CHAPTER – 7

DIRECTING
LEARNING OBJECTIVES :

➢Introduction and meaning of Directing

➢Characteristics of Directing
➢ Importance of Directing
➢Principles of directing
➢ Elements of Directing
➢Meaning & Importance of Supervision
➢Meaning, Features and importance of Motivation
➢Maslow’s Need Hierarchy Theory of Motivation
➢Financial & Non-Financial Incentives
➢Meaning, Features & Importance of Leadership
➢Qualities of Good Leader
➢Leadership Styles
➢Meaning, Elements & Importance of Communication
➢Formal & Informal Communication
➢Barriers to communication
➢Improving Communication Effectiveness
 INTRODUCTION:

1) Directing is the key managerial function.

2) A manager has to perform this function along with planning, organising, staffing and
controlling while discharging his duties in the organisation.
3) While other functions prepare a setting for action, directing initiates action in the
organisation.
4) The process of directing involves guiding, coaching, instructing, motivating and
leading the people in the organisation to achieve organisational objectives.

MEANING OF DIRECTING
Directing refers to the process of instructing, guiding, counselling, motivating and
leading people in the organisation to achieve its objectives.

In simple, Directing means giving instruction and guiding people in doing work.
It is one of the key managerial functions performed by every manager.
 CHARACTERISTICS OF DIRECTING

1) Directing initiates action : Directing is a key managerial function. A manager has

to perform this function along with planning , organising, staffing and controlling
while discharging his duties in the organisation. While other functions prepare a
setting for action, directing initiates action in the organisation.
2) Directing takes place at every level of management: Every manager, from top
executive to supervisor performs the function of directing. The directing takes
place where ever superior-subordinate relations exist.
3) Directing is a continuous process: Directing is a continuous activity. It takes
place throughout the life of the organisation irrespective of people occupying
managerial positions. We can observe that in organisations like Infosys, Tata,
BHEL, HLL and the managers may change but the directing process continues
because without direction the organisational activities can not continue further.
4) Directing flows from top to bottom: Directing is first initiated at top level and
flows to the bottom through organisational hierarchy. It means that every manager
can direct his immediate subordinate and take instructions from his immediate
boss.
 IMPORTANCE OF DIRECTING:

1) Directing helps to initiate action by people in the organisation towards attainment

of desired objectives.
2) Directing integrates employees efforts in the organisation in such a way that every
individual effort contributes to the organisational performance. Thus, it ensures that
the individuals work for organisational goals.
3) Directing guides employees to fully realise their potential and capabilities by
motivating and providing effective leadership. A good leader can always identify,
the potential of his employees and motivate them to extract work upto their full
potential.
4) Directing facilitates introduction of needed changes in the organisation. Generally,
people have a tendency to resist changes in the organisation. Effective directing
through motivation communication and leadership helps to reduce such resistance
and develop required cooperation in introducing changes in the organisation.
5) Effective directing helps in to bring stability and balance in the organisation since it
fosters cooperation and commitment among the people and helps to achieve balance
among various groups, activities and the departments.
 PRINCIPLES OF DIRECTING

