Directing

BBA 1, 2021
Meaning
Directing refers to a process or technique of
instructing, guiding, inspiring, counseling, overseeing
and leading people towards the accomplishment of
organizational goals. 
 It is a continuous managerial process that goes on
throughout the life of the organization.
Features
Initiates Action
A directing function is performed by the managers
along with planning, staffing, organizing and
controlling in order to discharge their duties in the
organization.
While other functions prepare a platform for action,
directing initiates action.
Pervasive Function
Directing takes place at every level of the organization.
Wherever there is a superior-subordinate relationship,
directing exists as every manager provides guidance
and inspiration to his subordinates.
Continuous Activity
It is a continuous function as it continues throughout
the life of organization irrespective of the changes in
the managers or employees.
 Descending Order of Hierarchy
Directing flows from a top level of management to the
bottom level. Every manager exercises this function on
his immediate subordinate.
 Human Factor
Since all employees are different and behave
differently in different situations, it becomes important
for the managers to tackle the situations appropriately.
Thus, directing is a significant function that gets the
work done by the employees and increases the growth
of the organization.
Process
Defining the objectives
Organizing the efforts
Measuring the work
Developing the people
Principles
Maximum Individual Contribution
One of the main principles of directing is the
contribution of individuals. Management should adopt
such directing policies that motivate the employees to
contribute their maximum potential for the attainment
of organizational goals.
 Harmony of Objectives
Sometimes there is a conflict between the
organizational objectives and individual objectives.
For example, the organization wants profits to increase
and to retain its major share, whereas, the employees
may perceive that they should get a major share as a
bonus as they have worked really hard for it.
Unity of Command
This principle states that a subordinate should receive
instructions from only one superior at a time.
If he receives instructions from more than one
superiors at the same time, it will create confusion,
conflict, and disorder in the organization and also he
will not be able to prioritize his work.
 Appropriate Direction Technique
Among the principles of directing, this one states that
appropriate direction techniques should be used to
supervise, lead, communicate and motivate the
employees based on their needs, capabilities, attitudes
and other situational variables.
 Managerial Communication
According to this principle, it should be seen that the
instructions are clearly conveyed to the employees and
it should be ensured that they have understood the
same meaning as was intended to be communicated.
Use of Informal Organization
Within every formal organization, there exists an
informal group or organization. The manager should
identify those groups and use them to communicate
information.
There should be a free flow of information among the
seniors and the subordinates as an effective exchange
of information are really important for the growth of
an organization.
Leadership
Managers should possess a good leadership quality to
influence the subordinates and make them work
according to their wish. It is one of the important
principles of directing.
 Follow Through
As per this principle, managers are required to monitor
the extent to which the policies, procedures, and
instructions are followed by the subordinates. If there
is any problem in implementation, then the suitable
modifications can be made.
Communication
Communication has been defined as a process. This
process involves elements like source, encoding,
media/channel, receiver, decoding, noise and feedback.
The elements involved in the communication process
are explained as follows :
i) Sender:
Sender means person who conveys his thoughts or
ideas to the receiver. The sender represents source of
communication.
 Message:
It is the content of ideas, feelings, suggestions, order etc.
intended to be communicated.
Encoding:
It is the process of converting the message into
communication symbols such as words, pictures, gestures
etc.
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.
(v) Decoding:
It is the process of converting encoded symbols of the
sender.
(vi) Receiver:
The person who receives communication of the sender.
(vii) Feedback:
 It includes all those actions of receiver indicating that
he has received and understood message of sender.
(viii) Noise:
Noise means some obstruction or hindrance to
communication. This hindrance may be caused to
sender, message or receiver. Some examples of noise
are:
(a) Ambiguous symbols that lead to faulty encoding.
(b) A poor telephone connection.
c) An inattentive receiver.
 (d) Faulty decoding (attaching wrong meanings to
message).
(f ) Gestures and postures that may distort the
message.
Barriers to effective Communication
Semantic barriers
Psychological barriers
Organizational barriers
Personal barriers
Semantic barriers

