four elements (1) Supervision, (2) Leadership, (3) Motivation and
(4) Communication
1. Supervision

H
(a) Supervision involves providing knowledge, helps in organising tasks, enhance

S
n
motivation, and monitoring various organisational activities.

LI
(b) Supervision can also be understood as function performed by supervisor at
PU .i
operational level of management. Supervisor directly deals with workers and plays
E rs
B
a vital role between workers and management.
2. Leadership
B a

(a) Leadership is inspiring and teaching skills to others in own presence and making
ol

sure that they follow the path in your absence. In organisational context, leadership
is the ability of an individual to influence the behaviour of individuals with a purpose
TO ch

to achieve common organisational goals.

(b) Leadership includes the ability of a person to influence the behaviour of others
T es

and bring positive changes in them. It is a continuous process and exercised to

achieve desired goals of the organisation.
3. Motivation
(a) Motivation is a reason for doing something. Motivation is an inner feeling which
produces goal oriented process. In the organisational context, motivation is
necessary for all individuals working for organisation. It is very important to identify
O

personal objectives of individuals and providing them opportunities to fulfill such

objectives.
N

(b) Opportunities which enable the individuals to fulfill their personal objectives work
as motivation. For example : Ankit likes job enrichment and exploring various fields
instead of performing repeated jobs. Therefore, to motivate him on regular basis,
it is necessary to provide him with analytical jobs.

Performance = Ability × Motivation

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4. Communication
(a) Communication is the process through which information is shared with a purpose
that receiver understands it in the same sense in which sender conveys.
Communication is considered as lifeblood of organisation.
(b) If the subordinates will not accept the instructions in the same sense as desired by
the superior then it can create lots of hurdles in organisational progress. It is pre-
requisite for all managerial activities.

ED
Features of Directing
1. Directing initiates action

H
Directing is the function through which desired actions are translated into actions by
issuing various instructions to subordinates.

S
n
2. Directing is a continuous process

LI
PU .i
Directing is never ending process. Directing being a heart of management ends with
death of organisation.
E rs
B
3. Direction flows from top to bottom
B a

It flows from top to bottom; it means top level management directs middle level
management, middle level management directs lower level management and lower level
ol

directs immediate subordinates.

TO ch

4. Directing is a pervasive function of management

It is a pervasive function because it is applied in all types of organisations irrespective
of its size (small scale, medium scale or large scale), purpose (profit earning or not for profit
T es

earning organisations) and levels (top, middle and lower level).

Importance of Directing

Initiate
action
O

Improves Means of
N

productivity motivation
My
Role

Brings Facilitates
stability change

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1. Directing initiates action

Directing helps in working towards objectives to be achieved. Directing being a heart
of management function, regulates all the activities performed by individuals through effective
leadership, communication, supervision and motivation.
2. Means of motivation
One of the major element of directing is motivation. Motivation helps in increasing
productivity by developing positive attitude among employees. It provides supportive working

ED
environment and job satisfaction to individuals.
3. Directing facilitates changes
Directing involves leadership i.e. influencing, motivations i.e. providing drive to work

H
and communication i.e. building common understanding. All these aspects help in adopting

S
changes which are for the benefit of both organisation and individuals.
n
LI
4. Brings stability
PU .i
Good directing ensures stability in organisation as individuals gets; supervision for work
E rs
B
done by them, leadership for adopting working culture, communication system for their
grievances and motivation for increasing productivity.
B a

5. Improves productivity
ol

Directing improves productivity of individuals by providing various incentives according

to their performance level. Also, leadership qualities of managers develop positivity among
TO ch

employees and motivate them to enhance productivity.

Supervision
T es

Super means ‘over and above’ and vision means ‘to watch’.
Accordingly, supervision means over watch the activities of what
is being done by employees in an organisation. However,
supervision can also be understood as function performed by
supervisor at operational level of management. Supervisor directly
deals with workers and plays a vital role between workers and
management.
O

It involves providing knowledge, helps in organising tasks,

N

enhance motivation, and monitoring various organisational

activities.
Functions of Supervisor / Importance of Supervision
1. Link between Workers and Management
Supervisor works as link between workers and management. He conveys various
management decisions to workers and workers’ suggestions and demands to management.

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2. Provides guidance
Supervisor works as role model for workers and provide guidance in day to day
problems.
3. Group unity
Supervisor helps in maintaining unity among workers by maintaining inter-personal
relationship.
4. Improves productivity

ED
Supervisor watch the work done by workers and communicate deficiencies for further
improvement.

H
5. Ensures reduction of wastage
Supervision involves monitoring various organisational activities and ensuring minimum

S
n
wastage of human efforts and resources. This ensures reduction of wastage.

LI
PU .i
6. Training
E rs

Supervisor provides on the job training to workers. He observes functioning of workers

B
and issue necessary instructions related to handling of resources.
B a

Motivation
ol

Motivation is a reason for doing something. For example : As a student what motivates
you for studies? You may answer (as commerce student) I want to take admission in SRCC,
TO ch

or I want to live comfortable life or I want to score more marks than my cousins etc.. Any
force which is pushing you to work towards goals is motivation. Motivation is required at
all stages of life, as a student, employee, entrepreneur etc. Everyone has its own drive to
T es

work.
In the organisational context, motivation is
necessary for all individuals working for
organisation. It is very important to identify
personal objectives of individuals and providing
them opportunities to fulfill such objectives.
O

Opportunities which enable the individuals to

fulfill their personal objectives work as motivation.
N

For example : Ankit likes job enrichment and

exploring various fields, instead of performing
repeated jobs. Therefore, to motivate him on
regular basis,it is necessary to provide him with
analytical jobs.

Performance = Ability × Motivation

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Thus, motivation is the process of encouraging people to accomplish desired goals.

For motivating the individuals working in an organisation, motivation includes three
aspects :
(a) Identifying motives of individuals.
(b) Designing techniques for achievement of such motives.
(c) Implementation.
This is also known as modern approach of motivation.

ED
(a) Identifying motives of individuals
Motive is derived from Latin word ‘Movere’ which means ‘to move’. Motive is an
inner state. It directs, energises and activates behaviour towards the goals. For

H
example; the need for food, shelter and cloth, better life style, higher status in society etc.

S
are some examples of motive. It is very important to identify the purpose with which individual
n
has joined the organisation. It also helps in reducing employees turnover.

LI
PU .i
(b) Designing techniques for achievement of such motives
E rs
B
After identifying the motives of employees, it is necessary to design suitable incentive
schemes (like promotion criteria) so that, employees can achieve their personal objectives
B a

while contributing for organisational goals. Incentives designed by the management to

ol

motivate individuals is known as motivator.

(c) Implementation
TO ch

Here, implementation means communicating various incentive schemes to individuals.

T es

Motive

Motivator
O
N

Implementation

Motivation

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Motivation – Traditional approach also known as carrot and stick

approach. Under this approach employees are rewarded for
performance and punished for non-performance.

Features of Motivation (For reference)

ED
1. An inner feeling: Motivation is an inner feeling which depends on individual
requirements. For example: One may desire for six digits (say ` 2,00,000) salary
another may be happy in four digits (say ` 9000).

H
2. Motivation produces goal oriented process : Motivation is a drive to work. It
is the only essential function of management. Incentives designed by management

S
n
helps individual to contribute for organisational goals. For example: Promotions

LI
PU .i
criteria designed by management helps in improving performance.
3. Motivation can be positive or negative : Positive motivation provides positive
E rs
B
rewards like increase in pay, promotion etc. Negative motivation uses negative
means like punishment, stopping increments etc.
B a

4. Complex process : Every individual joins organisation with different motive. It

ol

becomes very difficult to design common incentive policy that can fulfill all
individuals’ motives.
TO ch

Motivation Process (For reference)

T es

Unsatisfied
need

Tension

Drives
O

Search
behaviour
N

Satisfied
need

Reduction
of tension

Job offer

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An unsatisfied need of an individual creates tension. Individual identify various sources

from which such needs can be satisfied. Identification of sources is known as drives. Thereafter,
individual makes efforts on identified sources. Making efforts with the objective to satisfy need
is known as search behaviour. Finally, individual is able to find suitable source and need
gets satisfy. Satisfaction of need leads to reduction in tension.
For example : Mr. X get married. Now he needs higher salary for survival. It will create
the tension and he will try to identify various sources (drives) from which he can increase his
income. He will select the best source and starts making efforts (search behaviour). Finally,

ED
he will be able to satisfy his needs.

