Chapter 6: Directing

1
 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

2
 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.

3
 What is Motivation?
 the use of rewards and penalties in
order to influence desired behavior.
 rewards and punishment are still
strong motivators.

4
 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
5
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
6
 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
7
Ways to Communicate
 Barriers to Communications
 reduce the effectiveness of communication

These barriers are:

1. Distance – physical distance. Less face-to-face communication may
lead to misunderstanding or lack of understanding of the message
being communicated.
2. Distortion – individuals fails to distinguish actual data from his own
views, feelings and emotions. Being close-minded.
3. Semantics – language aspect of communication. Certain words have
multiple meanings.
4. Lack of Leveling – difference in the level of knowledge and expertise
of a supervisor and subordinate.
5. Lack of Trust – previous experiences of subordinates’ dealings with
supervisor.
6. Inaccessibility – supervisors who are often out.
7. Lack of Clear Responsibilities – responsibilities assigned to the
subordinates are not clear.
8. Personal Incompatibility – personality between supervisor and
subordinate clash and thus create communication blocks.
8
9. Refusal to Listen – careless attitude or arrogant nature, refuse to
 What is Leadership?
 the art and the science of influencing people so that they willingly move
toward the achievement of the group goals.
 the ability to obtain followers and influence them makes a leader.

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.

9
 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.

Assumption about People

Theory X
1. Average human being has an inherent dislike of work and will avoid it
as possible
2. Therefore, people must be corrected, controlled, directed, or
threatened with punishment.
3. Average human being prefers to be directed, wishes to avoid
responsibility
Theory Y
4. Physical and mental effort in work is as natural as play or rest.
5. Threat of punishment are not the only means of bringing effort, should
10 exercise self direction and self control.
6. Commitment to objectives is a function of reward as achievement
 Management Skills
 skills that managers must develop

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.

11
 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
12
Decisional
 Management Filipino Styles
 Manager “By Kayod” – Action-hungry and
committed and his manners are rather serious and
those of an introvert.

Manager “By Lusot” – managers will always find

loopholes to avoid hardwork or utilize an excuse for
failure

Manager “By Libro” - managers literally goes by

the book.

Manager “By Oido” – managers acquire his

managerial skills by playing it by ear.
13
Manager “By Ugnayan” – participatory and