- It consists of issuing orders and instructions by a superior to his subordinates.

It also includes the process of motivation subordinates and providing leadership with an understanding of their hopes, beliefs and behavior pattern.

- Through the directing function managers bring about a balance between individual interests of employees and the interests of the organization as a whole. Directing is a function of all managers of the organization. It is an ongoing activity of managers.

 Motivation

the used of emotional force to move people towards an action. The word motivation comes from the Latin word movere which means to move. The Carrot and The Stick the use of rewards and penalties in order to influence desired behavior.

3 COMPONENTS OF MOTIVATION
Need Motive Achievement

Need

are caused be deficiencies, which can be either physical or psychological. Motive is a stimulus which leads to an action that satisfies the need. Achievement achievement of the goal satisfies the need and reduces the motive.

Theories of Motivation

 Traditional

Theory (Frederick

Taylor) is based on the assumption that money is the primary motivator. Financial rewards are directly related to performance in the belief that if the reward is great enough, employees will produce more.

 Hierarchy
(Abraham Maslow)

of Needs Theory

one of the most important theories of motivation is the hierarchy of needs theory postulated by industrial psychologist Abraham W. Maslow. He stated that human needs in the form of a hierarchy should be satisfied in order from lowest to the highest needs.

HEIRARCHY OF NEEDS
Self-Actualization
(Achieving individual potential)

(Self-esteem and esteem from others)

Esteem

(Love, affections and other part of groups)

Belonging

Safety
(Shelter, removal from danger)

Physiological
(Health, food and sleep)

 Achievement

Affiliation

Power Theory

(David McClelland)

this theory holds that all people have three needs: (1) a need to achieve, (2) a need for power, and (3) a need for achievement.

 Motivation-Maintenance
(Frederick Herzberg)

Theory

this theory contends that motivation comes from the individual, not from the manager. At best, proper attention to the hygiene factors keeps an individual from being highly dissatisfied but does not make that individual motivated.

 McGregors
McGregor)

Theory X & Y (Douglas

McGregor developed two theories of human behavior at work: Theory and X and Theory Y. He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviors in between.

Theory X workers Individuals who dislike work and avoid it where possible. Individuals who lack ambition, dislike responsibility and prefer to be led. Individuals who desire security.

Theory Y workers
Consider effort at work as just like rest or play Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment. Individuals who seek responsibility (if they

are motivated.

 Achievement
McClelland)

Theory (David

an individuals ambition to do things better or achieve something is due to a very specific motive or need. McClelland calls this motive the need for achievement. This need is not something inborn but it can be acquired through training and teaching the trainees to think and behave in terms of achievement.

 Barnard-Simons

Theory of

Equilibrium (Chester Barnard, Herbert Simon) this theory 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. This theory probably deals with sustaining motivation rather than increasing motivation.

 Vrooms

Expectancy Theory
(Victor Vroom)

explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they value. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I).

 The

three elements are important behind choosing one element over another because they are clearly defined: effortperformance expectancy (E>P expectancy), performanceoutcome expectancy (P>O expectancy).

 Reinforcement
Skinners)

Theory (B.F.

this theory of motivation is known as the reinforcement theory according to Skinner, the following are the components of motivated behavior:

 Stimulus

the environmental setting in which behavior occurs (performance). Response the behavior level itself. Reinforcement the reward given for good performance only.

 Maturity

Theory (Chris Argyrie) Argyrie contends that as people grow (psychologically) and mature they strive toward the highest level of need in Maslows need hierarchy: self-actualization. Immature people are dependent on others and lack self-initiative, mature people are independent.

IMMATURE
PASSIVE DEPENDENT  SHORT TERM PERSPECTIVE  SUBORDINATE POSITION  LACK OF SELF- AWARENESS

MATURE
ACTIVE INDEPENDENT LONG TERM PERSPECTIVE EQUAL OR SUPERORDINATE POSITION AWARENESS OF SELF

COMMUNICATION The transfer of information that is meaningful to those involved-in general, the transmittal of understanding is the transfer of information from one person to another.

Interchange

of thought or information. It brings about mutual understanding and confidence. It is an important means of attaining organization goals.

Types of Communication
Downward

Communication

(Formal) Upward Communication Lateral / Horizontal Communication Grapevine Communication

Downward Communication

the

information that flows down through the formal channels in organization. Information sent down will be in the form of orders, instructions, and routine information.

Downward Communication

The channels used to carry the information downward:

posters

and bulletin boards company magazines and newspapers employee and handbooks and pamphlets

Advantages
Increases

efficiency appropriate for giving instructions Ensures that everyone is working towards goals and objectives

Disadvantages
Information

can be distorted as it

goes down Information overloads Lack of openness between managers and employees It often takes things for granted Superiors overestimate the amount of information the subordinates receive

Upward Communication
A type of communication process where in the information originates at the subordinate level and flows up to the top of the hierarchical system. It is the upward flow of information from employees at the operational level to the top executive along the chain of command.