Maslow’s Need Hierarchy Theory of Motivation

H
Suppose you have three options i.e. food, house
and friendship and you need all three, which one you

S
n
will select first. The answer will be food. Further, what

LI
PU .i
would be the next option that you will select. The answer
will be house and lastly friendship. This is called as
E rs
B
hierarchy of needs. Hierarchy of needs means the
order in which any person desires to fulfill his/
B a

her needs. Maslow’s hierarchy theory of motivation provides hierarchical order of needs in
ol

which people tend to fulfill their needs. This model was introduced by Abraham Maslow in
1943. He is known as “Father of Humanistic Psychology”.
TO ch

Assumptions :
1. People’s behaviour is based on their needs; satisfaction of such needs influences
T es

their behaviour.
2. People’s needs are in hierarchical orders starting from basic needs to higher level
needs.
3. A satisfied need can no longer motivate a person; only next higher level need can
motivate him.
4. A person moves to the next level of hierarchy when lower level need is
O

satisfied.
Hierarchy of Five Needs of Maslow
N

1. Basic/ Physiological Needs

(a) Related to basic amenities of life like survival and maintenance.
(b) It includes things required like shelter, food, clothing and other necessities of
life.
(c) Basic pay helps to satisfy these needs.

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2. Security/safety Needs
(a) Safety needs include physical, environmental and emotional safety and protection.
(b) These needs are also important for most of the people. It includes:
(i) Job security.
(ii) Financial security like stability of income, pension plan etc.
(iii) Family security like life insurance.
(iv) Health security like health insurance.

ED
3. Social / Affiliation / Belonging Needs
Social needs arise from society. These needs include the need for love, affection, care,

H
belongingness, acceptance and friendship.

S
4. Esteem/status Needs
n
Esteem needs are of two types :

LI
PU .i
(a) Internal esteem needs (self-respect, confidence, competence, achievement and
E rs

freedom).
B
(b) External esteem needs (recognition, power, status, attention and admiration).
B a

5. Self Actualisation Needs

ol

(a) These are the needs of higher order. This include strong desire to become what
you are capable of becoming. In other words, what you have the potential to
TO ch

become.
(b) It includes growth, self-fulfillment and achievement of goals. It also includes desire
for gaining more knowledge, social-service and being creative. The self- actualisation
T es

needs are never fully satiable.

The first four needs are deficiency
motivators. It means it arise when some
psychological deficit is perceived. Fifth
need is growth motivator. Rarely people
reach at fifth level.
O
N

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Organisational Example Individual Example

Achievement of goals Self fulfillment

Job title
Status

ED
Cordial relations with
colleagues Friendship

H
S
Pension plan
n Stability of income

LI
PU .i
E rs
B
Basic salary Hunger
B a
ol

Incentives
Incentives are motivational devices or motivators used to motivate the individual. In
TO ch

organisational context, incentives represent measures which are used to motivate employees
to improve their performance. For example : Bonus, profit sharing etc.. Broadly, incentives
are categorised into two categories:
T es

(a) Financial Incentive

(b) Non- Financial Incentive.
(a) Financial Incentives
It refers to the incentives which are
in direct monetary form or measurable in
O

terms of money. Financial incentives are serve

to motivate people for better performance. The
N

major advantages of providing financial

incentives are, they encourage employees on
achieving targets, also achieving targets in time
bound manner provides fix value to employees.
However, if rewards are too small or employees
are not able to earn then employees may
demoralise themselves. Some of the financial incentives are discussed below:

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Directing 181

1. Pay and Allowances : It includes basic pay and

various allowances. Allowances are provided for some
specific purpose like house rent allowance, children
education allowance, conveyance allowance etc. It
helps in fulfilling basic needs of employees.
2. Profit Sharing : Under this the organisation shares
part of its profits with employees. It helps in following

ED
the principle of ‘harmony, not discord’ and motivates
employees to work hard for the better prospective of
organisation.

H
3. Co-partnership or Stock option : Under this,

S
organisation offers ownership rights to employees at
n
nominal amount on fulfilment of certain conditions. In

LI
PU .i
case of companies, shares are offered at a value less
than the market value (also known as employee stock
E rs
B
option plan) and in case of partnership, co-partnership
is offered with nominal amount of capital.
B a

4. Bonus : It is sum a of money added to employees

ol

salary as a reward for good performance. In India,

certain organisations are required to pay minimum
TO ch

bonus every year however, higher percentage of bonus

is linked with profitability of company. But in general,
bonus is linked with performance of employees.
T es

5. Productivity Linked Wage

Incentives : It is linked with
differential piece wage rate
system. Under this worker is paid according to their
productivity level. Higher amount is paid to effective
workers whereas lower amount is paid to ineffective
O

workers.
N

6. Retirement benefits : Employees want security of

retirement. Several retirement benefits such as provident
fund, pension etc. provide financial security to
employees after their retirement. This helps in increasing
loyalty towards organisation.

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7. Perquisites : It means benefits in

kind. For example, rent free
accommodation, interest free loan,
free education to children, medical
facilities etc.. Such incentives are
not provided in the form of money
but measurable in money terms
therefore, considered as financial

ED
incentive. This incentive also measures the importance of particular employee in
organisation.

H
(b) Non-Financial Incentives
Incentives which are neither in monetary terms nor

S
n
measurable in monetary terms are defined as non-financial

LI
incentives. Non-financial incentives are necessary to fulfill
PU .i
psychological, social and emotional satisfaction. Non-financial
E rs
B
incentives help in recognising employees’ priorities and lifestyle.
This encourage employees attachment for organisation.
B a

However, sometimes employees take non-financial incentives

for granted. Some of non-financial incentives are discussed
ol

below:
TO ch

1. Status : Status is a relative term which is defined

by individual’s authorities, responsibilities, work
load and position in organisation. Status decides
T es

ranking in organisation. It provides psychological,

social and emotional satisfaction to employees.
2. Organisational climate : It
means working environment of an
organisation. Working environment
of organisation includes team support, ethical standards, growth
O

opportunities, individual autonomy as well as infrastructure facilities.

Good organisational climate motivates employees to improve
N

performance and minimising wastage of resources. Organisational

climate distinguish one organisation from the other.
3. Career advancement opportunities :
Individuals want to work for organisation in which
they have career advancement opportunities.
Employees should be provided with suitable growth
opportunities to motivate. Promotion works as a

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Directing 183

tonic and encourages employees to improve performance.This incentive helps in

following ‘Development of each and every person to his/her greatest efficiency and
prosperity’.
4. Job enrichment : Individuals with high potential
want to perform analytical jobs instead of routine
jobs. Job enrichment is concerned with assigning
job which require high level of knowledge and
skills. If jobs are enriched and made interesting, the

ED
jobs itself becomes a source of motivation for such
individuals.
5. Employee recognition programme : Recognising good work of employees is

H
important to motivate them. This works as a source of motivation and they feel

S
their importance in organisation. Various tools for employee recognition are:
n
(i) Congratulating an employee for good performance.

LI
PU .i
(ii) Displaying on the notice board or in the company’s news-letter about the
E rs

achievement of employees.
B
(iii) Giving awards like distributing mementos or certificate in recognition of
B a

employee services.
ol

This incentive helps in following principle of ‘initiative’.

TO ch
T es
O
N

6. Job security : Job security is must to take work

commitments from employees. Job stability ensures
peace of mind by providing consistent source of
income. It is one of the best motivational devices.
It is directly linked with principle of stability of
personnel.

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7. Employee participation : Inviting suggestions

and ideas from employees for betterment of
organisation is a double edge sword concept. It
helps in improvement of organisational activities
as well as provide motivation to employees. It is
directly linked with principle of ‘cooperation not
individualism’.

ED
8. Employee empowerment : Empowerment means
giving more autonomy and power to subordinates. It
gives identity to individuals and they are recognised by

H
colleagues. It is linked with concept of ‘delegation of
authority’.

S
n
LI
Importance of Motivation/Motivation is the Core of Management
PU .i
(For reference)
E rs
B
1. Supportive work environment: Motivation provides supportive work
environment as employees are able to fulfill their personal objectives while working
B a

for organisational objectives.

ol

2. Positive attitude of employees: Supportive working environment develops

positive attitude among employees. By designing suitable incentive schemes,
TO ch

motivation helps in changing the negative attitude of employees to positive attitude.

3. Improve performance level of employees: Development of positive attitude
among employees increases their productivity and performance level. Employees
T es

work with more loyalty and dedication.

