Department of Accounting and Finance

Management (Mgmt 211)

Assignment on: Directing/Leading Function

Section:
BA1R1N4/14

Group members ID
1. Blen Aynekulu UU91636R
2. Elshaday Wondwossen UU90894R
3. Gamilah Ali UU89772R
4. Hildana Mezmur UU90771R
5. Khulood Ali UU89774R
6. Yonas Muluneh UU89953R

To: Mr. Biruk

Date: March 20, 2023
Table of Contents
PART I. LITERARY REVIEW .................................................................................................................... 1
DIRECTING ................................................................................................................................................. 1
1.1. MEANING OF DIRECTING ....................................................................................................... 1
1.2. CHARACTERISTICS OF DIRECTING ...................................................................................... 1
1.3. IMPORTANCE OF DIRECTING ................................................................................................ 2
1.4. PRINCIPLES OF DIRECTING.................................................................................................... 2
ELEMENTS IN DIRECTING ...................................................................................................................... 3
2.1. COMMUNICATION .................................................................................................................... 3
2.1.1. IMPORTANCE OF COMMUNICATION ............................................................................... 4
2.1.2. ELEMENTS OF COMMUNICATION PROCESS .................................................................. 4
2.1.3. CHARACTERISTICS OF COMMUNICATION .................................................................... 5
2.1.4. TYPES OF COMMUNICATION ............................................................................................ 5
2.1.5. BARRIERS TO COMMUNICATION ..................................................................................... 7
2.1.6. WAYS TO OVERCOME BARRIERS ..................................................................................... 8
2.2. SUPERVISION............................................................................................................................. 9
2.2.1. FUNCTION OF A SUPERVISOR ........................................................................................... 9
2.2.2. IMPORTANCE OF SUPERVISION ...................................................................................... 10
2.2.3. ROLES OF A SUPERVISOR................................................................................................. 10
2.3. MOTIVATION ........................................................................................................................... 11
2.3.1. IMPORTANCE OF MOTIVATION ...................................................................................... 12
2.3.2. CHARACTERISTICS OF MOTIVATION ............................................................................ 12
2.3.3. HOW TO MOTIVATE ........................................................................................................... 13
2.4. LEADERSHIP ............................................................................................................................ 14
2.4.1. LEADERSHIP vs. MANAGEMENT ..................................................................................... 14
2.4.2. CHARACTERISTICS OF LEADERSHIP ............................................................................. 15
2.4.3. IMPORTANCE OF LEADERSHIP ....................................................................................... 15
2.4.4. THEORIES OF LEADERSHIP .............................................................................................. 16
2.4.5. LEADERSHIP STYLES......................................................................................................... 17
2.4.6. LEADERSHIP QUALITIES .................................................................................................. 19
SUMMARY ................................................................................................................................................ 20
Part II. SUMMARY OF FINDINGS .......................................................................................................... 21
PART III. CONCLUSION AND RECOMMENDATION ......................................................................... 24
REFERENCE.............................................................................................................................................. 26
PART I. LITERARY REVIEW