1) Maximum individual contribution: This principle emphasises that directing techniques must help
every individual in the organisation to contribute to his maximum potential for achievement of
organisational objectives.
2) Harmony of objectives: Good directing should provide harmony of individual objectives of
employees and the organisational objectives. This can be ensured by convincing that employee
rewards and work efficiency are complimentary to each other.
3) Unity of Command: This principle insists that a person in the organisation should receive
instructions from one superior only. Adherence to this principle ensures effective direction.
4) Appropriateness of direction techniques: According to this principle, depending upon situations,
appropriate motivational and leadership technique should be used while directing the people. For
example, for some people money can act as powerful motivator while for others promotion may act
as effective manner.
5) Managerial communication: Effective managerial communication across all the levels in the
organisation makes direction effective. Directing should convey clear instructions to create total
understanding to subordinates. Through proper feedback, the manager should ensure that
subordinate understands his instructions clearly.
6) Use of informal organisation: A manager should identify the informal groups or organisations
present in the enterprise and make use of such organisations for effective directing.
7) Leadership: While directing the subordinates, managers should exercise good leadership as it can
influence the subordinates positively without causing dissatisfaction among them.
8) Follow through: Mere giving of an order is not sufficient. Managers should follow it up by
reviewing continuously whether orders are being implemented accordingly or any problems are
being encountered. If necessary, suitable modifications should be made in the directions.
 ELEMENTS OF DIRECTION
1) Supervision
2) Motivation
3) Leadership
4) Communication
 SUPERVISION
Meaning :
Supervision is the process of guiding the efforts of employees and other resources to
accomplish the desired objectives. It means overseeing what is being done by
subordinates and giving instructions to ensure optimum utilisation of resources and
achievement of work targets.
Importance of supervision:
1) Supervisor maintains friendly relations with workers. A good supervisor acts as a guide,
friend and philosopher to the workers.
2) Supervisor acts as a link between workers and management. He conveys the
objectives, ideas and plans of the management to the workers and workers problems to
the management. This helps to avoid misunderstandings and conflicts between
management and workers/employees.
3) Supervisor plays a key role in maintaining group unity among workers placed under
his control. He sorts out internal differences and maintains harmony among workers.
4) Supervisor ensures performance of work according to the targets set. He takes
responsibility for task achievement and motivates his workers effectively. Motivated
workers perform the tasks assigned to them efficiently and effectively.
5) Supervisor provides good on the job training to the workers/employees. A skilled
and knowledgeable supervisor can build efficient team of workers.
6) Supervisory leadership plays a key role in influencing the workers in the
organisation. A supervisor with good leadership qualities can build up high morale
among workers.
7) A good supervisor analyses the work performed and gives feedback to the workers.
He suggests ways and means of developing work skills.
 MOTIVATION

Meaning :
Motivation is the process of making subordinates to act in a desired manner to
achieve certain organisational goals.
OR
Motivation is the process which converts employees ability to work into their
willingness to work by offering them incentives and inspiring them to work hard.

Definition:
According to William G. Scout, “Motivation means a process of stimulating people
to action to accomplish desired goals”.

Meaning of Motive:
A motive is an inner state that energises, activities or moves and directs behaviour
towards goals.
FEATURES OF MOTIVATION:
1) Motivation is an internal feeling. The urge, drives, desires, aspirations, striving or
needs of human being, which are internal, influence human behaviour.
2) Motivation produces goal directed behaviour.
3) Motivation can be either positive or negative. Positive motivation provides positive
rewards like increase in pay, promotion, recognition, etc, Negative motivation uses
negative means like punishment, stopping increments, threatening etc, which also
may induce a person to act in the desired way.
4) Motivation is a complex process as the individuals are heterogeneous in their
expectations, perceptions and reactions. Any type of motivation may not have
uniform effect on all the members.

MOTIVATION PROCESS:
Motivation process is based on human needs. An unsatisfied need of an individual
creates tension which stimulates his/her derives. These drives generate a search
behaviour to satisfy such need. If such need is satisfied, the individual is relieved of
tension.
IMPORTANCE OF MOTIVATION:

1) Motivation helps to improve performance levels of employees as well as the

organisation. Since proper motivation satisfies the needs of employees, they in turn
devote all their energies for optimum performance in their work.
2) Motivation helps to change negative or indifferent attitudes of employees to
positive attitude so as to achieve organisational goals.
3) Motivation helps to reduce employee turnover and thereby saves the cost of new
recruitment and training. It also helps to retain talented people in the organisation.
4) Motivation helps to reduce absenteeism in the organisation.
5) Motivation helps managers to introduce changes smoothly without much resistance
from people.
MASLOW’S NEED HIERARCHY THEORY OF MOTIVATION