4. Reduction in labour turnover and absenteeism of employees: Motivated
employees share less number of complaints against management and vice-versa.
This is due to development of positive attitude among employees and increase
in their performance level. It helps in reducing labour turnover and absenteeism
of employees.
O

5. Better utilisation of resources: Motivated employees handle with care resources

like equipment, raw-material etc. This ensures better utilisation of resources.
N

Leadership
Leadership is inspiring and teaching skills to others in own
presence and making sure that they follow the path in your absence.
In organisational context, Leadership is the ability of an
individual to influence the behaviour of other individuals
with purpose to achieve common organisational goals.
Person who has leadership skills is known as leader.
Chandan Poddar escholars.in
Directing 185

Managers in organisation should have leadership qualities. It is rightly said that Leaders
need not be a manager but managers need to be a leader. This is because leaders
can take the desired work from followers with his/her leadership skills. Therefore, they didn’t
require any managerial position to take work from subordinates.
However, managers have the authority to instruct subordinates, also subordinates are
bound to perform the activities instructed by managers but to take the cooperation of
subordinates it is necessary for managers to have leadership skills.

ED
We have already discussed the term cooperation in chapter- 1 ‘Nature and significance
of management’. Cooperation refers to the voluntary collective efforts of various individuals
working together in an organisation for achieving common goals. It is the result of voluntary

H
action on the part of individuals. When individuals will be willing to work, their productivity
will be higher. Therefore, managers should have leadership skills.

S
n
LI
PU .i
E rs
B
B a
ol
TO ch

Features of Leadership
T es

(a) It includes the ability of a person to influence the behaviour of others.

(b) It tries to bring changes in the behaviour of others.
(c) It is a continuous process.
(d) It is exercised to achieve desired goals of the organisation.
(e) It includes interpersonal relationship between leaders and followers.
O

Leadership Styles
Leadership style reflects the way in which leader lead followers. It includes the way
N

leader guides, instructs, do counselling, motivates and identify the strengths of followers. Every
leader has its own style of dealing with followers but this style can be broadly categorised
into following three categories:
(a) Authoritative
(b) Democratic
(c) Laissez-faire.

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1. Authoritative or autocratic leadership

(a) In autocratic leadership style, leaders themselves take all
decisions. They believe on their own ideas and judgements
and avoid inputs from followers.
(b) It is used in situation where high level of control is necessary
and there is no scope of error.
(c) It is helpful in case, where workers are unexperienced and

ED
needs higher level of supervision. As such, it is helpful in case
of military and construction businesses.
(d) While following autocratic leadership style, leaders must

H
respect subordinates, educate them before putting them in
action and most importantly give them sense of belongingness,

S
n
leaders must listen to complains and suggestions of subordinates irrespective of the

LI
fact they consider it or not.
PU .i
E rs

2. Democratic or participative leadership

B
(a) In democratic leadership style, leader takes decisions by
providing opportunity to followers to give their
B a

suggestions and ideas. Before taking any decision, leader

ol

take inputs from followers.

(b) Democratic leadership is used in situation of complex
TO ch

decision-making and where high degree of flexibility is

required.
T es

(c) It is helpful in case of professional and experienced team

or where experts from different fields are working
together. It is used in Law firms, hospitals etc.
(d) While following democratic leadership, leader must focus on discussion and respect
the ideas. Leader should try to create common understanding and adopt suggestion
which is acceptable to majority.
O

3. Laissez –faire or free –rein leadership

(a) In free-rein leadership, leader allows subordinates to take
N

decisions. Subordinates are free to take decisions within prescribe

limits decided by leader.
(b) It is used in case of routine jobs and where subordinates
apparently assume sense of responsibility.
(c) It is helpful in situation where specialists are working in their
fields and competency level of every expert is not questionable.
It is used in coaching institutes, publication houses etc.

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Directing 187

(d) While following free- rein leadership, leader must be assured about competency,
experience and willingness of subordinates.

Comparison between leadership styles

Basic Authoritative Style Democratic Style Laissez-faire Style
Decision Leader themselves take Leader take decision Subordinates take
making decisions. by providing decision.
opportunity to

ED
followers.
Suitability Where high degree of In case of complex In case of routine jobs.
control is necessary. decision making.

H
Subordinates Unexperienced. Professional and Specialist.

S
n experienced.

LI
PU .i
Communication One – way (downward) Two-way Free flow of
communication. communication. communication.
E rs
B
Emphasis You and I. We. As you decide.
B a

Motivation Coercion. Awards and rewards. Support as per

requirement.
ol

Importance of Leadership (For reference)

TO ch

(a) Leadership helps in inspiring and guiding employees.

(b) Leadership creates confidence among employees by recognising their capabilities
T es

and quality.
(c) As leadership involves guiding, inspiring employees and creating confidence. Hence,
it improves productivity of employees.
(d) A leader maintains one to one relationship with employees which provides them
job satisfaction.
(e) Leadership influences the behaviour of people and makes them to positively
O

contribute for the achievement of common organisational goals.

Qualities of a Good Leader (For reference)
N

(a) A good leader should have required knowledge and

confidence.
(b) A leader should be self-confident. He should not lose
confidence in most difficult task.
(c) A leader should be a good communicator and have
listening skills. He should have the capacity to clearly
explain his ideas.
Chandan Poddar escholars.in
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(d) Leader should be honest towards followers.

(e) Leader should practise creativity in performing tasks.
(f) Leader should maintain one to one relationship.
(g) Leader should focus on improving strength and weaknesses of followers.
(h) Leader should be passionate about his/her goals.

COMMUNICATION

ED
Communication is generally
understood as two or more persons talking
to each other. But the concept of

H
communication is wider. Communication
is the process through which

S
n
information is shared with a purpose

LI
that receiver understands it in the
PU .i
same sense in which sender conveys.
E rs
B
For example : Superior (Mr. A) instructed subordinate (Mr. B) not to allow anyone
in his office as he is working on some technical project. Meanwhile, CEO of company
B a

(Mr. C- Superior’s boss) tried to contact Mr. A but Mr. B refused. Whether instructions provided
ol

by Mr. A to Mr. B are considered in same sense by Mr. B? Here lack of communication is
faced by both A and B.
TO ch

Communication is considered as lifeblood of an organisation. If the subordinates will

not accept the instructions in the same sense as desired by superior then it can create lots of
hurdles in organisational progress. It is pre-requisite for all managerial activities. If the individual
T es

is lacking in communication skills but having good knowledge and understanding then he/
she can’t work effectively at any managerial post.
Communication has become inescapable part of management training. Now-a-days,
managers are specially trained for enhancing communication skills so that desired work can
be taken from subordinates. Solution of all managerial problems can be find out through
communication only. Avoiding communication creates problem whereas initiating
communication solves problem. Now, let us discuss the elements of communication:
O

Elements of Communication Process

N

Sender
Sender is the person who initiates the communication process. He/she has some content
he/she wants to share with. Thus, sender means the person who conveys his thoughts and
ideas to the receiver.
Message
Content which the sender wants to communicate is known as message. It can be any
suggestion, instruction, feelings etc.
Chandan Poddar escholars.in
Directing 189

Encoding
Sender gives some words, pictures, icons etc. to the message which he/she wants to
communicate. Process of converting the message into communication symbols such as words,
pictures etc. is known as encoding.
Media
Encoded message need to be transmitted to receiver. For this communication channel
is selected which could be mail, phone call etc.. Channel selected to transmit the desired

ED
message is known as media.
Decoding
After receiving the message, receiver translate it so that the intended message can be

H
understand. Process of converting encoded symbol of the sender is known as decoding.

S
Receiver
n
LI
Receiver is the person with whom sender wants to share the message. He/she tries to
PU .i
decode the message in real sense of sender.
E rs
B
Feedback
It includes all the actions of receiver indicating that he has received and understood
B a

the message of the sender.

ol

Noise
TO ch

Hurdles in communication process can be defined as noise. It may be caused by sender,

media or receiver. It can be poor telephone connection, faulty encoding, faulty decoding,
wrong receiver etc.
T es
O
N

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For example : Mr. Ram (CEO of company) has some new ideas for marketing of newly
launched product. He drafted the ideas and mailed to marketing manager. Marketing manager
read and understand the message and replied “thanks” to CEO for suggesting ideas. In this
case Ram is sender, ‘new ideas for marketing’ is message ‘drafting of idea’ is encoding, ‘email’
is channel, ‘understanding of message’ is decoding, ‘marketing manager’ is receiver and reply
as ‘thanks’ is feedback.
Importance of Communication (For reference)

ED
1. Act as a basis of Coordination
(a) Coordination means integrating efforts of various individuals and departments.
Communication plays major role in efforts integration by explaining authorities,

H
responsibilities and answerability to all individuals.

S
(b) Once these matters are made clear through effective communication then it acts
n
as good source for maintaining coordination.