DIRECTING
The managerial function of directing is like the activities of a teacher in a classroom. In order to
teach, a teacher has to guide his students, maintain discipline, inspire them and lead them to the
desired goal. It is a very important function in the management of any enterprise. It helps the
managers in ensuring quality performance of jobs by the employees and achievement of
organizational goals. It involves supervision, communication and providing leadership to the
subordinates and motivating them to contribute to their best of capability. In this lesson we shall
learn about this function in detail.
1.1. MEANING OF DIRECTING
While managing an enterprise, managers have to get things done through people. In order to be
able to do so, they have to undertake many activities, like guide the people who work under
them, inspire and lead them to achieve common objectives. An office manager, for instance, has
to supervise the activities of his subordinates, i.e., typists, office assistants, dispatchers, accounts
clerks, etc. He has to issue instructions to them and describe and illustrate the work and related
activities. He has to tell them what to do, and how to do it. The office manager can plan,
organize and appoint people, but he cannot get things done, unless he assigns specific duties to
his subordinates and motivates them to perform well. All these activities of a manager constitute
the directing function.
Thus, directing is concerned with instructing, guiding, supervising and inspiring people in the
organization to achieve its objectives. It is the process of telling people what to do and seeing
that they do it in the best possible manner. The directing function thus, involves:
• telling people what is to be done and explaining to them how to do it;
• issuing instructions and orders to subordinates to carry out their assignments as
scheduled;
• supervising their activities;
• inspiring them to meet the mangers expectation and contribute towards the achievement
of organizational objectives; and
• Providing leadership.
Managers plan and take decisions. They organize to define the work and create suitable positions
in the enterprise. People are employed to perform the jobs, but the actual work of getting the job
done comes under the directing function. Thus, directing is ‘management in action’. It is through
the exercise of this function that managers get things done through people.
1.2. CHARACTERISTICS OF DIRECTING
The main characteristics of directing are discussed below:
(i) Directing initiates action: Directing is a key managerial function. A manager has to
perform this function along with planning, organizing, staffing and controlling while
discharging his duties in the organization. While other functions prepare a setting for
action, directing initiates action in the organization.

1
 (ii) Directing takes place at every level of management: Every manager, from top
executive to supervisor performs the function of directing. The directing takes place
wherever superior – subordinate relations exist.
(iii) Directing is a continuous process: Directing is a continuous activity. It takes place
throughout the life of the organization irrespective of people occupying managerial
positions. We can observe that in organizations like Infosys, Tata, BHEL, HLL and
the managers may change but the directing process continues because without
direction the organizational activities cannot continue further.
(iv) Directing flows from top to bottom: Directing is first initiated at top level and flows
to the bottom through organizational hierarchy. It means that every manager can
direct his immediate subordinate and take instructions from his immediate boss.
1.3. IMPORTANCE OF DIRECTING
Plans remain mere plans unless they are put into action. In the absence of direction, subordinates
will have no idea as to what to do. They will probably not be inspired to complete the job
satisfactorily. Implementation of plans is, thus, largely the concern of directing function. As a
function of management, directing is useful in many ways.
• It guides and helps the subordinates to complete the given task properly and as per
schedule.
• It provides the necessary motivation to subordinates to complete the work satisfactorily
and strive to do them best.
• It helps in maintaining discipline and rewarding those who do well.
• Directing involves supervision, which is essential to make sure that work is performed
according to the orders and instructions.
• Different people perform different activities in the organization. All the activities are
interrelated. In order to co-ordinate the activities carried out in different parts and to
ensure that they are performed well, directing is important. It thus, helps to integrate the
various activities and so also the individual goals with organizational goals.
• Directing involves leadership that essentially helps in creating appropriate work
environment and build up team spirit.
1.4. PRINCIPLES OF DIRECTING
Providing good and effective directing is a challenging task as it involves many complexities. A
manager has to deal with people with diverse background, and expectations. This complicates
the directing process. Certain guiding principles of directing may help in directing process.
These principles are briefly explained below:
(i) Maximum individual contribution: This principle emphasizes that directing
techniques must help every individual in the organization to contribute to his
maximum potential for achievement of organizational objectives. It should bring out
untapped energies of employees for the efficiency of organization. For example, a
good motivation plan with suitable monetary and non-monetary rewards can motivate
an employee to contribute his maximum efforts for the organization as he or she may
feel that their efforts will bring them suitable rewards.

