CHAPTER SIX

DIRECTING
 An Overview of Directing/Leading

 Directing is the process of influencing people

so that they will contribute to the organization
& group goals.
• It is actuating organizational members to work
efficiently & effectively for the attainment of
organizational goals /objectives.
 Influencing means motivating people to
contribute their maximum efforts for the
achievement of organizational goals;
• but it does not to mean coercing/ forcing,
imposing sanctions or pushing people at the
behind.
 Directing is the process of integrating the
people with the organization, so as to
obtain their willingness and excited co-
operation for the achievement of its goals.
 It is the heart of managerial functions
because it involves with initiating
actions.
 It is a challenging function of
management because it deals with
human elements of the organization.
 Elements of Directing

 Managers to direct individuals require

three basic elements. They are:
1. Leadership
2. Motivation
3. Communication
 I. LEADERSHIP

 To lead is to guide, direct, conduct &

proceed.
 Leaders act to help a group to achieve
objectives with the maximum application of
their capabilities.
 They don’t stand behind a group to push
but place themselves before the group
as they facilitate progress & inspire the
group to accomplish organizational goals.
 Leadership Defined

Leadership
 Is an art or the process of influencing

people to act in order to accomplish

objectives or to contribute to the
organization of group goals.
 Is getting people to do their work

willingly, ever when they don’t really want

to do it all.
 Leadership involves 3 major partners.
The The
The Leader
Follower Situation
 Needs or Importance of Leadership

1. Perfect organizational structure

2. Directing group activity
3. Technological, economical and social
changes
4. Better utilization of manpower
5. Avoiding imbalance
6. Source of information
7. Reconciliation of goals
8. Developing good human relations
9. Promoting the sprit of co-ordination
10.Fulfilling social responsibilities
 Leadership Roles

1. Educator role:
 teaching employees necessary skills and acceptable
behavior
2. Counselor role:
 listening to employee’s problems and providing
advice
3. Judge role:
 appraisal of employee’s performance, enforcing
regulatory frameworks, taking disciplinary measures
4. Spokesperson role
 acting on the behalf of employees and the
organization.
 Leadership Styles

 Leadership style is the behavior exhibited by a

leader during influencing subordinates.
 The way in which the leaders exercise leadership.
 It is classified as:
1. Autocratic leadership style
2. Bureaucratic leadership style
3. Participative leadership style
4. Laissez- faire or Free – rein leadership style
5. Situational leadership style
 1. AUTOCRATIC LEADERSHIP STYLE

 It is the classical approach to leadership style.

 Is also known as ‘’I’’ approach.
 Power and authority within themselves.
 Leader expects high degree of compliance(mamualat) by

subordinates without giving any explanations.

 A Leader does not consult staff, nor allow them to

give any input.

 He is dogmatic and positive in his approach.
 Enforces decision by use of rewards and punishment.

( Example carrot and

stick)
 Communication tends to be primarily in one direction.
 Some autocratic leaders are “benevolent autocrats.”
 Cont…

 Merits
• To correct lazy employees who avoid duties.
• To make quick decisions.
• To make employees always cautious.
• To remove inefficient and insincere workers

 Demerits
• It curtails employees freedom to act.
• It kills initiative to work and results in
frustration
• It creates conflicts & protests b/n both
 2. BUREAUCRATIC LEADERSHIP
STYLE

 Also known as “ management by the

book”.
 Everything done according to procedure
or policy if not covered by the book,
referred to the next level above.
 A police officer, not a leader
 Enforces the pre-established rules and
policies.
• Works for finance offices
 Most effective when:
• Staff performing routine tasks over and over
• Staff needs to understand certain procedures.
• Safety or security training conducted
• Staff performing tasks that require handling cash
 Ineffective when:
• Work habits form those are hard to break
• Staff loses their interest in their jobs and co-
workers
• Staff do only what is expected of them and no
more
 3. DEMOCRATIC LEADERSHIP STYLE