LI
PU .i
2. Smooth working of Organisation
E rs
B
(a) Communication is life blood of organisation. Art of communication defines the
language of leadership therefore; all managerial planning can be converted into
B a

desired action through effective communication only.

ol

(b) Top level communicates the policies to middle level and middle communicates to
lower level management. Any communication gap between them can drastically
TO ch

hamper organisational working.

3. Act as a basis of Decision Making
T es

(a) Decision making involves selecting best possible alternative among the various
alternatives available. Now, for selecting the best alternative among various
alternatives we need to analyse every aspect and for this communication is
necessary with different individuals. Thus, communication acts as a basis for
decision making.
(b) If the managers will not be able to explain the proposals then communication gaps
will definitely affect the decision-making quality of organisation.
O

4. Increases Managerial Efficiency

N

If superior can exactly explain his/her requirements to the

subordinate, then it helps in saving time of various inspections.
Also, output of subordinate will be higher if healthy
communication takes place between superior and subordinate.
Therefore, good communication increases managerial
efficiency.

Chandan Poddar escholars.in

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5. Establishes Effective Leadership

(a) Good leadership starts with good communication. Leadership and communication
go hand in hand. In fact, the difference between management and leadership is
communication.
(b) If managers are taking work due to their position and authorities from subordinates,
it represents management whereas if managers are able to take work due to their
communication skills, it represents leadership.

ED
Formal and Informal Communication
In business context, communication can be divided into two categories—
Formal Communication

H
It refers to the communication which takes place by following the chain of command.

S
Formal communication can be further divided into—
n
LI
(a) Vertical Communication : It flows vertically i.e. upward or downward through
PU .i
formal channels. It is of two types:
E rs
B
➢ Upward Communication : It takes place from subordinate to superior.
Example; Grant of leave, submission of report
B a

➢ Downward Communication : It takes place from superior to subordinate.

ol

Example : Ordering subordinates to complete the task.

TO ch
T es

(b) Horizontal/Lateral Communication: It takes place between one division and

O

another. Example : A production manager may contact marketing manager to

discuss about product design, product quality etc.
N

Quality Control
Purchase Manager Production Manager Sales Manager
Manager

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Communication Network : It refers to the pattern through which communication

takes place in the organisation.
Communication Networks of Formal Communication
1. Single chain : This network exists between supervisor and his subordinates.
The subordinate can communicate with his immediate superior only.

ED
H
S
n
LI
PU .i
E rs
B
B a

2. Wheel : All subordinates under one superior communicate from him only. He
ol

acts as a hub of the wheel.

TO ch
T es

3. Circular : This communication network moves in a circle. Each person can

O

communicate with two adjoining persons. In this, the communication process

N

is slow.

Chandan Poddar escholars.in

Directing 193

4. Free Flow : In this network, each person can communicate with others freely.

ED
H
5. Inverted V: In this network, a subordinate is allowed to communicate with his
immediate superior and superior’s superior.

S
n
LI
PU .i
E rs
B
B a
ol
TO ch

Informal Communication
Communication between individuals and groups which is not officially recognised is
T es

called informal communication. In other words, it is a communication which takes place

without following official chain of command. Example; chitchatting in canteen about the
behaviour of superior, workers discussing about their children’s education etc.. The informal
communication spreads quickly and sometimes get destroyed. It also leads to generate rumors.

Grapevine
The network or pathway of informal communication is known as grapevine. Grapevine
means vine of grapes, as it is difficult to find origin point in case of grapevine similarly it is
O

difficult to find the source of informally conveyed message.

N

Grapevine Communication Networks

1. Gossip : Each person communicates with all on
non-selective basis.

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2. Cluster : The individual communicates with those people on whom he/she trusts.

ED
3. Single strand : Each person communicates with another in sequence.

H
S
n
LI
PU .i
E rs
B
B a
ol
TO ch
T es

4. Probability : The individual communicates with others on random basis.

O
N

Barriers to Effective Communication

Barriers to effective communication means noise in communication process. The hurdles
so caused in communication process makes the communication process ineffective. Such

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Directing 195

barriers can be by way of wrong sender, faulty encoding and decoding, inappropriate or
no feedback etc. Barriers to effective communication can be broadly grouped into four
categories:
1. Semantic Barriers
Hurdles in the communication process due to encoding and decoding are classified as
semantic barriers. Such barriers result on account of use of wrong words, faulty translations,
different interpretations etc.

ED
(i) Badly expressed message
(a) Sometimes intended message may not be conveyed by a manager to his
subordinates. These badly expressed messages may be on account of use of wrong

H
words, omission of needed words etc.

S
(b) For example: Manager asked for the password of desktop and the subordinate
n
replied ‘SORRY I CAN’T TELL YOU’. Manager gets angry on subordinate.

LI
PU .i
Thereafter, subordinate said: Sir password is ‘SORRY I CAN’T TELL YOU’
E rs
B
(ii) Symbols with different meanings
(a) A word may have several meanings. Sometimes message decoded by receiver is
B a

not in the same sense in which sender encoded the message. Therefore, it leads to
ol

barrier to effective communication.

(b) For example, Superior sends a message to subordinate on his/her good performance
TO ch

‘Not bad’. Superior is communicating congratulations for his/her performance but

subordinate might take it in different sense. (In British culture ‘Not bad’ is interpreted
as good performance)
T es

(iii) Faulty translations

(a) Sometimes message originally drafted in one language (For instance : French) need
to be translated to the language suitable for other (For instance: English). If translator
is not proficient with both the languages, communication may sense different
meanings for sender and receiver.
(b) For example : A customer from France enquired about company’s product and
O

asked the manager to answer his queries through mail. Manager hired a translator
N

who converted manager’s answers in French language. Now if the translator would
not be good enough in both the languages then it may create problems.
(iv) Technical jargon
(a) It is usually found that specialists use technical words of their professional field while
explaining to their clients or customers. In such a situation, receiver might not be
able to understand complete content of the sender. This works as barrier to effective
communication.

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(b) For example : You approached a website designer for creating a e-commerce
website for your business. Professional used technical words like Hosting, VPS,
Cloud servers, SQL injections which were out of your working area.
2. Psychological Barriers
Psychological barriers are related to state of mind at the time of
communication. For example, A worried person cannot communicate
properly and an angry superior cannot understand the real meaning of

ED
subordinate’s message.
(i) Premature evaluation
(a) Sometimes we form particular judgement even before listening to the entire message.

H
This leads to misunderstanding and act as a barrier to effective communication.

S
(b) For example : Consider this communication between manager and subordinate
n
LI
PU .i
Subordinate : Sir, I need leave for three days.
E rs

Manager : Sorry, I can’t allow. We have to meet targets.

B
Subordinate : Please sir…Its urgent.
B a

Manager : Sorry, but you can take off after this month, it’s not possible in this
ol

month.
After 20 minutes……...
TO ch

Subordinate : Sir, please #$%^^&

Manager : (before subordinate was able to complete) I said, I can’t allow you…Why
you are wasting my time?
T es

Subordinate : Sir, please allow me four days in next month. I am not asking for leave
in this month.

Here, manager formed the judgement without listening to the message of subordinate
which lead to barrier in effective communication.
O
N

Chandan Poddar escholars.in

Directing 197

(ii) Lack of attention

(a) Attention of receiver is important for effective communication. Lack of attention
during communication process can hamper the purpose of communication. Failure
to read or listen what is conveyed works as barrier to communication.
(b) For example: Superior called all his subordinates for
discussing new plans. One of the superiors is pre-occupied
in sending messages to friends and didn’t listen the conveyed
message properly. Take another example—an employee

ED
explains his problems to boss who is pre-occupied with other
tasks. In this situation, boss will not be able to grasp the
message.

H
(iii) Distrust

S
n
(a) Lack of trust between the parties involved in communication process act as barrier
to communication. If parties do not believe each other, they cannot understand

LI
PU .i
each other’s message in original sense.
E rs
B
(b) For example : If manager has bad experience
in respect of confidential information shared
B a

with subordinate then he/she will not prefer to

share any information. This may affect
ol

delegation process of organisation.

TO ch

(iv) Loss by transmission and retention

(a) Poor retention power and various filters in communication process badly affects
communication process. When message passes through various individuals
T es

especially oral communication, successive transmissions may result in loss of

information. To avoid this organisation should avoid oral communication.
(b) For example : A orders B to collect cash from C. After that, B gets busy in his
work and forgot to collect the payment from C. Here, poor retention power of B
works as a barrier.
3. Organisational Barriers
O

Organisational barriers indicate ineffectiveness in communication process due to

N

organisational structure, centralisation, decentralisation, authorities, rules and regulations etc.