2
 (ii) Harmony of objectives: Very often, we find that individual objectives of employees
and the organizational objectives as understood are conflicting to each other. For
example, an employee may expect attractive salary and monetary benefits to fulfill
his personal needs. The organization may expect employees to improve productivity
to achieve expected profits. But, good directing should provide harmony by
convincing that employee rewards and work efficiency are complimentary to each
other.
(iii) Unity of Command: This principle insists that a person in the organization should
receive instructions from one superior only. If instructions are received from more
than one, it creates confusion, conflict and disorder in the organization. Adherence to
this principle ensures effective direction.
(iv) Appropriateness of direction technique: According to this principle, appropriate
motivational and leadership technique should be used while directing the people
based on subordinate needs, capabilities, attitudes and other situational variables. For
example, for some people money can act as powerful motivator while for others
situational variables. For example, for some people money can act as powerful
motivator while for others promotion may act as effective motivator.
(v) Managerial communication: Effective managerial communication across all the levels
in the organization makes direction effective. Directing should convey clear
instructions to create total understanding to subordinates. Through proper feedback,
the managers should ensure that subordinate understands his instructions clearly.
(vi) Use of informal organization: A manager should realize that informal groups or
organizations exist within every formal organization. He should spot and make use of
such organizations for effective directing.
(vii) Leadership: While directing the subordinates, managers should exercise good
leadership as it can influence the subordinates positively without causing
dissatisfaction among them.
(viii) Follow through: Mere giving of an order is not sufficient. Managers should follow it
up by reviewing continuously whether orders are being implemented accordingly or
any problems are being encountered. If necessary, suitable modifications should be
made in the directions.

ELEMENTS IN DIRECTING
Communication, Supervision, Motivation and Leadership are the four essential elements of
directing. In the subsequent sections we shall discuss about the nature and significance of each of
these components.
2.1. COMMUNICATION
Communication is a basic organizational function, which refers to the process by which a person
(known as sender) transmits information or messages to another person (known as receiver). The
purpose of communication in organizations is to convey orders, instructions, or information so as
to bring desired changes in the performance and or the attitude of employees. In an organization,
supervisors transmit information to subordinates.

3
Proper communication results in clarity and securing the cooperation of subordinates. Faulty
communication may create problems due to misunderstanding between the superior and
subordinates. The subordinates must correctly understand the message conveyed to them.
Thus, in communication:
• There are two parties, one is known as the sender and the other is known as receiver;
• There is a message sent by the sender to the receiver; and
• The receiver receives the message and understands it.
Communication does not always flow from supervisor to subordinate. It can also be from a
subordinate to a supervisor. For example, subordinates can pass information to the supervisor
about the faults/problems at the assembly line. Thus, it is a two way process.
2.1.1. IMPORTANCE OF COMMUNICATION
Communication in organizations is so important that it is said to be the lifeblood of the
organization. Success of direction largely depends on how effectively the manager can
communicate with his subordinates. Proper communication in organizations at all levels and
between all levels can improve both the quantity and quality of output. Some of the benefits of
communication are as follows:
• Communication helps employees to understand their role clearly and perform effectively.
• It helps in achieving co-ordination and mutual understanding which in turn, leads to
industrial harmony and increased productivity.
• Communication improves managerial efficiency and ensures cooperation of the staff.
• Effective communication helps in molding attitudes and building up employees’ morale.
• Communication is the means through which delegation and decentralization of authority
is successfully accomplished in an organization.
2.1.2. ELEMENTS OF COMMUNICATION PROCESS
In the process of communication, at least two persons are required: Sender and Receiver. The
process of communication begins when a sender wishes to convey some idea, facts, information
or opinion to the receiver. The idea is conceived by the sender and is put in such terms that can
be conveyed. He decides the channel of communication and conveys the idea. The idea is
received by the receiver and after understanding the idea, action is taken according to the
information or direction received from the source.
The process of communication involves the following steps:
1. Sender: The person who conveys his thoughts, message or ideas to the receiver is known as
the sender. He is at the starting point of the communication system and represents the source
of communication.
2. Message: The subject matter of communication is termed as messages. It includes ideas,
feelings, suggestions, order, etc., which a sender wants to convey to the receiver.
3. Encoding: The process of converting messages into communication symbols, which may be
understood by the receiver. It includes words, pictures, gestures, symbols, etc. Encoding
translates the internal thought of the sender into a language which can be understandable.

