DIRECTING 2.

Need hierarchy of Needs Theory

Directing - Process of motivation communication, and 3.Preference-expectancy Theory

leadership.
4.Achivement-power-affiliation Theory
- Deals with the relationship of managers and non-
5.Motivation-maintance Theory
managers
6.Reinforcement Theory
- Heart of management function
Traditional Theory
NATURE OF DIRECTING
- The traditional theory of motivation evolved from
1. Initiates action
the work of Frederick W. Taylor and the
 a directing function is performance by the managers management movement that took place at the turn
along with the planning, staffing, organizing and of this century.
controlling in order to discharge their duties in the - The traditional theory of motivation is based on the
organization. assumption that money is the primary motivator.
The Hierarchy of Needs Theory
 While other functions prepare a platform for action,
 Physiological needs
directing initiates action.
 Security
2. Pervasive Function
 Love and Belongingness
 Directing takes place at every level of the
organization. Whenever there is a superior-  Self Esteem
subordinate relationship, directing exists as every
manager provides guidance and inspiration to his  Self Actualization
subordinates.
Achievement-Power-Affiliation Theory
3. Continuous activity
THIS THEORY HOLD THAT ALL PEOPLE HAVE THREE NEEDS:
 It is a continuous function as it is continues
 A need to achieve
throughout the life of organization irrespective of
the changes in the managers or employees.  A need for power

4. Descending Order OF Hierarchy  A need for affiliation

 Directing flows from a top level of management to Motivation-Maintenance Theory

the bottom level. Every manager exercises this
function on his immediate subordinate.
5. Human Factor
Frederick Herzberg, Bernard Mausner and Barbara Syndeman
develop a theory of work motivation which has wide
acceptance in management circles.

 Since all employees are different and behave The theory is referred to by several names:
differently in a different situations, it becomes
 Motivation- maintenance
important for the managers to tackle the situations
appropriately. Thus, directing is a significant function  Dual-factor theory
that gets the work done by the employee and
increase the growth of organization  Motivation-hygiene Theory

Motivation Achievement Theory

- From the latin word “movere “ which means to  According to this theory proposed by David Mc
move. Clelland an individual's ambition to do things better
- Usually include are such words as aim, desire, end, or achieve something is due to a very specific motive
impulse, intention, objective and purpose. or need

Theories of Motivation  this need is not something “inborn” but it can be

acquired through training and teaching the trainees
1.Traditional Theory to think behave in terms of achievement.
 Subordinate position

Barnard-Simon's Theory of Equilibrium Lack of self-awareness

 This theory states that the inducements provided by MATURE:

the organization must be kept in equilibrium with Active
the contribution made by the employee
Independent
 in other words wages must be paid for equal work.
Long Term Perspective

Inducements Contributions Equal or Superordinate position

Awareness of Self
(Provided by management) (Provided by employees)
Job Enlargement
Vroom's Preference-Expectancy Theory
 It is the process of allowing individual workers to
 This theory based on the premise that an individual determine their own working place to serve as their
assigns values to outcome of each alternative course own inspectors by giving them responsibility for
of action. The assignment of values reflect the quality control, to correct own mistakes to be
individual's expectations and order of preferences responsible for their own machine set-up and repair
among the alternative courses of action and their and to attain choice of method.
outcomes.
Job Enrichment
Motivation = E Valence x Expectancy  A modern and a more permanent approach to
motivation is through job enrichment.