Various types of organisational barriers are discussed below :
(i) Organisational policy
(a) What is the organisational communication policy? Whether all decisions need to
be communicated to higher authorities or lower level has the power to take
decisions. Whether departmental managers are allowed to communicate or they

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should communicate from top management only. These questions best define the
organisational policy of an organisation.
(b) If the organisational policy is highly centralised whereby all small decisions are
communicated to top level, then it leads to the communication barrier. Free flow
of communication should be promoted within organisation.

(ii) Rules and regulations

(a) “Oral communication has no validity”, “Employees should share important

ED
communication through official e-mail only”, these types of directions and
conditions are necessary for fixing responsibility of wrong actions taken.
(b) However, it may lead to hurdle in communication process especially in case of

H
emergency situations. In emergency situations, such communication may lead to

S
procedural delays.
n
LI
PU .i
(iii) Status
(a) In organisation, status is defined by authorities of individuals. As the person moves
E rs
B
to the next level of hierarchy his/her authorities increases and consequently the
status. Communication between top level officials and lower level officials used to
B a

be very formal and this act as barrier due to two reasons.

ol

(b) Firstly, top level officials may not be interested in communication because they might
think lower level officials are not of same mind set. Secondly, lower level officials
TO ch

may not be able to communicate their messages to top level due to status
consciousness of top level officials. A status conscious manager may not allow his/
T es

her subordinates to express their feelings freely.

(iv) Complexity in organisational structure

(a) Complex organisational structure can’t promote smooth communication. If the
individuals has to report to various number of superiors (multiple subordination)
due to number of managerial levels, then communication delays are likely to
arise.
O

(b) Also, long hierarchy results in twisting of information.

N

(v) Organisational facilities

(a) Lack of communication tools like suggestion box, grievance cell and feedback
procedures etc. may result in one way communication (top level to lower level)
and one-way communication always restrict the growth of organisation.
(b) Facilities like transparency in working conditions, social culture gatherings
create good image among stakeholders and helps in increasing strong pubic
relation.

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4. Personal Barriers
Personal barriers relate to the factors that are personal to the sender and receiver like
lack of knowledge, selective attention, lack of listening skills and lack of vocabulary etc. In
organisational context these barriers can be divided into two categories :
(a) Personal barriers related to superiors.
(b) Personal barriers related to subordinates.
Personal barriers related to superiors

ED
(i) Fear of challenge to authority
(a) Sometimes, superiors avoid communication of their ideas to maintain their level.

H
This is to avoid weakness, as they think that particular communication may down
their position.

S
n
(b) If a superior perceives that a particular communication may adversely affect his

LI
authority, he/she may avoid such communication. For example : If the manager
PU .i
has less idea about IT sector then he/she will avoid the meeting involving
E rs
B
upgradation towards technology.
(ii) Lack of confidence of superior on his subordinates
B a

(a) Superiors deliberately avoid suggestions from subordinates if they have doubts on
ol

capacity and caliber of subordinates. In other words, if superior do not have

confidence on the competency of his subordinates, they may not seek their
TO ch

opinions.
(b) For example : If subordinate always avoid the tasks assigned to him then it will
T es

reduce the confidence of superior on subordinate. This will create the bad image
of subordinate and superior will always avoid the suggestions from him.

Difference between Lack of confidence of superior on his subordinates

and Distrust
(a) Distrust is lack of belief whereas lack of confidence of superior on subordinate is
related to skills of individual. For example: Ram has lack of confidence regarding
O

performance of particular task from Shiva but it doesn’t mean Ram doesn’t trust
Shiva.
N

(b) Distrust may be with any stakeholder but lack of confidence of superior on
subordinate lies between superior and subordinate only.
(c) Distrust arises after multiple experience with individual whereas lack of confidence
of superior on his subordinate arises due to lack of capabilities and abilities of
subordinate.

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Personal barriers related to subordinates

(i) Unwillingness to communicate
(a) Subordinates may try to conceal the information or communicate in different
manner, if such information can affect their stability and growth. In other words,
subordinates may not be prepared to communicate with his/her superiors, if they
perceive that it may adversely affect their interest.
(b) For example : If subordinates are not able to complete the task in timeframe allowed

ED
then they will try to put the responsibilities on others.
(ii) Lack of proper incentives
(a) If there is no motivation for good suggestions, subordinates may not take initiative

H
to communicate. There is a give and take relationship whereby both parties get

S
benefits or no one.
n
(b) Organisation should design suitable incentive schemes and communicate it to

LI
PU .i
subordinates for receiving their good ideas and suggestions.
E rs
B
Ways to improve communication effectiveness
B a
ol
TO ch
T es

Following suggestive ways can help in improving effectiveness of communication :

1. Clarify ideas before communication : One should be clear in thoughts
regarding what to communicate and what answers he/she needs from other party
in communication.
O

2. Communicate according to the needs of receiver : Communication process

N

should involve only relevant portion. Communication should be adjusted according

to the understanding level of receiver. Convey things of help and value of listeners.
3. Consult others before communicating : Before conveying message to seniors
or juniors, it is better to consult with others so that necessary changes can be made.
4. Be aware of language, tone and content of message : One of the important
considerations in communication process is language, tone and content of message.
It should be so designed that listeners take interest in communication and able to

Chandan Poddar escholars.in

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understand the message conveyed in same sense. It should not hurt the sentiments
of listener.
5. Ensure proper feedback : Communication process completes its cycle only when
proper feedback is ensured from receiver. This helps in further improvements in
communication skills.
6. Be a good listener : Listening others is important. Most of the communications
fail due to the fact that parties in communication focus on arguing instead of

ED
listening. Listening others with full patience help in understanding the problem in
better manner, this further helps in finding better solutions.
In the organisational context, apart from above mentioned ways managers should focus

H
on following :
1. Communicate for present as well as for future : Managers should give a big

S
n
picture to subordinate. They should clarify the subordinates regarding expected

LI
PU .i
hurdles and course of actions required in such situation. Communicating only
present aspects without providing guidelines for future may hamper the functioning
E rs
B
of organisation.
2. Follow up communication: Issuing instructions doesn’t mean that superiors will
B a

get the required output from subordinates. To ensure the effectiveness of

ol

communication, managers should review the work of subordinates.

☞ Previous Years Examination Questions

TO ch

1. Ayesha Ltd. assured their employees that inspite of recession no worker will be retrenched
T es

from the job.

i(i) Name and explain the type of incentive offered to the employees.
(ii) Explain one more incentive of the same category. (CBSE Delhi 2010)
2. ‘Motivation plays an important role in the success of management.’ Explain any four points
of importance of motivation in the light of the statement. (CBSE Delhi 2010)
3. “Managerial functions cannot be carried out without an efficient system of communication.”
Do you agree with this statement ? Give any four reasons in support of your answer.
O

(CBSE Delhi 2010)

4. Blue Birds Ltd. offers to its employees to issue shares at a price which is less than the market
N

price.
i(i) Name and explain the type of incentive offered to the employees.
(ii) Explain one more incentive of the same category. (CBSE Delhi 2010)
5. “Leadership is a key factor in making any organisation successful.” Do you agree with this
statement ? Give any four reasons in support of your answer. (CBSE Delhi 2010)
6. “Every action in the organisation is initiated through directing.” Explain any four points of
importance of directing in the light of this statement. (CBSE Delhi 2010)

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7. Explain in one sentence how direction initiates action in management. (CBSE Delhi 2011)
8. Explain the concepts of ‘Motivation’ and ‘Leadership’. (CBSE Delhi & Outside 2011)
9. Explain any four semantic barriers of communication. (CBSE Delhi 2011)
10. Explain the role of supervision as an element of directing function of management.
(CBSE Delhi 2011)
11. Explain in one sentence how direction is an executive function of management.
(CBSE Outside 2011)
12. Explain any three qualities of a good leader. (CBSE Outside 2011; Delhi 2012)

ED
13. Explain any four non-financial incentives. (CBSE Outside 2011)
14. Explain any four psychological barriers of communication. (CBSE Outside 2011)
15. Define ‘Formal communication’. (CBSE Delhi 2012)

H
16. Give the meaning of ‘Supervision’ as an element of ‘Directing’ and any four points that

S
explain its role. (CBSE Delhi 2012)
17. n
What is meant by ‘Motivation’ ? Explain Maslow’s need hierarchy theory of motivation.

