chapter6directing
chapter6directing
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Learning Objectives
At the end of the chapter, you are all expected to
understand the following:
Definition of Directing
The Nature of Directing
Motivation
Theories of Motivation
Communication
Types of Communication
Barriers of Communication
Leadership
Types of Leadership
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What is Directing?
the process of motivation, communication
and leadership
deals with the relationship of managers and
non-managers
managers as leaders should understand the
motives of people, and they should maintain or
improve the interpersonal relationship in an
organization.
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What is Motivation?
the use of rewards and penalties in
order to influence desired behavior.
rewards and punishment are still
strong motivators.
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Theories of Motivation
The theories of motivation described in this discussion help to provide a
broader understanding of what motivates people.
Traditional Theory
based on the assumption that money is primary motivator. Financial
rewards are directly related to performance in the belief that if the
reward is great enough, employees will produce more.
The Hierarchy of Needs
postulated by Abraham W. Maslow, stated that human needs in the
form of a hierarchy should be satisfied in order, from the lowest to the
highest needs.
Achievement – Power – Affiliation Theory
3 needs: (1) a need to achieve – desire to do something better or
more, (2) a need for power – a concern for influencing people, and (3) a
need for affiliation – need to be liked.
Motivation – Maintenance Theory
contends that motivation comes from the individual, not from the
manager.
McGregor’s Theory X & Y
emphasizes that motivation of employees is best achieved when
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management creates an environment that encourages members
Theories of Motivation
Achievement Theory
an individual’s ambition to do things better or achieve something is
due to a very specific motive or need. This is not something “inborn” but
it can be acquired through training and teaching the trainees to think and
behave in terms of achievement.
Barnard-Simon’s Theory of Equilibrium
states that the inducements provided by the organization must be kept
in equilibrium with the contributions made by the employees. In other
words, equal wages must be paid for equal work.
Vroom’s Preference-Expectancy Theory
based on the premise that an individual assigns values to the outcome
of each alternative course of action.
Reinforcement Theory
Components: (1) Stimulus – environment, (2) Response – behavior
itself, (3) Reinforcement – reward given to performance only. High
performance = High Pay.
Maturity Theory
contends that as people grow (psychologically) and maturity they
strive toward the highest level of need.
Job Enlargement
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involves redesigning of jobs so that related activities are added to
What is Communication?
the transfer of information that is meaningful to those
involved – in general, the transmittal of understanding.
can occur in many forms ranging from face-to-face contact
involving facing expressions and body movements.
Good Communication – defined as interchange of thought
or information; it brings about mutual understanding and
confidence.
Types of Communication
1. Formal & Downward Communication – more common
method and flows down.
2. Upward Communication – can be facilitated thru
counseling methods, open-door policy, survey
3. Lateral or Peer-Level Communication - same level of
members in the organization share information.
4. Committees, Conferences, Group Discussion – lateral
communication
5. Grapevines or Informal Talk– informal paths of
communications
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Ways to Communicate
Barriers to Communications
reduce the effectiveness of communication
Types of Leadership
1. Dictatorial Leader – accomplish tasks through fear of penalties and
maintains a highly critical and negative attitude in relations with
subordinates.
2. Autocratic Leader – forces subordinates to rely on the leader for their
satisfaction.
3. Democratic Leader – depends not only on their own capabilities but
encourages consultation of subordinates.
4. Laissez-Faire Leader – depends completely on subordinates to
establish their own goals and to make their own decision.
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Leadership
Power, Authority and Leadership
Power – ability to command or supply force. People can be influenced
by someone to do something that they would not otherwise do.
Authority – the right to issue directives and expend resources
Leaders’ Attitude
Theory X & Y Leader – X use a much more authoritarian style of
leadership than Y.
3 Basic Skills
1.Technical Skills – ability to perform a manager’s
job; specialization
2.Human Skills – ability to work with others by getting
along, motivating and communicating with them.
3.Conceptual Skills – ability to coordinate and
integrate the entire organization’s interests and
activities. Bigger point of view.
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Management Roles
A Role is defined as an organized set of behaviors belonging
to an identifiable job.
Henry Mintzberg identified ten managerial roles divided into
three major groups:
Interpersonal
1. Figurehead - manager represents the organizational unit
in all matters of formality
2. Liaison – manager interacts with peers and other people
outside the organization
3. Leader – manager provides guidance and motivation to the
work
Informational
4. Monitor – manager serves as a receiver and collector of
information
5. Disseminator – manager transmit special information
within the organizational unit
6. Spokesperson – manager disseminates the organization’s
information into its environment
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Decisional
Management Filipino Styles
Manager “By Kayod” – Action-hungry and
committed and his manners are rather serious and
those of an introvert.