Upward Communication

Upward communication takes place through:

suggestion

systems appeal and grievance procedures complaint systems survey questionnaires an open-door policy counseling method

Advantages can get through knowledge , even that of the grass-root levels
It

helps the management to understand the performance of employees, the problems of employees, the results of their decision taken etc.

Advantages Morale and enthusiasm of the workers are hugely boosted since they feel that they are always honored by their superiors, irrespective of their status or positions in the organizational hierarchy.

Free

flow of upward communication helps the organization to introduce innovative techniques, knowledge sharing etc. in their day-to-day operations. It makes them feel to be an essential component of the organization.

Disadvantage/s There could be a misplacement of hierarchy. In this way colleagues send messages to the management above them which has its benefits, however it may detract from the authority of the management team that reside on top of the business.

Lateral / Horizontal Communication

It is the communication that takes place at same levels of hierarchy in an organization.

Lateral Communication

Examples of Lateral Communication

Communication

between peers Communication between managers at the same levels or between any horizontally equivalent organizational member

Advantages of Lateral Communication It is time saving. It facilitates co-ordination of the task. It facilitates co-operation among team members. It provides emotional and social assistance to the organizational members.

Advantages of Lateral Communication

It

helps in solving various organizational problems. It is a means of information sharing It can also be used for resolving conflicts of a department with other department or conflicts within a department.

Grapevine Communication

is the informal communication network within an organization. The grapevine is used to spread information bypassing the formal communication structure.

Grapevine Communication

Grapevine Communication Just like the grapevine plant: it spreads in random ways and it goes where it can. The grapevine is formed by individuals and groups in an organization. The people in the groups have something in common that links them together.

Advantage
Grapevine

communication creates a social bond where none existed. The grapevine fills in a gap that is left when official information is missing, especially in chaotic or changing times. The grapevine in many ways helps keep people honest; it can dissuade people from engaging on behavior that they dont want others to know about.

Disadvantage/s
much

of the information that gets spread through the grapevine is not verified. We discount information when the source is a known gossiper. We also tend to believe the person sharing the rumor with us. When gossip is being spread through the grapevine, people's reputations, careers, and lives can get destroyed very rapidly.

Ways To Communicate
Informal

talk or grapevine communication. This is the most fundamental form of communication usually adopted by an informal organization.

Ways To Communicate
Memoranda Telephone
Conferences/

calls Interoffice News Letters Reports

Conventions Meetings Bulletin Board Notices Exhibits and Displays Visual Aids

10 COMMANDMENTS OF GOOD LISTENING

1. STOP TALKING.
You cannot listen if you are talking. - Said Polonius (in Hamlet), Give every man thine ear, but few thy voice.

2. PUT THE TALKER AT EASE.

Help him feel that he is free to talk. This is often called a permissive environment.

3. SHOW HIM THAT YOU WANT TO LISTEN.

Look and act interested. Do not read you mail while he talks. Listen to understand rather than to reply.

4. REMOVE DISTRACTIONS.
Dont doodle, tap, or shuffle papers. Will it be quieter if you shut the door?

5. EMPATHIZE WITH HIM.

Try to put yourself in his place so you can see his point of view.

6. BE PATIENT.
Allow plenty of time. Do not interrupt him. Dont start for the door or walk away.

7. HOLD YOUR TEMPER.

An angry man gets the wrong meaning from words. He who angers you, conquers you.

8. GO EASY ON ARGUMENT AND CRITISM.

This puts him on the defensive. He may clam up or get angry. Do not argue, if you win, you lose.

9. ASK QUESTIONS.
This encourages him and shows you are listening. It helps to develop points further.

10. STOP TALKING.

This is first and last, because all other commandments depend on it. You just cant do a good listening job while you are talking. Nature gave man two ears but only one tongue, which is a gentle hint that he should listen more than he talks!

10 COMMANDMENTS OF GOOD COMMUNICATION

1.

Seek to clarify your ideas before communicating.

The more systematically we analyze the problem or idea to be communicated, the clearer it becomes. Good communication planning must also consider the goals and attitudes of those who will receive the communication and those who will be affected by it.

2. Examine the true purpose of each communication. Before you communicate, ask yourself what you really want to accomplish with your message obtain information, initiate action, change another person's attitude?

3. Consider

the total physical and human setting whenever you communicate.

Meaning and intent are conveyed by more than words alone. Consider, for example, your sense of timing - i.e., the circumstances under which you make an announcement or render a decision;

 4.

Consult with others, where appropriate, in planning communications.

Such consultation often helps to lend additional insight and objectivity to your message. Moreover, those who have helped you plan your communication will give it their active support.

5. Be

mindful, while you communicate, of the overtones as well as the basic content of your message. Your tone of voice, your expression, and your apparent receptiveness to the responses of others - all have tremendous impact on those you wish to reach.

6. Take

the opportunity, when it arises, to convey something of help or value to the receiver. Consideration of the other person's interests and needs - the habit of trying to look at things from his or her point of view - will frequently reveal opportunities to convey something of immediate benefit or long-range value to her or him.