LI
PU .i
(CBSE Delhi 2012)
18. What is meant by Informal Communication ? (CBSE Delhi 2012)
E rs
B
19. Define ‘communication’. (CBSE Outside 2012)
20. Explain any three assumptions of Maslow’s need hierarchy theory. (CBSE Outside 2012)
B a

21. What is meant by leadership ? Describe any four qualities of a good leader.
ol

(CBSE Outside 2012)

22. What is meant by ‘Directing’ as a function of management ? Describe any four points of
TO ch

its importance. (CBSE Outside 2012)

23. Define ‘Supervision’. (CBSE Outside 2012)
24. Rakesh is working under his superior Neeraj. He always communicates useful ideas and
T es

suggestions to his superior regarding reduction of cost, improvement in the product, etc.
Neeraj implements his suggestions and has always found favourable results,but he never
appreciates Rakesh for his suggestions. Now, Rakesh decides not to communicate any
suggestion or idea to Neeraj. Identify the factor which acts as a communication barrier.
Explain three other factors of the same group of communication barriers.
(CBSE Delhi (Comptt.) 2012)
25. Give the meaning of ‘Motivation’ and state any four features of motivation.
O

(CBSE Delhi (Comptt.) 2012)

26. What is meant by ‘Leadership’ ? State any four qualities of a good leader.
N

(CBSE Delhi (Comptt.) 2012)

27. Ankur is working as a production manager in an organisation. His subordinate Saurabh
discussed with him a method of production which will reduce the cost of production. But
due to some domestic problems and Ankur’s mind being pre-occupied he is not in a position
to understand the message. Saurabh got disappointed by this. Identify the factor which
acts as a communication barrier. Explain three other factors of the same group of
communication barriers. (CBSE Outside (Comptt.) 2012)

Chandan Poddar escholars.in

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28. Give the meaning of ‘Directing’. State any four points of its importance.
(CBSE Outside (Comptt.) 2012)
29. What is meant by ‘Supervision’ ? State the role of supervision in management with the
help of any four points. (CBSE Outside (Comptt.) 2012)
30. Why is motivation called a complex process ? (CBSE Delhi 2013)
31. ‘The barriers to effective communication exist in all organisations to a greater or lesser
degree’. State any six measures to overcome these barriers. (CBSE Delhi 2013)
32. ‘The supervisor performs a very important role in an organisation by performing multiple

ED
functions’. State any six such functions. (CBSE Delhi 2013)
33. Distinguish between ‘Formal and Informal communication. (CBSE Delhi 2013)
34. What is meant by ‘Democratic style’ of leadership ? (CBSE Outside 2013)

H
35. What is meant by ‘Motivation’ ? (CBSE Outside 2013)
36. Explain the following non-financial incentives :

S
n
(i) Status ; (ii) Organisational climate ; (iii) Career advancement opportunities.

LI
(CBSE Outside 2013)
PU .i
37. Explain any four psychological barriers to effective communication.
E rs
B (CBSE Outside 2013)
38. Give the meaning of ‘Autocratic’ style of ‘Leadership’. (CBSE Delhi (Comptt.) 2013)
B a

39. Define ‘Directing’ as a function of management. (CBSE Delhi (Comptt.) 2013)

40. ‘Effective communication should adopt suitable measures to overcome the barriers of
ol

communication.’ Explain any four such measures. (CBSE Delhi (Comptt.) 2013)
41. ‘Role of a supervisor is vital to any organization as he performs multiple functions.’ Explain
TO ch

any four functions of a supervisor. (CBSE Delhi (Comptt.) 2013)

42. Give the meaning of ‘Democratic’ style of ‘Leadership’. (CBSE Outside (Comptt.) 2013)
T es

43. Define ‘Supervision’ as an element of ‘Directing’. (CBSE Outside (Comptt.) 2013)

44. ‘Non-financial incentives are more suitable for employees whose needs are not satisfied by
money alone.’ Explain any four such incentives. (CBSE Outside (Comptt.) 2013)
45. ‘Every action in the organisation is initiated through directing only.’ In the light of this
statement, explain any four points of importance of ‘Directing’.
(CBSE Outside (Comptt.) 2013)
46. Rahim was working in an enterprise on daily wage basis. It was difficult for him to fulfill
the basic needs of his family. His daughter fell ill.He had no money for his daughter’s
O

treatment. To meet the expenses of her treatment, he participated in a cycle race and won
N

the prize money. The cycle company offered him a permanent pensionable job which he
happily accepted.
(i) By quoting the lines from the above para, identify the needs of Rahim that are satisfied
by the offer of cycle company.
(ii) Also, explain two other needs of Rahim followed by above that are still to be satisfied.
(CBSE Delhi 2014)
47. Give an example of ‘Employee Recognition Programmes’ as a non-financial incentive.
(CBSE Delhi 2014)

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48. What is meant by ‘Encoding’ as an element of communication ? (CBSE Delhi 2014)

49. How does directing help in efficient and effective functioning of the organization ? Explain
by giving any three points. (CBSE Delhi 2014)
50. How is training of employees beneficial for the organization ? State by giving any four
reasons. (CBSE Delhi 2014)
51. What is meant by ‘Decoding’ as an element of communication ? (CBSE Outside 2014)
52. Give any two characteristics of ‘Organizational Climate’ that influence the behaviour of
individuals and act as a non-financial incentive. (CBSE Outside 2014)

ED
53. Huma is working in a company on a permanent basis. As per the job agreement she had
to work for 8 hours a day and was free to work overtime. Huma worked overtime, due to
which she fell ill and had to take leave from her work. No one showed concern and enquired

H
about her health. She realised that she was fulfilling only some of her needs while some
other needs still remained to be fulfilled.

S
(i) By quoting the lines from the above para, identify the needs of Huma which she is
n
able to fulfil.

LI
PU .i
(ii) Also explain two other needs of Huma followed by the above needs, which still
E rs

remained to be satisfied. (CBSE Outside 2014)

B
54. Explain any three functions performed by a supervfisor that are vital to any organization.
(CBSE Outside 2014)
B a

55. Why is it said that ‘Motivation is a complex process’ ? State. (CBSE Delhi (Comptt.) 2014)
ol

56. List any two non-financial incentives. (CBSE Delhi (Comptt.) 2014)
57. Describe psychological barriers to effective communication. (CBSE Delhi (Comptt.) 2014)
TO ch

58. How does directing initiate action ? State. (CBSE Outside (Comptt.) 2014)
59. Give any two examples of ‘Employee Recognition’ as a non-financial incentive.
(CBSE Outside (Comptt.) 2014)
T es

60. State the benefits of training to the organisation. (CBSE Outside (Comptt.) 2014)
61. Besides ‘Effective management’ and ‘Employee development’ delegation helps the
organisation in different ways. Explain any four such ways.
(CBSE Outside (Comptt.) 2014)
62. ‘The functions and performance of the supervisor are vital to an organisation because he
is directly related with the workers whereas other managers have no direct touch with bottom
level workers.’ In the light of this statement, explain any four functions of a supervisor.
O

(CBSE Outside (Comptt.) 2014)

N

63. Describe personal barriers to effective communication. (CBSE Outside (Comptt.) 2014)
64. Pramod was a supervisor at ‘Annapurna Aata’ factory. The factory was producing 200 quintals
of aata every day. His job was to make sure that the work goes on smoothly and there was
no interruption in production. He was a good leader who would give orders only after
consulting his subordinates and work out the policies with the acceptance of the group.
Identify and describe the leadership style being adopted by Pramod. (CBSE Delhi 2015)
65. What is meant by ‘Training’ ? State the benefits of training to the employee.
(CBSE Outside (Comptt.) 2014)

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66. Neeraj, a sales representative of ‘Omida Ltd.’ has changed seven jobs in the last one year.
He is a hard working person but is not able to finalise deals with the customers due to his
inadequate vocabulary and omission of needed words. Sometimes he uses wrong words
because of which intended meaning is not conveyed. All this created a misunderstanding
between him and his clients.
(a) Identify the communication barrier discussed above.
(b) State the category of this communication barrier.
(c) Explain any other communication barrier of the same category.

ED
(CBSE Delhi & Outside 2015)
67. The workers of ‘Vyam Ltd.’ are unable to work on new and hi-tech machines imported by
the company to fulfill the increased demand. Therefore, the workers are seeking extra
guidance from the supervisor.

H
The supervisor is overburdened with the frequent calls of workers.

S
Suggest how the supervisor, by increasing the skills and knowledge of workers, can make
n
them handle their work independently ?

LI
PU .i
Also state any three benefits that the workers will derive by the decision of the supervisor.
(CBSE Delhi 2015)
E rs
B
68. What are the different elements of communication ? (CBSE Delhi 2015)
69. What are the merits of supervision ?
B a

70. Neha was a regional sales manager in ‘Good Look Garments Ltd.’ for ten years. On the
ol

retirement of the marketing manager Neha applied for the same post as she was extremely
ambitious and had dedicated all her energies to obtain the post of marketing manager.
However, the top management of the company decided to fill this post by selecting a better
TO ch

person from outside the company. Because of this Neha was heart-broken and her
performance declined.
When the new marketing manager joined, one of her major problems was how to motivate
T es

and inspire Neha to her former level of performance ?