 Expectancy is the probability that a specific action  Involves putting meaning into jobs
will be followed by a particular first level outcome
 These motivators includes:
Reinforcement Theory
I. achievement
 According to Skinner, the following are the
II. growth
components motivated behavior:
III. responsibility
1. Stimulus- the environmental setting in which
behavior occurs (performance) IV. advancement
2. Response- the behavior level itself V. recognation
3. Reinforcement- the reward given for good COMMUNICATION
performance only
-
It is defined as the transfer of information that is
Maturity Theory meaningful to those involved – in general, the
transmittal of understanding.
 Chris Argyrie proposed a theory of motivation on
- Good communication has been defined as the
maturity -immaturity. He contends that as people interchange of thought or information ; it bring
grow(physiologically) and mature they strive towards about mutual understanding and confidence.
highest level of need in Maslow's need hierarchy: TYPES OF COMMUNICATION
self-actualization, immature people are dependent
on others and lack of self-initiative ,mature people 1.Formal communication
are independent
2.Informal Communication
IMMATURE vs MATURE
3.Communication between group
IMMATURE:
4. Interpersonal Communication
Passive
5. Downward Communication
Dependent
6.Upward Communication
Short Term Perspective
7. Lateral Communication
Downward Communication
 ·This type of communication is directed from higher
to a lower level, thus, it is a process of sending a
message from superior to a subordinates.
 ·Downward communication is usually one –
directional rather than reciprocal, the higher- level
communicator does not invite or expect a response
from the lower-level recipient.
 Effective downward communication gives employees
a clear understanding of the message they have
received. Whether informative or persuasive,
effective downward communication results in the
recipients taking action or otherwise behaving in
accord with the communicators’ expectation.
Classification of Downward Communication
1.Specific task directives; job instruction.
2.Information regarding understanding of the task and its
position in the organization.
3.Information on procedures and practices
4.Subordinates performance feedback.
5.Information on mission indoctrination of goals.
Channel of Downward Communication
1.Poster and bulletin board
2.Company magazines and newspaper
3.Letter and pay insert
4.Employee handbook and pamphlet
5.Information rack
6.Loudspeaker and intercom system
Upward Communication
·Encourage by some innovative organization.
·Future growth and efficiency through innovation correction
of problems are enhanced by upward communication system.
·Upward communication is the transmission of information
from lower levels of an organization to higher ones; the most
common form is employees communicating with managers.
Managers who are open to and encourage upward
communication foster cooperation, gains support, and
reduces frustration among their employees.
·Trust is the most important element which facilitates more
upward communication.
Lateral Communication
·Also known as the peer-level communication enable
members of a particular level in the organization to share
information, thus, improve their decision and decision making
skills.
·Lateral communication can produce a higher quality of
information exchange since it occurs directly between people
working in the same environment.
·Committees, conferences, group discussion, and other
approaches are other ways by which lateral communication
can be fostered. Distribution of written communication
across department line is also another method for improving
lateral communication.
Informal Communication
·Informal communication occurs outside an organization’s
established channels for conveying messages and
transmitting information.
·Informal communication frequently crosses boundaries
within an organization and is commonly separate from work
flows. That is, it often occurs between people who do not
work together directly but share an affiliation or a common
interest in the organization’s activities and/or a motivation to
perform their jobs well.
 In the past, many organizations considered informal
communication (generally associated with
interpersonal, horizontal communication) a
hindrance to effective organizational performance
and tried to stamp it out. This is no longer the case.
 The maintenance of personal networks and social
relationships through information communication is
understood to be a key factor in how people get
work done.
Formal Communication
·formal communication follows practices shaped by hierarchy,
technology systems, and official policy
·Formal communications in traditional organizations are
frequently “one-way”: they are initiated by management and
received by employees. Their content is perceived as
authoritative because it originates from the highest levels of
the company. Informal communication, on the other hand,
can occur in any direction and take place between individuals
of different status and roles.
GRAPEVINE
·Informal path or channel of communication that is existed in
an organization.
·Grapevine does not follow the organizational hierarchy, it
may go from secretary to vice president or from engineer to
clerk.
·This is not limited to non-management personnel; it also
operates among managers and professional personnel.
Grapevine aids management in efficiency:
1.The grapevine is a permanent part of the formal
organizational structure. It should be used to facilitate
effective communication.
2.Manager should have a knowledge of what the grapevine is
and why.
3.Managers input to the grapevine are spread to a greater
number employee – most employees hear grapevine
information for the first time from management. Therefore,
all level of management should be provided with the total
and accurate information so that the messages they
communicate through the grapevine are accurate.
WAY TO COMMUNICATES by William Exton, Jr.
1.Grapevine Communication
2.Memoranda
3.Telephone calls
4.Interoffice news
5.Letter
6.Reports
7.Conferences/Convention
8.Meetings
9.Bulletin Board Notices
10.Exhibits and Displays
11.Visual Aids
COMMUNICATION NETWORK
·Refer to the pictorial depictions of informal channel.
·Communication networks are regular patterns of person-to-
person relationships through which information flows in an
organization. This means that the flow of information is
managed, regulated. and structured. Communication
networks may be formal or informal.
BARRIERS TO COMMUNICATION
1. Distance
-the physical distance between the supervisor and
his subordinates result in less face- to- face communication.
2. Distortion
-this occurs when an individual fails to distinguish
actual data from his own views, feelings, emotions, and etc.
-information isn’t being interpreted objectively
-an individual is closed-minded
3. Semantics
-it deals with the language aspect of communication
- there are certain words which have multiple
meanings and leads to misinterpretation of the message
4. Lack of Levelling
-this refers to various differences in the levels of
supervisors and subordinates.
-if a supervisor communicates with his subordinates
on his own level of knowledge and ignore the level of
subordinates, the communication breakdown.
5. Lack of Trust
-has to do with previous experiences of
subordinates’ dealing with the supervisor
6.Inaccessibility
-In some organization, supervisor are often out or
keep themselves busy with trivial things and therefore aren’t
available to subordinates for consultation, discussion, or
guidance. This affects the motivation of the subordinates in
seeking proper direction from the boss and relies more on
trial and error approaches. It can only not be physical but
psychological.
7. Lack of Clear Responsibilities
- When the responsibilities assigned to the
subordinates are not clear, they find spacegoats or come out
with excuses.
- Lack of clarity in duties and responsibilities results
in status ambiguities, which simply means the position and
roe which are occupied and played subordinate are unclear to
him.
8.Personal Incompatibility
-Often the personality of the supervisor and the
subordinates 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, refuses to listen to their
subordinates.
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 THEORY Y ( OPTIMISTIC )
-This refers to the loopholes or defect in the formal
1.The expenditure of physical and mental effort in work is as
communication network.
natural as play or rest.
12. Lack of Direction
2.External control and the threat of punishment are not the
- Some messages have two types of content: the
only means for bringing about effort toward organizational
manifest or evident meaning and the latent or real meaning.
objectives. Workers will exercise self-direction and self-
LEADERSHIP control.