4
4. Media: The path, channel or medium through which encoded message is transmitted to the
receiver is known as media. It is the carrier of the message. It can be in written form, face to
face, through telephone, letter, internet, etc.
5. Decoding: The process of translating the encoded message into an effective language, which
can be understood by the receiver is known as decoding. In this, the encoded symbols of the
sender are converted.
6. Receiver: The person who receives the message of the sender is known as the receiver.
7. Feedback: In order to complete the process of communication, feedback is essential. The
process of reversal of communication in which the receiver expresses his reaction to the
sender of the message is known as feedback. Feedback ensures that the receiver has received
and understood the message.
2.1.3. CHARACTERISTICS OF COMMUNICATION
The features of communication are as follows:
 Communication is a social process as two or more people are involved in it, and they
exchange ideas, information and knowledge.
 Communication is a pervasive function. Communication is required in all functions of
management. It is required in planning for the communication of information. Organizing
requires communication to transfer information about tasks, authority and responsibility.
Selection, training, appraisal, etc., require the interchange of facts and ideas with the
employees. Thus, communication is a universal element in the management process.
 Communication is a continuous process. Organizations cannot exist without
communication. It is like the circulation of blood in organizations, as they need to
exchange ideas, facts, information, etc.
 The main aim of communication is to create understanding between sender and receiver.
 Communication is a two-way process as the sender sends the information and the receiver
receives it. The receiver understands the information and gives feedback.
2.1.4. TYPES OF COMMUNICATION
In an organization communication can be made from supervisor to subordinate, from subordinate
to supervisor and also between two supervisors at the same level.
Communication can be done orally or in writing or even through gestures. Communication may
be made through formal or informal channels. Thus, the various types of communication are as
follows:
On the basis of channel used On the basis of direction On the basis of mode used
1. Formal 1. Upward 1. Verbal (oral and/or
2. Informal 2. Downward written)
3. Horizontal 2. Non-verbal (gestural)
4. Diagonal

5
 (a) Formal and Informal Communication
The path through which information flows is called channel of communication. In every
organization we have both formal and informal channels. The paths of communication which are
based on relationship establish formally by management are the formal channels. For example,
the General Manager communicates a decision to the production manager who may then issue
orders or instructions to the foremen. It may also be like a worker applying to his supervisor for a
loan from the GPF account. He/she forwards it to the Manager Accounts who finally sends it to
the General Manager (Finance) for approval.
Communication, which takes place on the basis of informal or social relations among staff, is
called informal communication. For example, any sharing of information between a production
supervisor and an accountant, as they happen to be friends or so. Mostly informal channels are
used due to friendly interaction of members of an organization. In fact, it may be purely personal
or related to organizational matters.
(b) Upward, Downward, Horizontal and Diagonal Communication
On the basis of the flow or direction of communication in organizations, it can be classified as
upward, downward, horizontal or diagonal. When employees make any request, appeal, report,
suggest or communicate ideas to the superior, the flow of communication is upward i.e., from
bottom to top. For instance, when a typist drops a suggestion in the suggestion box, or a foreman
reports breakdown of machinery to the factory manager, the flow of communication is upward.
Upward communication encourages employees to participate actively in the operations of their
department. They get encouraged and their sense of responsibility increases when they are heard
by their supervisors about problems affecting the jobs.
When communication is made from superiors down the hierarchy it is called a downward
communication. For instance, when superiors issue orders and instructions to subordinates, it is
known as downward communication. When the General Manager orders supervisors to work
overtime, the flow of communication is downward i.e., from top to bottom. Similarly,
communication of work assignments, notices, requests for performance, etc. through bulletin
boards, memos, reports, speeches, meetings, etc., are all forms of downward communication.
Communication can also be amongst members at the same level in the organization. For
instance, production manager may communicate the production plan to the sales manager. This
is known as horizontal flow of communication. Here, the communication is among people of the
same rank and status. Such communication facilitates coordination of activities that are
interdependent.
When communication is made between people who are neither in the same department nor at the
same level of organizational hierarchy, it is called diagonal communication. For example, cost
accountant may request for reports from sales representatives not the sales manager for the
purpose of distribution cost analysis. This type of communication does take place under special
circumstances.