7. Follow

up your communication.
This you can do by asking questions, by encouraging the receiver to express his or her reactions, by follow-up contacts, and by a subsequent review of performance.

8. Communicate

for tomorrow as

well as today.
While communications may be aimed primarily at meeting the demands of an immediate situation, they must be planned with the past in mind if they are to maintain consistency in the receiver's view; but, most important of all, they must be consistent with long-range interests and goals.

9.

Be sure your actions support your communications.

For a manager, this means that good supervisory practices - such as clear assignment of responsibility and authority, fair rewards for effort, and sound policy enforcement serve to communicate more than all the gifts of oratory.

10.

Seek not only to be understood but to understand ..

Be a good listener. When we start talking we often cease to listen - in that larger sense of being attuned to the other person's unspoken reactions and attitudes.

There are several barriers in an organization w/c reduce the effectiveness of communication. The supervisor must be able to identify and recognize such barriers. Successful supervisory performance requires the ability to recognize the barriers and to deal with them effectively.

1. Distance

The physical distance between the supervisor and his subordinates results in less faceto-face communication. It also makes the supervisor and subordinates difficult in seeking clarification.

2. Distortion

This occurs when an individual fails to distinguish actual data from his own views, feelings, emotions, etc. - Carl Rogers contends that the major barrier to communication is the tendency to make value judgments on the statement of others.

3.

Semantics

This deals with the language aspect of communication. - Graham states that the structure of our language leads to misinterpretation of the true nature of events.

4. Lack

of Leveling

This refers to various differences in the levels of supervisors and subordinates. Sometimes, supervisors tend to use supervisory jargon, either technical or administrative, w/c is totally alien to the subordinates.

5. Lack

of Trust

This barrier has to do with the previous experiences of subordinates dealing with supervisor. There are supervisors who use subordinates for their own selfish interest, such as promotion, merit increase and good image.

6. Inaccessibility

In some organization we find supervisors who are often out, or keep themselves busy with trivial things and therefore are not available to subordinates for consultation, discussion, or guidance.

7. Lack

of Clear Responsibilities

When a responsibilities assigned to the subordinates are not clear, they find scapegoats or come out with excuses.

8. Personal

Incompatibility

Often the personality of the supervisor and the subordinate clash and thus create communication blocks. Rather than viewing things objectively, personality factors dominate and issues become personalized.

9. Refusal

to Listen

There are some supervisors, who by their careless attitude or arrogant nature, refuse to listen to their subordinates. Refusal to listen may be due to a superiority complex feeling of I know everything, or inferiority complex feeling of I am no good.

10. Failure

to Use Proper Media The effectiveness of communication depends on how a supervisor chooses the proper media for his own situation. Some supervisors take great pride in sending written memos loaded with jargon to their subordinates who lack reading and comprehension skills.

11. Communication

Gap

This refers to the defects or loopholes in the formal network of communication. As the organization grows and expand, the networks tend to become large and complex. Without much planned effort.

12. Lack

of Direction

A lack of direction in message content may present a barrier. Some messages have two types of content: the manifest or evident meaning and the latent or real meaning. In some cases, the manifest meaning of message is made so attractive that the real meaning is lost.

- Is an important aspect of managing. The ability to lead effectively is one of the keys to being an effective manager. It should also become clear that understanding the other essentials of managing and doing the entire managerial job has an important bearing on assuring that a manager will be an effective leader.

Leadership is generally defined as the art and science of influencing people so that they willingly move toward the achievement of the group goals. - Leadership is a process of influencing the activities of members of a group in performing their tasks of goal setting and goal achievement.
-

TYPES OF LEADERSHI P

Dictatorial Leader
- Accomplishes tasks through fear of penalties, and maintains a highly critical and negative attitude in relations with subordinates.

Autocratic Leader
- Assumes a paternalistic role which forces subordinates to rely on the leader for their satisfaction.

Democratic Leader
- Depends not only on their own capabilities but encourage consultation of subordinates.

Laissez-faire Leader
- Depends a completely on subordinates to establish their own goals and to make their own decision.

Power and Authority

Is the ability to command or apply force.
-

- Which exists in the formal organization is the right to issue directives and expend resources.

Leaders Attitudes
- Douglas McGregor developed two attitude profiles, or assumptions, about the basic nature of people. These attitudes were termed Theory X and Theory Y. - Theory X leader would likely use a much more authoritarian style of leadership than a leader who believes in Theory Y assumptions.

*The relationship between a leaders expectation and the resulting performance of subordinates has received much attention. McGregor called this phenomenon the self-fulfilling prophecy. It has been also Pygmalion in management.*

Theory X
1.The average human being has an inherent dislike of work and will avoid it, if possible. 2. Because of their dislike of work, most people must be corrected, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.

Theory Y
1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Workers will exercise self-direction and selfcontrol.

3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being leans, under proper conditions, not only to accept but to seek responsibility.

5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.