Suggest any three non-financial incentives that the new marketing manager may use to
motivate Neha. (CBSE Delhi (Comptt.) 2015)
71. Explain any five points of importance of directing function of management.
(CBSE Delhi (Comptt.) 2015)
72. ‘The organisations which are keen on developing effective communication, should adopt
suitable measures to overcome the barriers to communication and improve communication
O

effectiveness.’ Suggest and explain any such five measures. (CBSE Delhi (Comptt.) 2015)
N

73. Sultan was a regional manager in ‘Homely Products Ltd.’ for the last eight years. On the
retirement of the marketing manager, Sultan applied for the same post because he was extremely
ambitious and had dedicated all his energies to obtain the post of marketing manager. However,
the top management decided to fill the position by selecting a better person from outside the
company. Because of this Sultan was heart-broken and his performance declined.
When the new Marketing Manager joined, one of her major problems was how to motivate
and inspire Sultan to his former level of performance ?
Suggest any three non-financial benefits that the new marketing manager may use to
motivate Sultan. (CBSE Outside (Comptt.) 2015)
Chandan Poddar escholars.in
206 : XII

74. Explain the concept of leadership and its various styles. (CBSE Outside (Comptt.) 2015)
75. Explain any five semantic barriers to communication. (CBSE Outside (Comptt.) 2015)
76. Explain the organisational barriers to communication. (CBSE Outside (Comptt.) 2015)
77. Mr. Shubhendu Bose is the owner of ‘Bikmac Enterprises’ carrying on the business of
manufacturing various kinds of biscuits. There was a lot of discontentment in the organization
and the targets were not being met. He asked his son, Naval, who had recently completed
his MBA, to find out the reason.
Naval found that all decision making of the enterprises were in the hands of his father. His

ED
father didn’t believe in his employees. As a result both the employer and the employees
were not able to understand each others’ messages in the same sense. Thus, the employees
were not happy and targets were not met.

H
(a) Identify any two communication barriers because of which Bikmac Enterprises was not
able to achieve its target.

S
(b) State one more barrier each of the types identified in (a) above. (CBSE Delhi 2016)
n
78. ‘Alfa Ltd.’ was dealing in renewable energy. To get the business, the team leader and his

LI
PU .i
team used to travel to different states to give presentation to their clients. As per the policy
of the company, the leader used to travel by air, whereas his team travelled by road/train.
E rs
B
It was not only time consuming but also at time forced female team members to travel
alone.
B a

As a result, the subordinates were not acting in a desired manner to achieve organizational
ol

goals. The CEO came to know about it. He called the team leader, discussed the matter
with him and decided to change the travel policy of the company. It was decided that all
the members including the leader would travel together in future and would usefully utilize
TO ch

the travelling time in discussion with the subordinates about presentation to be given to
the clients. This made a positive impact and every member of the team started acting in a
manner as desired by the team leader. State the features of the element of the function of
T es

management used by the CEO. (CBSE Delhi 2016)

79. Arun is working in a multinational company in Gurgaon. He was running temperature for
the last many days. When his blood was tested, he was found positive for dengue with a
very low platelet count. Therefore, he was admitted in the hospital and a blood transfusion
was advised by the doctors. One of his colleagues sent a text message about it to his
immediate superior ‘Mr. Narain’. ‘Mr. Narain’ in turn sent a text message to the employees
of the organization requesting them to donate blood for Arun. When the General Manager
O

came to know about it, he ordered for fumigation in the company premises and cleanliness
of the surroundings.
N

(a) From the above para quote lines that indicate formal and informal communication.
(b) State any two features of informal communication.
(c) Identify any two values that are being communicated to the society in the above case.
(CBSE Delhi 2016)
80. Mr. Fernandes is the owner of Unibie Enterprise, carrying on the business of manufacturing
electrical appliances. There is a lot of discontentment in the organization and targets are
not being met. He asked his son, Michel, who has recently completed his MBA, to find out
the reason.

Chandan Poddar escholars.in

Directing 207

Michel found that all decision making of the enterprise were in the hands of his father.
Moreover, his father did not have confidence in the competency of the employees. Thus,
the employees were not happy.
(a) Identify any two communication barriers because of which ‘Unibie Enterprise’ was not
able to achieve its target.
(b) State one more barrier each of the types identified in part (a) above.
(CBSE Outside 2016)
81. ‘A.S. Environs Ltd.’ is dealing in Environment Consultancy. To get the business, the team

ED
leader and his team used to travel to different states to give presentation to their clients. As
per the policy of the company, the team leader used to travel by air whereas his team
travelled by road/train. It was not only time consuming but also at times forced the female
team members to travel alone.

H
As a result, the subordinates were not acting in a desired manner to achieve organizational

S
goals. The CEO of the company came to know about it. He called the team leader, discussed
n
the matter with him and decided to change the travel policy of the company. It was decided

LI
PU .i
that in future all the members including the leader would travel together and usefully utilise
the travelling time in discussion about the presentation to be given to the clients. This made
E rs
B
a positive impact and every member of the team started acting in a manner as desired by
the team leader.
B a

State the features of the element of the function of management used by the CEO.
(CBSE Outside 2016)
ol

82. Prateek is working in a multi-national company in Noida. He was running temperature for
the last many days. When his blood was tested, he was found positive for malaria. He was
TO ch

admitted in the hospital and a blood transfusion was advised by the doctors as his condition
was very serious. One of his colleagues sent a text message to his superior ‘Mr. B.
Chatterjee’. Mr. B. Chatterjee, immediately sent a text message to the employees of the
T es

organization requesting them to donate blood for Prateek. When the General Manager came
to know about it he ordered for fumigation in the company premises and for cleaning the
surroundings.
(a) From the above para quote lines that indicate formal and informal communication.
(b) State any two features of informal communication.
(c) Identify any two values that are being communicated to the society in the above case.
(CBSE Outside 2016)
O

83. In the organisational context, basic salary helps to satisfy the basic physiological needs of
N

hunger, thirst, shelter, sleep etc. How are the remaining needs given by Maslow in his need
herarchy satisfied ? Explain briefly. (CBSE Delhi (Comptt.) 2016)
84. ‘Laxmi Ltd.’ is an IT company having 1,000 employees. All its employees take things easy
and are free to approach any one for minor queries and problems. Because of this the
operations of the company are disturbed and its revenue has declined. Everyone is seen
talking to each other resulting in inefficiency in its offices. It has also resulted in loss of
secrecy and confidential information being leaked out. Explain the measures that the
manager should adopt to improve communication system of ‘Laxmi Ltd.’
(CBSE Outside (Comptt.) 2016)
Chandan Poddar escholars.in
208 : XII

85. Describe any four features of motivation. (CBSE Outside (Comptt.) 2016)
86. Tel India Ltd. is an IT company having 1,200 employees. All its employees take the things
easy and are free to approach anyone for minor queries and problems. Because of this
the operations of the company are disturbed and its revenue has declined. Everyone is
seen talking to each other resulting in inefficiency in its offices. It has also resulted in loss
of secrecy and confidential information being leaked out. Explain the measures that the
manager should adopt to improve communication system by Tel India Ltd.
(CBSE Outside (Comptt.) 2016)

ED
87. Describe any four non-monetary incentives. (CBSE Outside (Comptt.) 2016)
88. Give the meaning of ‘motivation’ as an element of directing. (CBSE Delhi 2017)
89. Explain briefly any three functions performed by a supervisor. (CBSE Delhi 2017)

H
90. Umang Gupta is the Managing Director of Denver Ltd. The company had established a
good name for itself and had been doing well. It was known for timely completion of orders.

S
The Production Manager, Ms. Kanta was efficiently handling the processing of orders and
n
had a team of fourteen motivated employees working under her. Everything was going on

LI
PU .i
well. Unfortunately she met with an accident. Umang knew that in the absence of Ms. Kanta,
the company may not be able to meet the deadlines. He also knew that not meeting the
E rs
B
deadlines may lead to customer dissatisfaction with the risk of loss of business and goodwill.
So,he had a meeting with his employees in which accurate and speedy processing of orders
B a

was planned. Everybody agreed to work as a team because the behaviour of Umang Gupta
was positive towards the employees of the organisation. Hence, everyone put in extra time
ol

and efforts and the targets were met on time.