 Also known as participative leadership (we

approach), so that the entire group is involved in
goal setting and achieving it.
 A democratic leader follows the majority opinion.
 Subordinates have considerable freedom of action.
 The leader shows greater concern for his people’s
interest, is friendly and helpful to them.
 He is ready to defend his subordinates, and boost the
morale of employees.
 He encourages people to develop and grow
personally.
 He receives ideas from subordinates to make
decisions.
 Merits:
• Followers feel motivated as they participate.
• The decision finally made is mutually acceptable.
• Employees implement tasks with no resistance
• Improves the job attitudes of the subordinate staff.
• Improves labor-management relationship.
 Demerits:
• Delay in arriving at a decision
• Not preferred when are less efficient and wait for
order
• Difficult to always evolve an acceptable solution
 4. LAISSEZ-FAIRE LEADERSHIP STYLE

 Also called a free-reign style or hands-off

approach (they approach).
 The leader exercises absolutely no control.
 He only provides information, materials and
facilities to his subordinates.
 This type of leadership is employee-centered.
 Subordinates are free to establish their own
goals and chart out the course of action.
 But, it can be disaster if the leader does not
know well the competence and integrity of the
people
 Cont…

 Merits
• High level of employees motivation
• Helps highly efficient employees to excel.
• Good superior-subordinate relationship
 Demerits:
• Disaster if employees are not highly efficient
and capable
• Controlling becomes difficult b/se of distance.
• The work place may lose its official character.
• Subordinates don’t get expert advice and
moral support of their leader.
5. SITUATIONAL LEADERSHIP STYLE

 Effectiveness of leadership depends on the

situation.
 The styles a manager chooses may depend
on the following situations.
 Forces in the manager i.e. his value system &
confidence in subordinates
 Forces in subordinate e.g. subordinates
expectation
 Forces in the situation e.g. types of the
organization, the nature of the problem, the
pressure of time, etc.
 Leaders most of the time use a combination of
different styles.
Leadership Theories

 Every leader is different, and no single

theory works for all leaders.
 The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
 1. Great Man Theory (Carlyle, 1847)

 It assumes that the traits of leadership are

intrinsic.
 Holds that great leaders are born they are not
made.
 It is based on the belief that leaders are
exceptional people, born with innate qualities,
destined to lead.
 It believes that in times of need, a Great Man would
arise, almost by magic.
 Gender issues were not on the table when the
'Great Man' theory was proposed.
 Most leaders were male and the thought of a
Great Woman was generally in areas other than
leadership.
 2. Trait Theory: Late 1800s-Mid-1940s

 The trait approach assumes that certain

physical, social, and personal
characteristics are inherent in leaders.
 Physical traits: include being young to middle-
aged, energetic, tall, and handsome.
 Social background traits: include being
educated at the "right" schools and being
socially prominent.
• Social characteristics include being charismatic,
charming, tactful, popular, cooperative, and
diplomatic.
 Personality traits include being self-
confident, adaptable, assertive, and
 Cont…

 Stogdill (1974) identified the following

traits and skills as critical to leaders.
Traits Skills
 Adaptable to situations  Clever (intelligent)
 Alert to social environment  Conceptually skilled
 Ambitious and achievement  Creative
orientated  Diplomatic and tactful
 Assertive  Fluent in speaking
 Cooperative  Knowledgeable about group
 Decisive task
 Dependable  Organized
 Dominant  Persuasive
 Energetic (high activity level)  Socially skilled
 Persistent
 Self-confident
 Limitations of Trait Theory

 All the leaders may not possess all the

traits & many of non-leaders may possess
most or all of them.
 It gives no guidance as to how much of
any trait a person should have.
 It doesn’t indicate the best style of
leadership.
 It ignores situational factors.
 3. Behavioral Leadership Theory:
Mid 1940s - Early1970s

 It focuses on what an effective leader “does.”