6
 (c) Verbal and Non-verbal Communication
On the basis of the mode used, communication may be verbal or non-verbal. While
communicating, managers may talk to their subordinates either face to face or on telephone or
they may send letters, issue notices, or memos. These are all verbal communication. Thus, the
verbal modes of communication may be oral and written. Face to face communication, as in
interviews, meetings and seminars, are examples of oral communication. Issuing orders and
instructions on telephone or through an intercommunication system is also oral communication.
The written modes of communication include letters, circulars, notices and memos. Sometimes
verbal communication is supported by non-verbal communication such as facial expressions and
body gestures. For example – wave of hand, a smile or a frown etc. This is also termed as the
gestural communication.
2.1.5. BARRIERS TO COMMUNICATION
The barriers to communication can be broadly classified as:
1. Semantic Barriers
This barrier arises because different words mean different things to different people. Some of
the common forms of Semantic Barriers are as follows:
 Badly Expressed Message
 Symbols with Different Meanings
 Faulty Translations
 Technical Jargon
2. Psychological Barriers
Barriers which arise on the account of emotional and psychological status of the sender and
receiver of the message. Some of the common forms of Psychological Barriers are as
follows:
 Premature Evaluation
 Lack of Attention
 Loss by Transmission and Poor Retention
 Distrust
3. Organizational Barriers
In an organization, communication has to pass through various levels and channels, hence it
may not reach the same place as it was sent by the sender. Organization structure, rules and
regulations, authority relationships, etc., act as a barrier to effective communication. Some of
the organizational Barriers are as follows:
 Organizational Policy
 Rules and Regulations
 Complexity in Organization Structure
 Organizational Facilities
4. Personal Barriers
The effectiveness of communication is influenced by the personal factors of both sender and
the receiver. Some of the Personal Barriers are as follows:
 Fear of Challenge to Authority

7
  Unwillingness to Communicate
 Lack of Proper Incentives
 Lack of Confidence of Superior on his Subordinates
2.1.6. WAYS TO OVERCOME BARRIERS
There are a lot of communication barriers faced these days by all. The message intended by the
sender is not understood by the receiver in the same terms and sense and thus communication
breakdown occurs. It is essential to deal and cope up with these communication barriers so as to
ensure smooth and effective communication.
As, in the previous section we have discussed the major barriers of communication. Let’s talk
about how to overcome these barriers of communication.
1. Eliminating differences in perception: The organization should ensure that it is
recruiting right individuals on the job. It’s the responsibility of the interviewer to ensure
that the interviewee has command over the written and spoken language. There should be
proper Induction program so that the policies of the company are clear to all the
employees. There should be proper trainings conducted for required employees (for eg:
Voice and Accent training).
2. Use of Simple Language: Use of simple and clear words should be emphasized. Use of
ambiguous words and jargons should be avoided.
3. Reduction and elimination of noise levels: Noise is the main communication barrier
which must be overcome on priority basis. It is essential to identify the source of noise
and then eliminate that source.
4. Active Listening: Listen attentively and carefully. There is a difference between
“listening” and “hearing”. Active listening means hearing with proper understanding of
the message that is heard. By asking questions the speaker can ensure whether his/her
message is understood or not by the receiver in the same terms as intended by the
speaker.
5. Emotional State: During communication one should make effective use of body
language. He/she should not show their emotions while communication as the receiver
might misinterpret the message being delivered. For example, if the conveyer of the
message is in a bad mood then the receiver might think that the information being
delivered is not good.
6. Simple Organizational Structure: The organizational structure should not be complex.
The number of hierarchical levels should be optimum. There should be an ideal span of
control within the organization. Simpler the organizational structure, more effective will
be the communication.
7. Avoid Information Overload: The managers should know how to prioritize their work.
They should not overload themselves with the work. They should spend quality time with
their subordinates and should listen to their problems and feedbacks actively.

8
 8. Give Constructive Feedback: Avoid giving negative feedback. The contents of the
feedback might be negative, but it should be delivered constructively. Constructive
feedback will lead to effective communication between the superior and subordinate.
9. Proper Media Selection: The managers should properly select the medium of
communication. Simple messages should be conveyed orally, like: face to face
interaction or meetings. Use of written means of communication should be encouraged
for delivering complex messages. For significant messages reminders can be given by
using written means of communication such as: Memos, Notices etc.
10. Flexibility in meeting the targets: For effective communication in an organization the
managers should ensure that the individuals are meeting their targets timely without
skipping the formal channels of communication. There should not be much pressure on
employees to meet their targets.
2.2. SUPERVISION
After the employees have been instructed regarding what they have to do and how to do, it is the
duty of the manager to see that they perform the work as per instructions. This is known as
supervision. Managers play the role of supervisors and ensure that the work is done as per the
instructions and the plans. Supervisors clarify all instructions and guide employees to work as a
team in co-operation with others. Supervisors solve most of the routine job-related problems of
subordinates. Supervisor, thus, performs the following functions:
• Clarifies orders and instructions issued to subordinates and ensures that they have
understand and follow these fully;
• Ensures that subordinates have the required facilities to perform their jobs;
• Keeps a watch and guides the activities of subordinates in performing their jobs;
• Broadens the horizon of his subordinates by making them aware of the wider aspects of
their day-to-day work;
• Coordinates the work of different subordinates under him; and
• Detects errors and omissions and ensures their rectification.
Though supervision is required at all levels of management, it is of great importance at the
operational level i.e., at the level of first line supervisor. Managers at this level devote maximum
time in supervising the work of subordinates. Though the top or middle level managers also
supervise the work of their subordinate managers, but it is the first line supervisors who are in
direct and constant touch with operatives i.e., workers in the factory and clerical staff in the
office. Thus, they are directly responsible for getting the work done through most of the
employees in an organization.
2.2.1. FUNCTION OF A SUPERVISOR
Supervisor, being the manager in a direct contact with the operatives, has got multifarious
function to perform. The objective behind performance of these functions is to bring stability and
soundness in the organization which can be secured through increase in profits which is an end
result of higher productivity. Therefore, a supervisor should be concerned with performing the
following functions -

9
  Orientation of newly posted staff
 Allocation of specific work plan
 Facilitates the flow of information
 Coordination of the efforts
 Improve the knowledge and skill of workers
 Emphasis on achievement
 Maintain interpersonal relationship
 Helping individuals to cope with their personal problems
2.2.2. IMPORTANCE OF SUPERVISION
From what has been said about supervision, it must be clear to you that supervision is of great
significance in getting the work done as per plans and as scheduled. On the basis of the influence
on the work at operational level and human approach to the problems of workers, the supervision
can ensure workers cooperation and support in achieving organizational objectives.
Supervisors are the key people among managers at different levels. They are the link between the
top and middle management and the workers. Take, for example, the foreman of the factory or
the office superintendent in the office. Both of them are members of the management team, and
are in direct contact with operatives in the workshop and clerical staff in the office. They are the
mouthpiece of management for communicating its ideas, plans and policies to the workers and
employees. At the same time, they have to play the role of principal spokesmen of their
subordinates to communicate their feelings and grievances to the management. Thus, it is only
the supervisor who, as a member of the management team, is capable of developing links to
workers. Supervisors are expected to maintain the best and friendly relations with their seniors as
well as with the workers and enjoy the trust and confidence of both management and operatives.
2.2.3. ROLES OF A SUPERVISOR
As a supervisor, your team and manager expect you to provide guidance and assistance in many
roles. There are five core roles that each supervisor plays:
1. Educator
One of the biggest responsibilities of a supervisor is to educate their teams on company policy,
processes and best practices. Whether it's the day-to-day operations or larger strategies, keeping
employees informed ensures they have everything they need to complete a job efficiently.
Supervisors are often responsible for onboarding and training new employees, educating them
when processes change and explaining their performance objectives and how they can best
achieve them. Sometimes, supervisors create educational materials such as handbooks,
presentations or guidelines. Furthermore, supervisors may facilitate training on these documents
to help your team learn.
2. Sponsor
Sponsors are people who are accountable for others' actions, skills and behaviors. As a
supervisor, you ensure that all members of the team have the skills and abilities to perform their
jobs well. Often, you support employees on their career development path, which might mean