Now only this, Umang visited Ms. Kanta and advised her to take sufficient rest.
TO ch

(a) Identify the leadership style of Umang Gupta and draw a diagram depicting the style.
(b) State any two values highlighted by the behaviour of Umang Gupta.
T es

(CBSE Delhi 2017)

91. Explain any three points that highlight the importance of directing function of management.
(CBSE Delhi 2017)
92. Explain briefly any three measures to overcome the communication barriers.
(CBSE Delhi 2017)
93. Give the meaning of ‘supervision’ as an element of directing. (CBSE Outside 2017)
94. Explain briefly any three semantic barriers to communication. (CBSE Outside 2017)
O

95. Avdhesh is the Managing Director of Delta Ltd. The company had established a good name
for itself and had been doing well. It was known for timely completion of orders. The
N

Production Manager, Ms. Priyanka was efficiently handling the processing of orders and
had a team of ten motivated employees working under her. Everything was going on well.
Unfortunately, Priyanka met with an accident. Avdhesh knew that in the absence of
Priyanka, the company may not be able to meet the deadlines. He also knew that not
meeting the deadlines may lead to customer dissatisfaction with the risk of loss of business
and goodwill. So, he had a meeting with his employees in which accurate and speedy
processing of orders was planned. Everybody agreed to work as a team because the

Chandan Poddar escholars.in

Directing 209

behaviour of Avdhesh was positive towards the employees of the organisation. Everyone
put in extra time and efforts and the targets were met on time. Not only this, Avdhesh
visited Priyanka and advised her to take adequate rest.
(i) Identify the leadership style of Avdhesh and draw a diagram depicting the style.
(ii) Also, identify any two values highlighted by the behaviour of Avdhesh.
(CBSE Outside 2017)
96. Explain briefly any three organisational barriers to communication. (CBSE Outside 2017)
97. Explain briefly any three personal barriers to communication. (CBSE Outside 2017)

ED
98. Give the meaning of ‘Laissez Faire’ style of leadership. (CBSE Delhi (Comptt.) 2017)
99. Ravi, the Marketing Manager of Weaver Garments Ltd. does not allow the salesmen working
under him to freely express their frank opinion and feelings regarding work related matters.

H
Identify the organisational barrier to communication that has been created by Ravi.
(CBSE Delhi (Comptt.) 2017)

S
100. n
Give the meaning of ‘Democratic style’ of Leadership. (CBSE Delhi (Comptt.) 2017)

LI
PU .i
101. Give the meaning of ‘Autocratic style’ of Leadership. (CBSE Delhi (Comptt.) 2017)
102. Amar, the marketing manager of Narmada Garments Ltd. allows the salesmen working
E rs
B
under him to freely express their frank opinion and feelings regarding work related matters
before him. Identify the organisational barrier to communication that has been overcome
B a

because of Amar’s behaviour. (CBSE Outside (Comptt.) 2017)

103. Give the meaning of Leadership. (CBSE Outside (Comptt.) 2017)
ol

104. Irma is the chief executive officer of a reputed company. She introduced appropriate skill
development programmes and a sound promotion policy for the employees of her company.
TO ch

To motivate and retain the best talent in the company, she designed the jobs of the managers
to include greater variety of work content.
Explain any two other incentives that may be introduced by Irma other than those already
T es

introduced by her to further motivate the employees of her company.

(CBSE Outside (Comptt.) 2017)
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Quick Test-1
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567

1. A nationalised Indian bank is going to introduce some major changes in accordance with
directions of RBI. Workers under influence of Trade Union are showing resistance as they
O

fear losing their job. Which function of management can remedy the situation ?
2. ‘Look Good Cosmetics Ltd.’ offers commission to its sales manager in addition to the fixed
N

salary. To earn more commission, the manager wants to increase sales. He recommends
management to introduce the scheme of “one nail paint free when buying three lipsticks.”
But higher officials reject the scheme as this may cause loss to the firm. Which function of
management can solve the clash ?
3. Mr. Khanna has recently joined an ‘Interior Decoration’ firm after completing MBA from
America. He feels human resources are the most important resources in the company. So,
(i) It is important to develop mutual understanding amongst them to inculcate the sense of co-
operation and coordination.

Chandan Poddar escholars.in

210 : XII

(ii) There is a need to monitor their progress and guide them.

(iii) They need to be induced and stimulated to act in desired manner.
(a) Identify which function of management is referred above.
(b) Name the elements of function.
4. Mr. John is a supervisor in Britannia factory. He always explains managements’ policies to
workers, brings workers’ problems to the notice of management. He always motivates the
workers. He is friendly but maintains discipline. What values does Mr. John present ?
5. Mr. Banerjee keeps on checking the workers at work. He provides “on the job training” wher-

ED
ever required. At which post is Mr. Banerjee working ?
6. Rahul is an engineer in Jacob Ltd. He works very hard and it is observed by Production
Manager. But he never appreciates the efforts of Mr. Rahul. Name the element of Directing

H
not exercised by Production Manager.
7. Zumroo was working as a clerk in Hindustan Ltd. since last three and a half years. He was

S
n
working with full diligence. His boss noticed his performance and gave him “Confirmation
letter”. Which kind of Zumroo’s need was satisfied ?

LI
PU .i
8. Charu says ledership is required only for less efficient subordinates while Chanda says that
E rs

leadership is required for all. Who is correct ? Why ?

B
9. In Manik Ltd., selection process is very fair, scientific and standardised. Competent, labori-
ous employees with good work culture are selected. As a result, subordinates are efficient,
B a

responsible and take initiative in every activity. Which kind of leadership style would be
ol

suitable in Manik Ltd. ?

10. Pramod was a supervisor at ‘Annapurna Aata’ factory. The factory was producing 200 quin-
TO ch

tals of aata every day. His job was to make sure that the work goes on smoothly and there
was no interruption in production. He was a good leader who would give orders only after
consulting his subordinates and work out the policies with the acceptance of the group. Iden-
T es

tify and describe the leadership style being adopted by Pramod.

12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
Quick Test-2
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567
12345678901234567890123456789012123456789012345678901234567890121234567890123456789012345678901212345678901234567

1. Alok is the supervisor of Ram, Rahim and Khan. He consults all his subordinates while fram-
ing work schedules. They provide suggestions and Alok considers such suggestions if they
are productive. Which leadership style is followed by Alok ? What would be the benefits of
such leadership style to the organisation ?
O

2. Ekta is a very strict foreman. She punishes latecomers by reporting negatively in observa-
N

tion reports of workers. Due to which the wages of those workers who come late, decline
considerably. Which kind of motivation is applied by Ekta ? Do you think, by doing so, the
latecomers can be regulated ? Explain.
3. You are working as Human Resource Manager. General Manager sent a message to you, which
you received and understood well. Is the communication process complete ? Give reason.
4. Give one example of ‘Noise’ in the process of communication.
5. Subermanyam is a newly appointed Human Resource Manager in Times Ltd. in Punjab.
He is a Tamilian basically. He is good in Tamil and English. Most of his subordinates belong

Chandan Poddar escholars.in

Directing 211

to Punjab and they are not very much fluent in English. He feels it much difficult to make
them understand his instructions.
1. Identify the concerned communication barrier.
2. State the category of such barrier.
3. Explain any other category of same barrier.
6. Neeraj, a sales representative of ‘Omida Ltd.’ has changed seven jobs in the last one year.
He is a hard working person but is not able to finalise deals with the customers due to his
inadequate vocabulary and omission of needed words. Sometimes he uses wrong words

ED
because of which intended meaning is not conveyed. All this creates a misunderstanding
between him and his clients.
1. Identify the communication barrier discussed above.

H
2. State the category of this communication barrier.
3. Explain any other communication barrier of the same category.

S
7. n
Raju is a good orator, but he lacks good listening skills. Due to it, he does not listen the

LI
instructions given by supervisor carefully and completely. Therefore, he doesn’t complete
PU .i
the work as the given instructions.
E rs
B
1. Identify the concerned communication barriers.
2. State the category of such barriers.
B a

3. How such barriers can be mitigated ?

8. Kareena is working in an MNC. She has been given an option to buy the shares of the
ol

company at an amount less than the market price because of her performance as an
incentive. Katrina has been awarded “Employee of the month” award. Which forms of
TO ch

incentive is being referred here ? Explain the incentives along with any other three incentives.
9. You are a soft skill trainer who trains people in their speaking and writing skills. What ideas
can you given to the trainees about improving their communication effectiveness ?
T es

10. Manoj is working as a supervisor in Galaxy Ltd. He listens to workers’ suggestions and
grievances. He rewards the workers for good suggestions and handles the grievances timely.
He insists on free flow of communication to solve the conflict among the management and
workers. While scheduling the duties, he also consults the workers.
Explain the functions performed by Manoj as supervisor by quoting lines from the above
paragraph.
O

❏❏
N

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SPACE FOR STUDENT’S NOTES