Self
actualisation
needs

Esteem needs

Affiliation/ Belongingness
needs

Safety/ Security needs

Basic physiological needs

 MASLOW’S NEED HIERARCHY THEORY OF MOTIVATION

Abraham Maslow, a U.S. Psychologist, developed a theory of motivation based on human needs. He felt
that within every human being, there exists a hierarchy of five needs. They are:
1) Basic physiological needs: These needs include need for food (to satisfy hunger), clothing, shelter,
sleep etc. these are the most basic human needs. These needs are to be satisfied by every one in the
first instance. In the organisational context, basic salary helps to satisfy these needs.
2) Safety/Security needs: These needs provide security and protection from physical and emotional
harm. Ex: Job security, stability of income etc. For an individual, these needs arise only when he/she
is reasonably satisfied with physiological needs.
3) Affiliation/Belongingness needs: These needs include individuals desire for affection, sense of
belongingness and friendship. They become important only when physiological and safety needs are
satisfied.
4) Esteem needs: These needs include factors such as self-respect, autonomy status, recognition and
attention. Once, the first three levels of needs are reasonably well satisfied, a person thinks of
esteem needs.
5) Self actualisation needs: These needs include growth, self-fulfillment and achievement of goals.
Thus, it is concerned with the drive to become what one is capable of becoming. It is the highest
level of need in the hierarchy.
Thus, Maslow’s theory focuses on the needs as the basis for motivation. This theory is widely
recognised and appreciated. The theory is still relevant because it helps the managers to realise that
need level of employee should be identified to provide motivation to them.
 ASSUMPTIONS OF MASLOW’S NEED HIERARCHY THEORY OF
MOTIVATION

1) People’s behaviour is based on their needs. Satisfaction of such needs influences

their behaviour.
2) People’s needs are in hierarchical order, starting from basic needs to other 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 higher level of the hierarchy only when the lower need
is satisfied.
 FINANCIAL AND NON-FINANCIAL INCENTIVES

Incentive means all measures which are used to motivate people to improve performance.

These incentives can be broadly classified as Financial Incentives and Non Financial
Incentives.

A] Financial Incentives:
Financial incentives refers to incentives which are in direct monetary form or measurable
in monetary term and serve to motivate people for better performance.
The financial incentives generally used in organisations are:
1. Pay and allowances: For every employee, salary is the basic monetary incentive. It
includes basic pay, dearness allowance and other allowances. Salary system consists of
regular increments in the pay every year and enhancement of allowances from time-to-
time.
2. Productivity linked wage incentives: Several wage incentive plans aims at linking
payment of wages to increase in productivity at individual or group level.
3. Bonus: Bonus is an incentive offered over and above the wages/salary to the employees.
4. Profit sharing: Profit sharing is meant to provide a share to employees in the profits of
organisation. This serves to motivate the employees to improve their performance and
contribute to increase in profits.
5. Co-partnership/stock option: Under these incentive schemes, employees are
offered shares of a company at a set price which is lower than market price. The
allotment of shares creates a feeling of ownership to the employees and makes
them to contribute for the growth of the organisation.

6. Retirement benefits: Several retirement benefits such as provident fund,

pension and gratuity offered to the employees also acts as an incentive to motivate
them.

7. Perquisites: In many companies perquisites and fringe benefits such as use of

companies car, provision of rent free accommodation, provision of free medical
facilities and free education to children are offered over and above the salary. These
perquisites helps to provide motivation to the employees.
 B] Non Financial-Incentives

Non-financial incentives focus on providing psychological and emotional satisfaction

to employees. Some of the important non-financial incentives are:

1. Status: company can motivate its employees by raising their status. Status means
ranking of positions in the organisation. When company gives more authority,
responsibility, rewards, recognition, perquisites and prestige of job, it raises the
status of an individual and motivates him/her to improve the performance.
2. Organisational climate: Managers may take positive measures regarding
organisational climate/characteristics such as granting individual autonomy to
employees, giving consideration to employees reasonable request, which helps in
motivating employees to perform better.
3. Career advancement opportunity: Providing opportunity to employees to
improve their skills and giving them promotion to the higher level jobs also acts as
motivating factor which encourages employees to exhibit improved performance.
Appropriate skill development programmes and sound promotion policy will help
in this regard.
4. Job enrichment: Jobs can be enriched to motivate employees to work hard for better
performance. Jobs can be enriched by designing jobs that include greater variety of
work content, by giving workers more autonomy and responsibility and by providing the
opportunity for personal growth and a meaningful work experience.