– It is an important aspect of managing. The ability to 3.Commitment to objectives is a function of the rewards
lead effectively is one of the keys to beaming an associated with their achievement.
effective manager.
4.The average human being leans, under proper conditions,
TYPES OF LEADERSHIP not only to accept but to seek responsibility.5.The capacity to
exercise a relatively high degree of imagination, ingenuity,
1.DICTATORIAL LEADER - accomplishes task through fear of
and creativity in the solution of organizational problems is
penalties and maintains a highly critical and negative
widely, not narrowly, distributed in the population.
attitudes in relations with subordination.
5.Under the conditions of modern industrial , the intellectual
2. AUTOCRATIC LEADER – assumes a paternalistic role which
potentialities of the average human being are only partially
forces subordinates to rely on the leader for their satisfaction.
utilized.
3. DEMOCRATIC LEADER – depends not only on their own
MANAGEMENT SKILLS
capabilities but encourage consultations of subordinates
– Katz has identified three basic types of skills-
4. LAISSEZ FAIRE LEADER – depends completely on
technical, human and conceptual – which he says are
subordinates to establish their own goals and to make their
needed by all managers.
own decisions.
TECHNICAL SKILL - ability to perform a manager’s . Manager
POWER, AUTHORITY, AND LEADERSHIP
must possess technical skill.
Power - ability to command or apply force. It is necessarily
HUMAN SKILL – ability to work with others by getting along
accompanied by authority. Through power, people can be
with them, motivating them and communicating effectively
influenced by someone to do something that they would not
with others.
otherwise do.
CONCEPTUAL SKILL – ability to coordinate and integrate the
Authority - exists in the formal organization is the right to
entire organization’s interest and activities.
issue directives of expend resources.
Management role
LEADER ATTITUDES
Henry Monteberg - proposed another method of examining
– Douglas McGregor develop two attitudes profiles or what managers do by monitoring the concept of
assumptions, about the basic nature of people. management role
These attitudes were termed Theory X and Theory Y.
 Role organized set of behavior belonging to
ASSUMPTIONS ABOUT PEOPLE identifiable job

THEORY X ( PESSIMISTIC )

1.The average human being has an inherent dislike of work

and will avoid it, if possible.

2.Because if 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.