Badly expressed message

Symbols with different meanings
 Faulty translations
Unclarified assumptions
Technical jargon
Body language and gesture decoding
Psychological Barrier
Premature evaluation
Lack of attention
Loss by transmission and poor retention
Distrust
Organizational barriers
Organizational policy
Status
Complexity in organization structure
Organizational facilities
Personal barriers
Fear of challenge to authority
Lack of confidence of superior on his subordinates
Unwillingness to communicate
Lack of proper incentives
Semantic Barrier
Semantics 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.
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.
Symbols with different meanings:
A word may have several meanings. Receiver has to
perceive one such meaning for the word used by
communicator.
 For example, consider these three sentences where the
work ‘value’ is used:
(a) What is the value of this ring?
(b) I value our friendship.
(c) What is the value of learning computer skills?
You will find that the ‘value’gives different meaning in
different contexts. Wrong perception leads to
communication
problems.
 Faulty translations: Sometimes the communications
originally drafted in one language (e.g., English) need
to be translated to the language understandable to
workers (e.g., Hindi).
If the translator is not proficient with both the
languages, mistakes may creep in causing different
meanings to the communication.
Unclarified assumptions: Some communications may
have certain assumptions which are subject to different
interpretations.
For example, a boss may instruct his subordinate,
“Take care of our guest”. Boss may mean that
subordinate should take care of transport, food,
accommodation of the guest until he leaves the place.
The subordinate may interpret that guest should be
taken to hotel with care. Actually, the guest suffers due
to these unclarified assumptions.
Technical jargon: It is usually found that specialists
use technical jargon while explaining to persons who
are not specialists in the concerned field. Therefore,
they may not understand the actual meaning of many
such words.
Body language and gesture decoding:
Every movement of body communicates some
meaning. The body movement and gestures of
communicator matters so much in conveying the
message. If there is no match between what is said and
what is expressed in body movements,
communications may be wrongly perceived.
Psychological or Emotional 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.
Some of the psychological barriers are:
Preconceived notion : 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.

 Lack of attention: The preoccupied 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.

Loss by transmission and poor retention: When communication

passes through 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.
Distrust: Distrust between communicator and
communicate acts as a barrier. If the parties do not
believe each other, they
can not understand each others message in its original
sense.
Organizational barriers
The factors related to organization structure, authority
relationships, rules and regulations may, sometimes, act
as barriers to effective communication.
Some of these barriers are:
Organizational policy: If the organizational policy,
explicit or implicit, is not supportive to free flow of
communication, it may hamper effectiveness of
communications.
For example, in an organization with highly
centralized pattern, people may not be encouraged to
have free communication.
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.
Complexity in organization structure: In an
organization where there are number of managerial
levels, communication gets delayed and distorted as
number of filtering points are more.
Organizational 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.
Personal barriers
The personal factors of both sender and receiver may
exert influence on effective communication. Some of
the personal barriers of superiors and subordinates are
mentioned below:

 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.
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.
Unwillingness to communicate: Sometimes,
subordinates may not be prepared to communicate
with their superiors, if they perceive hat it may
adversely affect their interests.
 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.
Types of Communication
Formal Communication
Formal communication flows through official channels
designed in the organization chart. This
communication may take place between a superior and
subordinate, a subordinate and superior or among same
cadre employees or managers. The communications
may be oral or written but generally recorded and filed
in the office.
Formal communication may be further classified as –
Vertical and Horizontal.
Vertical communication flows vertically i.e., upwards
or downwards through formal channels. Upward
communications refer to flow of communication from
subordinate to superior whereas downward
communication indicates communication from a
superior to subordinate.
The examples of upward communication are –
application
for grant of leave, submission of progress report,
request for grants etc.
Similarly, the examples of downward communication
include – sending notice to employees to attend a
meeting, ordering subordinates to complete an
assigned work, passing on guidelines framed by top
management to the subordinates etc.
Horizontal or lateral communication takes place
between one division and another.
For example, a production manager may contact
marketing manager to discuss about schedule of
product delivery, product design, quality etc.
Effective Communication
Clarify the ideas before communication
Communicate according to the needs of receiver
Consult others before communicating
Be aware of languages, tone and content of message
Convey things of help and value to listeners
Ensure proper feedback
Communicate for present as well as future
Follow up communications
Be a good listener
Thank You