5. Employee recognition programmes: Employee recognition programmes such as

congratulating the employee for good performance, displaying the achievement of the
employee on the notice board, installing award or certificate for best performance,
distributing mementos and T-shirts and rewarding an employee for giving valuable
suggestions will make employees feel motivated to perform at a higher level.

6. Job security: Employees want their job to be secure. They want certain stability
about future income and work so that they do not feel worried on these aspects and work
with greater zeal.

7. Employee participation: Employees can also be motivated to work better by

involving them in decision making of the issues related to them.

8. Employee empowerment: Empowering employees by giving more autonomy and

powers is yet another way of motivating employees to use their skills and talents
positively in the job performance.
 LEADERSHIP
Meaning of Leadership:
Leadership is the process of influencing the behaviour of people by making them strive
voluntarily towards achievement of organisational goals.

Definition of Leadership:
According to George Terry, “Leadership is the activity of influencing people to
strive willingly for group objectives”.
OR
According to Harold Koontz and Heinz Weihrich, “Leadership is the art or
process of influencing people so that they will strive willingly and enthusiastically
towards the achievement of group goals”.
 Features of Leadership
1) Leadership indicates ability of an individual to influence others.
2) Leadership tries to bring change in the behaviour of others.
3) Leadership indicates interpersonal relations between leaders and followers.
4) Leadership is exercised to achieve common goals of the organisation.
5) Leadership is a continuous process.

Importance / Benefits of Leadership

1) Leadership influences the behaviour of people and makes them to positively contribute their
energies for the benefit of the organisation. Good leaders always produce goods results
through their followers.
2) A leader maintains personal relations and helps followers in fulfilling their needs. He provides
needed confidence, support and encouragement and thereby creates congenial work
environment.
3) Leader plays a key role in introducing required changes in the organisation. He persuades,
clarifies and inspires people to accept changes whole-heartedly. Thus, he overcomes the
problem of resistance to change and introduces it with minimum discontentment.
4) A leader handles conflicts effectively and does not allow adverse effects resulting from the
conflicts. A good leader always allows his followers to ventilate their feelings and
disagreement but persuades them by giving suitable clarifications.
5) Leader provides training to their subordinates. A good leader always builds up his successor
and helps in smooth succession process.
 Qualities of Good Leader

1. Physical features: Physical features like height, weight, health, appearance

determine the physical personality of an individual. It is believed that good
physical features attract people. health and endurance help a leader to work
hard which inspires others to work with same tempo.

2. Knowledge: A good leader should have required knowledge and competence.

Only such person can instruct subordinates correctly and influence them.

3. Integrity: A leader should posses high level of integrity and honesty. He

should be a role model to others regarding the ethics and values.

4. Initiative: A leader should have courage and initiative. He should not wait for
opportunities come to his way, rather he should grab the opportunity and use it
to the advantage of organisation.
5.Communication skills: A leader should be a good communicator. He should
have the capacity to clearly explain his ideas and make the people to understand
his ideas. He should be not only good speaker but a good listener, teacher,
counselor and persuader.

6. Motivation skills: A leader should be an effective motivator. He should

understand the needs of people and motivate them through satisfying their needs.

7.Self Confidence: A leader should have high level of self confidence. He should
not loose his confidence even in most difficult times. In fact, if the leader lacks
self confidence, he can not provide confidence to his followers.

8. Decisiveness: Leader should be decisive in managing the work. Once, he is

convinced about a fact, he should be firm and should not change opinions
frequently.