3.The average human being prefers to be directed, wishes to

avoid responsibility, has relatively little ambition, and wants
security above all.
Ten (10) managerial role divided into the major groups Manager can use information to:

Interpersonal  Prevent Crises

1. figurehead- manager represent the organizational
unit in all matter of formality
2. liason- manager interact with pears and other
people outside the organizational unit
3. leader- manager provide guidance and motivation to
work group
 Standardization Outputs
 Appraise, Employee, Performance
 Update Plans
 Protect an Organization’s Asset
Budget Costs: The Basis for Cost Control
DIRECT LABOR

Informational • Wages and salaries of workers who are engaged in

direct generation of goods and services
4. monitor - manager serve as a collector of information
PRODUCTION OVERHEAD - Variable
5. Disseminotor - manager transmits special information
within the organizational unit • Training new employees, safety training, supervision
and clerical, overtime premium, shift premium,
6.Spokeperson - manager disseminates the organization into
payroll taxes, etc.
its environment
MATERIALS
Decisional
• Cost of materials which become tangible part of
7. entrepreneur - manager roles is to initiate change
finished goods and services
8.disturbance handler - manager must assume when the
PRODUCTION OVERHEAD - Fixed
organizational threatened
• Travel, research and development, fuel, electricity,
9. resource allocator - manager decides where the
water, repairs and maintenance, rent, depreciation,
organizational will expand its resources
real estate taxes, insurance
10. negotiator - manager assume when organization find
CONTROL PROCESS
itself in major non-routine negotiations with other
organization or individual Determine Performance Standards

Types of Filipino manager Monitoring Stage > Measurement of Actual Performance

1. Manager “By Kayod” Reviewing Stage > Comparison of Actual & Planned

2. Manager “By Lusot” Performance

3. Manager “By Libro” Correcting Stage > Take Correlative Action

4. Manger “By Oido” Follow-up Stage > Follow-Through Actions

5. Manager “By Ugnayan” 1) Establishing standards

Chapter 7: Controlling
• Controlling Process of measuring and correcting
activities of an organization
• Determines what is being tackled by evaluating the
performance and, if there is a deviation, by applying
corrective measures so that the activities take place
according to plans
Nature of Controlling
All forms of management controls are designed to give
manager information regarding business.
- Helpful on the part of the manager to first focus on
what he hopes to achieve
- Standards – desired levels of performance and
constitute foundation of the control process
2) Measuring performance against established
standards..
- Quality – performance for each group/department
can be controlled based on the quality of its output
- Quantity – can be used as control tool by finding out
amount/number of the output of the
group/department
- Time – can be employed by formulating timetable
- Cost – cost of production can be predetermined by
using object tool
3) Comparison of actual performance.
 - Core of the control process
4) Taking corrective action when and where
deviations from the standards occur.
5) Making sure recommended corrective actions are
followed through.
• Flexible Budgets - designed to vary with the volume
of sales/ some measure of output
• Zero-Base Budgeting – requires each manager to
justify an entire budget request in detail, from
scratch

Characteristics of Control DIRECT OBSERVATION – store manager’s daily tour of the

facility
Attuned to the activity
- time-consuming
Deviations must be identified quickly
- only way to get accurate picture of what is really
Forward-looking happening
Indicate corrective form WRITTEN REPORTS – prepared on a periodic or “as
Easy to understand necessary” basis

Flexible Types:

Strategically oriented • Analytical Reports - interpret the facts they present

Types Of Control • Informational Reports – only present the facts

Controls used to: AUDITS – can be conducted by internal or external personnel

 Standardize performance - External audits; done by outside accounts & are

limited to financial matter
 Safeguard company assets
TIME RELATED CHARTS AND TECHNIQUES
 Standardize quality
tools used to plan and schedule
 Set limits which delegated authority can be exercised
• Gantt Charts
without further top management approval
• Critical Path Methods
 Measure job performance
• Program Evaluation Review Techniques
 Planning and programming operations
MANAGEMENT by OBJECTIVES
 Allow top management to keep firm’s various plans
and programs in balance  means for setting objectives

 Motivate individuals  used for controlling purposes

Control Methods: MANAGEMENT INFORMATION SYSTEM

BEHAVIOR CONTROL  formal system for providing information to

managers
• Direct, personal surveillance
 use of computer
• First-line supervisor
 provides information in a systematic and
OUTPUT CONTROL integrated manner
• Measurement of outputs

• Tracking production

BUDGET – statement of expected results expressed in

financial or numerical terms

Types: