PRINCIPLES OF MANAGEMENT

DIRECTING

Prof.M.Balasubramanian
R.M.K.College of Engineering and Technology
 DIRECTING

Directing is the process of Instructing, Guiding, and Inspiring human factors in

the organization to achieve its objectives

Directing includes the following elements

1. Leadership
2. Motivation
3. Communication
 MOTIVATION

• Motivation is the willingness to exert high levels of effort to reach

organizational goals, conditioned by the effort’s ability to satisfy some
individual need.
• Need is some internal state that makes certain outcomes appear
attractive.
Performance=Ability x Motivation

• Primary Motives
• General Motives
• Secondary Motives
 MOTIVATION
Primary Motives
• Hunger, Thirst, Clothing, Sleep, Shelter
General Motives
• Motives which can not be termed primary or secondary. Ex: Curiosity,
Affection
• Primary needs try to reduce the tension or stimulation whereas the
general need induces the individual to enhance the amount of
stimulation.

Secondary Motives
Learned drives become secondary motives which Includes Curiosity &
Manipulation.
Ex: Need for status, affiliation, Power, etc
MOTIVATION PROCESS
 MOTIVATION THEORIES
I. Need Approaches:
- Maslow’s Hierarchy of Needs
- Alderfer’s ERG Theory
- Herzberg’s Two Factor Theory
- McClelland’s Learned Needs Theory
- Gregor X and Y theory
II. Cognitive Approaches:
- Expectancy Theory (VIE or VRoom Theory and Porter theory)
- Equity Theory/ Social Comparison (Adam Theory)
- Goal Setting Theory (Locke Theory)
III. REINFORCEMENT THEORY : How Rewards & Reinforcements Sustain Motivation Over Time
Carrot and Stick Theory :
 Maslow’s Hierarchy of Needs Theory
Works on the assumption that the behaviour of individuals at a particular
moment is usually determined by their strongest need.
Five needs:
✓1. Physiological : Basic needs of hunger, thirst and shelter.
✓2. Safety: security and protection from physical and emotional harm

✓3. Social: affection, belongingness, acceptance and friendship

✓4. Esteem: Need for both self esteem(self respect, autonomy and achievement) and external
esteem (status, recognition and attention)

✓5.Self-actualization the drive to become what one is capable of becoming: includes growth,
achieving one’s potential, self fulfillment.
 THEORY X
Theory X offered by McGregor assumes that employees dislike work, are lazy, seek
to avoid responsibility, and must be coerced to perform. It is a negative view
about people.

A manager who view employees from a Theory X perspective believes:

• Employees inherently dislike work and, whenever possible, will attempt to
avoid it.
• Because employees dislike work, they must be coerced, controlled, or
threatened with punishment to achieve desired goals.
• Employees will shirk responsibilities and seek formal direction whenever
possible.
• Most works place security above all other factors associated with work and
will display little ambition.
 THEORY Y
Theory Y assumes that employees are creative, seek responsibility, and can exercise
self-direction. It is a positive view about people.

A manager who view employees from a Theory Y perspective believes:

• Employees can view work as being as natural as rest or play

• Men and women will exercise self-direction and self-control if they are
committed to the objectives
• The average person can learn to accept, even seek, responsibility
• The ability to make good decisions widely dispersed throughout the
population and is not necessarily the sole province of managers.
Herzberg’ Motivation-hygiene Theory
Motivators (Intrinsic Factors) Hygiene factors (Extrinsic Factors)

Supervision
Achievement Company policy
Relationship with supervisor
Recognition Working conditions
Work itself Salary
Responsibility Relationship with peers
Personal life
Advancement Relationship with subordinates
Growth Status
Security

Extremely Satisfied Neutral Extremely Dissatisfied

Explains dissatisfaction level Explains satisfaction level
 Herzberg’ Motivation-hygiene Theory
Motivational Factors
Factors that deal with job content and lead to job satisfaction
Growth
This includes actual learning of new skills, with greater possibility of advancement within the current occupational
specialty as well as personal growth.
Work Itself
The actual content of the job and its positive or negative effect upon the employee whether the job is Characterized as
interesting or boring, varied or routine, creative , excessively easy or excessively difficult. Feeling of satisfaction or
achievement
Responsibility
Responsibility refers to the employee’s control over his or her own job or being given the
responsibility for the work of others.
Achievement
Personal satisfaction of completing a job, solving problems, and seeing the results of one’s efforts.
Advancement
The actual change in upward status in the company.
Recognition
This is the recognition by others for a job well done or personal accomplishment.
 Herzberg’ Motivation-hygiene Theory
Hygiene Factors
Factors that deal with job context and lead to job dissatisfaction
Company Policies & Administration
The feelings about the adequacy or inadequacy of company and management. This includes poor communications, lack of
delegated authority, policies, procedures, and rules.
Supervision
The competency or technical ability of the supervisor. This includes the supervisors willingness to teach or delegate
authority, fairness, and job knowledge.
Interpersonal Relations
The relationships between the worker and his or her superiors, subordinates, and peers.
Status
Factors that involve some indication of status: private office, important sounding title, secretary, company car, and other
“perks.” Changes in status would be considered under advancement
Working Conditions
Factors such as physical environment of the job: amount of work, facilities for performing work, light, tools, temperature,
space, ventilation, and appearance of work place.
Job Security
The employee’s job tenure and/or the company’s stability or instability.
Salary
This includes all forms of compensation and focuses on wage or salary increases.
 Reinforcement Theory of Motivation
• Behavior that leads toward rewards tends to be repeated
• Behavior that tends to lead toward no rewards or toward punishment tends to be
avoided
• There are four types of Operant Conditioning: Positive Reinforcement, Negative
Reinforcement, Punishment, and Extinction. Both Positive and Negative
Reinforcement strengthen behavior while both Punishment and Extinction weaken
behavior.
• Positive reinforcement—rewards on exhibiting the correct behavior.
• Negative Reinforcement or Avoidance Learning
withholding something unpleasant when a desired behavior is engaged in (e.g., an
annoying alarm is avoided when a machine is used properly) Or, engaging in some
behavior avoids an unpleasant outcome (e.g., arrive on time and the boss does not
shout).
• Extinction - Weakening a behavior. This is the process of getting no goodies when do
a behavior. So if person does extra effort, but gets no thanks for it, they stop doing it.
• Punishment - Weakening a behavior. This is the process of getting a punishment as a
consequence of a behavior.
Reinforcement Theory of Motivation
THANK YOU