9. Social skills: A leader should be sociable and friendly with his colleagues and
followers. He should understand people and maintain good human relations with
them.
 LEADERSHIP STYLES

Depending upon the use of authority, there are three basic styles of
leadership. They are:
1) Autocratic or Authoritarian leader: An autocratic leader gives order and
expects his subordinates to obey those orders. This leadership style is
effective in getting productivity in many situations like in a factory when
the supervisor is responsible for production on time and has to ensure
labour productivity.
2) Democratic or Participative leader: A democratic leader will develop
action plan and makes decisions in consultation with his subordinates. He
will encourage them to participate in decision making. They exercise more
control by using forces within the group.
3) Laissez faire or Free-rein leader: Such a leader avoids using power. The
followers are given a high degree of independence to formulate their own
objectives and ways to achieve them. The group members work on their
own tasks resolving issues themselves. The manager is there only to
support them and supply them the required information to complete the
task assigned.
 COMMUNICATION
Meaning:
Communication refers to a process of exchange of ideas, views, facts, feelings etc,
between or among people to create common understanding.
OR
Communication is the process of exchange of information between two or more
persons to reach common understanding.

Definition:
According to Harold Koontz and Heinz Weihrich, “Communication is transfer of
information from the sender to the receiver with the information being understood
by the receiver”
OR
According to Rogers, “Communication is a process by which people create and
share information with one another in order to reach common understanding”.
ELEMENTS OF COMMUNICATION
PROCESS
Encoding Decoding

Sender Message Media Receiver

Noise

Feed back
 ELEMENTS OF COMMUNICATION PROCESS:

The elements involved in communication process are explained below:

1) Sender: Sender means person who conveys his thoughts or ideas to the receiver.
The sender represents source of communication.
2) Message: It is the content of ideas, suggestions, order etc, intended to be
communicated.
3) Encoding: It is the process of converting the message into communication symbols
such as words, pictures, gestures etc.
4) Media: It is the path through which encoded message is transmitted to receiver.
The channel may be in written form, face to face, phone call, internet etc.
5) Decoding: It is the process of converting encoded symbols of the sender.
6) Receiver: The person who receives communication of the sender.
7) Feedback: It includes all those actions of receiver indicating that he has received
and understood message of sender.
8) Noise: Noise means some obstruction or hindrance to communication. This
hindrance may be caused to sender, message or receiver.
 IMPORTANCE OF COMMUNICATION:

1) Acts as basis of coordination: Communication acts as basis of coordination. It provides

coordination among departments, activities and persons in the organisation. Such coordination is
provided by explaining about organisational goals, the mode of their achievement and
interrelationships between different individuals etc.
2) Helps in smooth working of an enterprise: Communication makes possible for the smooth and
unrestricted working of the enterprise. All organisational interactions depend on communication.
3) Acts as basis of decision making: Communication provides needed information for decision
making. Only on the basis of relevant information communicated, one can take right decision.
4) Increases managerial efficiency: Communication is essential for quick and effective performance
of managerial functions. The management conveys the goals and targets, issues instructions,
allocates jobs and responsibilities and looks after the performance of subordinates.
Communication is involved in all these aspects.
5) Promotes cooperation and industrial peace: The two way communication promotes cooperation
and mutual understanding between the management and workers. This leads to industrial peace
and efficient operations.
6) Establishes effective leadership: Communication is the basis of leadership. Effective
communication helps to influence subordinates. While influencing people, leader should possess
good communication skills.
7) Boosts morale and provides motivation: An efficient system of communication enables
management to motivate, influence and satisfy the subordinates. It also helps to boost morale of
employees and managers. It improves good human relations in industry.
 FORMAL COMMUNICATION:

Meaning:
The communication which flows through official channels designed in the
organisation chart is called formal communication i.e., a communication between a
superior and subordinate whereby a superior sends notice to subordinates to attend
a meeting.