 Leadership is not something you are born
with, nor do you need a set of commonly
accepted traits.
 It assumes that leadership capability can be
learned
 However, effective leadership is dependent on
the right behavior.
 It’s preferred over the trait theory because:
 Behaviors can be observed more objectively than traits.
 Behaviors can be measured more precisely and more
accurately than traits
 4. The Contingency /Situational Theory:
Early 1960s to Present

 It assumes that the personality, style, or

behavior of effective leaders depends on the
requirements of the situation.
 It holds that the practice of leadership is too
complex to represent by unique traits or
behaviors.
 Leaders choose the best course of action based
upon situational variable.
 Leaders are products of a given situation.
 What is effective in one situation may not be
effective in other situation.
 Cont…

 The situational theory argues that effective

leadership is a function of several variables,
including:
• Superior - subordinate relationships;
• The power distribution b/n superior &
subordinate;
• The degree to which the job is structured;
• Expectations and behavior of superiors;
• Subordinate characteristics
• Organizational culture and policies;
 Cont…

 Major theories contributing towards this

school include :
A. Fiedler's Contingency Model
B. Path-Goal Theory
A. Fiedler's Contingency Model

 Fiedler's contingency theory postulates that

there is no single best way for managers to
lead.
 Fiedler believes that situations will create
different leadership style requirements for a
manager.
 It holds that three situational dimensions
that influence the leader’s effectiveness.
a) Leader - member relations
b) Task structure
c) Position power
B. Path-Goal Theory

 Developed by Robert House and his

colleagues
 Holds that effective leaders increase
motivation and satisfaction among
subordinates
 It is the leader’s job to assist their followers
in attaining their goals and to provide direction
 Role of the leader is to clarify the path to
help followers get to their goals
 Leader’s behavior is motivational if it:
• Makes subordinate’s satisfaction contingent on performance
• Provides the coaching support, and rewards
 Qualities of Leadership

 Physical  Communication
app/strength skill
 Mental vigor  Guiding ability
 Emotional stability  Sociability
 Sense of judgment  Technical
 Goodwill knowledge
 Motivation  Integrity
II. MOTIVATION

 Motivation is the energizer of human

behavior or the process of stimulating
action.
 Motivation refers the degree of
readiness of an organization to pursue
some designated goals.
 It involves a complex combination of
individual needs, drives, tensions,
discomforts and expectations.
 Motivation starts with unsatisfied need &
drives behavior towards satisfaction.
 Nature/Characteristics of Motivation

 Motivation is Unending process/a continuous

process
 It is a psychological phenomenon
 Goals are motivators
 Motivation is caused due to anticipated
perceived value from an action.
 There are unsatisfied needs.
• Frustrated man can't be motivated.
 Motivation can be positive or negative
• Individual is motivated by positive
motivation.
• Monetary or non-monetary
Importance of Motivation

 High level of performance

• High efficiency & output
• Maximum utilization of factors of
production
 Low employee turnover and
absenteeism.
 Acceptance of organization change.
 Organizational image:
 Good labor relationships
 Sense of belongingness
 Employees willingness to work
Types of Motivation

Motivation can be classified on several bases

A. On the basis of approach
1. positive motivation
2. negative motivation
B. On the basis of the type of incentives used
1. financial motivation
2. non-financial motivation
C. On the basis of the nature of reward used
1. extrinsic motivation
2. Intrinsic motivation
 1. Based on approach

1. Positive Motivation
• Refers to the creation of an
environment in which people can satisfy
their needs and aspirations.
• All necessary facilities are provided to
workers.
• They are offered prizes and awards for
best performance.
• It removes psychological barriers and
develops sense of affiliation.
 Cont…

2. Negative Motivation
• Refers to creating a sense of fear or
unhelpful environment.
• Workers who do not perform well are
penalized.
• A cut in the facilities and remuneration of
employees, demotion, layoffs
• Based on the pessimistic view which
holds that only fear of punishment will
improve performance
 B. Based on type of incentives used

1. Financial Motivation
• The use of monetary benefits to
inspire employees.
• Itincludes wages and salaries,
bonus, fringe benefits, retirement
benefits
• Money helps to satisfy physiological &
security and social needs of workers.
• Often taken as a symbol of power,
prestige and status.
 Cont…

1. Non-financial Motivation
• Are not associated with monetary
rewards.
• These include recognition of work done,
greater involvement in decision-making,
responsibility, challenging job, etc.
• Praise,competition, knowledge of
results, suggestion system, and
opportunity for growth
 C. Based on nature of reward used

1. Extrinsic Motivation
• Extrinsic motivators do not occur on the job
but around the job.
• Include pay allowances, bonus, and fringe
benefits.
• May be direct which are linked with
performance and indirect compensation like
free housing, conveyance, medical facilities,
etc.,
• Direct compensation is more effective
motivator
 Cont…

2. Intrinsic Motivation
 Occurs on the job and provides
satisfaction while the job is being
performed.
 Intrinsic or internal motivators include
status, authority, participation,
challenging task etc.,
 Variety of work, freedom for discretion,
greater responsibility, opportunity for
advancement
III. COMMUNICATION

 Communication is the exchange of facts,

ideas, opinions or emotions by two or
more people.
 It is the transfer of information from the
sender to the receiver with the information
being understood by the receiver.
 It is the act of influencing & inducing
others to interpret an idea.
 Understanding & proper use of
communication are essential to successful
 The Communication Process

 To be effective communicator, a manager

should understand the basic framework of
communication process.
 The basic elements of communication
are:-
Source
Message
Medium
Receiver and
Feedback
 The Communication Process Model

Noise

Receiver
Medium or
Source Coded of
Decoded
audiences
message message
transmission

Feed back
 Cont…

a) Source (Communicator)
• is the one that sends the message
b) Message
• is what a communicator is communicating and
it may take the form of verbal or non verbal.
• It must be clear & precise.
c) Medium
• is the carrier of the message sent by
communicator.
• It can be face to face, telephone, group
meeting, memorandums, etc.
 Cont…

d) Receiver
• isthe second party to whom the
source sends a message.
• Effectivecommunication is always
receiver-oriented.
e) Feed back
• is the receiver’s response to the
source.
• Feedback can be direct or indirect
 Cont…

f) Encoding and decoding

• Encoding is the process of translating
information into a message.
• Decoding refers to the process by which
the receiver translates the message
into the terms that are meaningful to
him.
 NOISE is any interfering factor that, if
present, can distort the intended
message.
 Communication Methods

 The most common communication methods are:-

1. Verbal communication
 a type of communication in which people
communicates using words.
 Can be oral or written
2. Non-verbal communication
 the process of communication without
words.
 appearance, body language, silence etc..
Importance of Communication

An aid to managerial performance

Achieving coordination
Helps in smooth working
Increases managerial efficiency
Helps in decision making
 Barriers to Effective Communication

 Barriers are obstacles to the free flow of

communication, and can be classified into:
a) Physical barriers
• relate to defects in the system such as due to
source, distance, time, physical noise, source
credibility, wrong choice of medium
b) Semantics barriers
• Defects related with the language/ words’
meanings
c) Human barriers
• Such as socio -cultural barriers, psychological
barriers, organizational barriers.
 Making Communication Effective

Communication is made effective by using the

following stages.
1. create an environment of trust &
confidence
2. be clear about the objective of
communication
3. be sensitive to communication
4. be sensitive to the receivers frame of
reference
5. listen empathetically
6. use feed back
 The Principles of Communication

 Commonly called the “7Cs”,

1. Clarity
2. Completeness
3. Correctness
4. Concreteness
5. Conciseness
6. Courtesy and
7. Consideration/ candidness.
Principles Of Directing

1. Harmony of objectives
2. Unity of direction and command:
3. Direct supervision:
4. Effective communication:
5. Follow through
 Direction is a continuous process.
 Summery
Difference between Boss and Leader

 Leader( meri)  Boss (aleka)

• do it
 lets do it
• shoats this people
 helps the people • Boss says I
 says we
THE END!