Communication networks of Formal Communication :

 Communication networks of Formal Communication :
1) Single Chain: This network exists between a supervisor and his
subordinates. Since many levels exist in an organisation structure.
Communication flows from every superior to his subordinate
through single chain.
2) Wheel: In wheel network, all subordinates under one superior
communicate through him only as he acts as a hub of the wheel. The
subordinates are not allowed to talk among themselves.
3) Circular: In circular network, the communication moves in a circle.
Each person can communicate with his adjoining two persons. In
this network, communication flow is slow.
4) Free flow: In this network, each person can communicate with
others freely. The flow of communication is fast in this network.
5) Inverted V: In this network, a subordinate is allowed to
communicate with his immediate superior as well as his superiors
superior. However, in later case only prescribed communication
takes place.
 INFORMAL COMMUNICATION:

Meaning :
Communication that takes place without following the formal lines of communication is
called ad informal communication.
Ex: Workers chit chating in a canteen about the behaviour of the superior, discussing
about rumors that some employees are likely to be transferred.

Grapevine Network:
Grapevine is an informal channel of business communication which takes place without
following the formal lines of communication. It spreads throughout the organisation in
all directions irrespective of authority levels.

TYPES OF GRAPEVINE NETWORKS/ TYPES OF INFORMAL

COMMUNICATION NETWORKS:
1. SINGLE STRAND NETWORK
2. GOSSIP NETWORK
3. PROBABILITY NETWORK
4. CLUSTER NETWORK
TYPES OF GRAPEVINE NETWORKS
Types of Grapevine Network:
1)Single strand network: Each person
communicates to the other in sequence.
2)Gossip network: Each person communicates
with all on non-elective basis.
3)Probability network: The individual
communicates randomly with other individual.
4)Cluster network: The individual
communicates with only those people whom he
trusts.
 BARRIERS TO COMMUNICATION
A. Semantic barriers
B. Psychological barriers
C. Organisational barriers
D. Personal barriers
A] SEMANTIC BARRIERS:

Semantic is the branch of linguistics dealing with the meaning of words and
sentences. Semantic barriers are concerned with problems and obstructions in the
process of encoding and decoding of message into words or impressions. Normally
such barriers result on account of use of wrong words, faulty translations, different
interpretations etc.,
1. Badly expressed message: Some times intended meaning may not be conveyed
by a manager to his subordinates. These badly expressed messages may be an
account of inadequate vocabulary, usage of wrong words, omission of needed
words etc.
2. Symbols with different meanings: A word may have several meanings.
Receiver has to perceive one such meaning for the word used by the
communicator.
3. Faulty translations: Sometimes the communications originally drafted in one
language need to be translated to the language understandable to workers. If the
translator is not proficient with both the languages, mistakes may creep in
causing different meanings to the communication.
4. Unclarified assumptions: Some communications may have certain
assumptions which are subject to different interpretations.

5. Technical jargon: It is usually found that explaining to person who are not
specialists in the concerned field. Therefore, they may not understand the actual
meaning of many such words.

6. Body language and gesture decoding: Every movement of body

communicates some meaning. The body movement and gestures of
communication matters so much in conveying message. If there is no matching
between what is said and what is expressed in body movements , communications
may be wrongly perceived.
B] PSYCHOLOGICAL BARRIERS:
Emotional or psychological factors acts as barriers to communicators. For example, a
worried person cannot communicate properly and an angry receiver cannot understand
the real meaning of message. The state of mind of both sender and receiver of
communication reflects in the effective communication.

1) Premature evaluation: Some times people evaluate the meaning of message before the
sender completes his message. Such premature evaluation may be due to pre-conceived
notions or prejudices against the communication.
2) Lack of attention: The pre-occupied mind of receiver and the resultant non-listening of
message acts as a major psychological barrier. For instance, an employee explains about
his problems to the boss who is pre-occupied with an important file before him. The boss
does not grasp the message and the employee is disappointed.
3) Loss of transmission and poor retention: When communication passes trough various
levels, successive transmissions of the message results in loss of or transmission of
inaccurate information. This is more so in case of oral communication. Poor retention is
another problem. Usually people cannot retain the information for a long time if they are
inattentive or not interested.
4) Distrust: Distrust between communicator and communicate acts as a barrier. If the
parties do not believe each other, they cannot understand each others message in its
original sense.
C] ORGANISATIONAL BARRIER:
The factors related to organisation structure, authority relationships, rules
and regulations may, sometimes, act as barriers to effective communication.
1) Organisational policy: If the organisational policy, explicit or implicit, is not
supportive to free flow of communication, it may hamper effectiveness of
communications.
2) Rules and regulations: Rigid rules and cumbersome procedures may be a hurdle to
communication. Similarly, communications through prescribed channel may result
in delays.
3) Status: Status of superior may create psychological distance between him and his
subordinates. A status conscious manager also may not allow his subordinates to
express their feelings freely.
4) Complexity in organisation structure: In an organisation where there are number
of managerial levels, communication gets delayed and distorted as number of
filtering points are more.
5) Organisational facilities: If facilities for smooth, clear and timely communications
are not provided communications may be hampered. Facilities like frequent
meetings, suggestion box, complaint box, social and cultural gathering,
transparency in operations etc, will encourage free flow of communication. Lack of
these facilities may create communication problems.
D] PERSONAL BARRIERS:
The personal factors of both sender and receiver may expert influence on effective
communication.
1) Fear of challenge to authority: If a superior perceives that a particular
communication may adversely affect his authority, he or she may withhold or
suppress such communication.
2) Lack of confidence of superior on his subordinates: If superiors do not have
confidence on the competency of their subordinates, they may not seek their advice
or opinions.
3) Unwillingness to communicate: Sometimes, subordinates may not be prepared to
communicate with their superiors, if they perceive that it may adversely affect their
interests.
4) Lack of proper incentives: If there is no motivation or incentive for
communication, subordinates may not take initiative to communicate. For example,
if there is no reward or appreciation for a good suggestion, the subordinates may
not be willing to offer useful suggestions.
 IMPROVING COMMUNICATION EFFECTIVENESS:
1) Clarify the ideas before communication: The problem to be communicated to
subordinates should be clear in all its perspective to the executive himself. The
entire problem should be studied in depth, analysed and stated in such a manner that
is clearly conveyed to subordinates.
2) Communicate according to the needs of receiver: The level of understanding of
receiver should be crystal clear to the communicator. Manager should adjust his
communication according to the education and understanding levels of
subordinates.
3) Consult others before communicating: Before actually communicating the
message, it is better to involve others in developing a plan for communication.
Participation and involvement of subordinates may help to gain ready acceptance
and willing cooperation of subordinates.
4) Be aware of languages, tone and content of message: The contents of the
message, tone, language used, manner in which the message is to be communicated
are the important aspects of effective communication. The language used should be
offend the sentiments of listeners. The message should be stimulating to evoke
response from the listeners.
5) Convey things of help and value to listeners: While conveying message to others,
it is better to know the interests and needs of the people with whom you are
communicating. If the message relates directly or indirectly to such interests and
needs it certainly evokes response from communicatee.
6) Ensure proper feedback: The communicator may ensure the success of
communication by asking questions regarding the message conveyed. The receiver
of communication may also be encouraged to respond to communication. The
communication process may be improved by the feedback received to make it more
responsive.
7) Communicate for present as well as future: Generally, communication is needed
to meet the existing commitments to maintain consistency, the communication
should aim at future goals of the enterprise also.
8) Follow up communications: There should be regular follow up and review on the
instructions given to subordinates. Such follow up measures help in removing
hurdles if any in implementing the instructions.
9) Be a good listeners: Manager should be a good listener. Patient and attentive
listening solves half of the problems. Managers should also give indications of their
interest in listening to their subordinates.
THANK YOU