10
arranging training or other learning opportunities. Teaching them what you learn throughout
your career can help prepare them for a supervisory or other higher position.
3. Coach
The coach role helps employees maintain their performance levels through feedback and
encouragement. Coaching your employees involves motivating them, providing continual
feedback, being open to their feedback and encouraging them to learn from one another. Some
ways to be a good coach include:
• Scheduling regular meetings to review performance
• Hosting open sessions where employees can voice opinions
• Arranging team-building activities
• Asking how employees are doing informally throughout the days
• Creating mentorship opportunities for employees
4. Counsellor
A counsellor is someone who helps to fix an issue that an employee might have. Supervisors
perform the role of a counsellor when an individual's issues, personal or professional, might
affect their job performance. The counsellor listens to the employee and decides on further
action, which can sometimes be disciplinary. It's important that employees themselves resolve
the issues and you encourage them by providing guidance and support. Once you establish the
appropriate action, you may need to have another meeting with the employee at a later date to
reassess the situation.
5. Director
As a director, you decide what appropriate action to take for continued disciplinary issues. This
might mean involving human resources or another supervisor. If you educate, sponsor, coach and
counsel an employee and they continue to underperform, you recommend and clarify possible
alternatives and consequences. As the director, you may need to document issues and formally
submit them to the appropriate team.
2.3. MOTIVATION
Motivation is one of the important elements of directing. Issuance of proper instructions or
orders does not necessarily ensure that they will be properly carried out. It requires manager to
inspire or induce the employees to act and get the expected result. This is called motivation. It is
a force that inspire a person at work to intensify his willingness to use the best of his capability
for achievement of specify objectives. It may be in the form of incentives like financial (such as
bonus, commission etc.) or, non-financial (such as appreciation, growth etc.), or it could be
positive or negative. Basically, motivation is directed towards goals and prompt people to act.
2.3.1. IMPORTANCE OF MOTIVATION
While performing a job two things are required. The ability to work and the willingness to work.
Without willingness to work, ability to work cannot produce results. The importance of
motivation lies in converting this ability to work into willingness to work. Performance depends
on ability as well as willingness; and willingness depends on motivation. Thus, motivation is a

11
key element in directing people to do the job. Some of the other benefits or importance of
motivation are:
• With proper motivation there can be maximum utilization of the factors of production
like men, money, material etc.;
• If employees are motivated it will reduce employee turnover and absenteeism;
• Motivation fosters a sense of belongingness among the employees towards the
organization and also improves their morale;
• Motivation helps in reducing the number of complaints and grievances. The wastage and
accident rate also come down; and
• With proper motivational techniques management can attract competent and best quality
employees.
2.3.2. CHARACTERISTICS OF MOTIVATION
Motivation is a process through which individually does something in order to satisfy some basic
needs. It is a responsibility of a manager to motivate the employees towards the attainment of
organizational goals through a higher level of performance. The motivation holds the following
characteristics:
5. Motivation is Personal and Psychological Concept
Motivation is a personal as well as a psychological concept; hence, the managers have to study
the mental and psychological aspects of the individual. Motivating factors are always
unconscious but they are to be aroused by managerial action.
6. Motivation is a Process
Motivation is a process of inspiring, energizing, reducing and activating the employees to a
higher level of performance. This process starts with unsatisfied needs, moves through tension,
drives and goal achievement, finally, it ends with the reduction of tension aroused by unsatisfied
needs.
7. Motivation is a Continuous Process
Motivation is a continuous on-going process rather than one shot affair. Because an individual
has unlimited wants and needs. Motivation is an unending process. Wants are innumerable and
cannot be satisfied at one time. As satisfaction of needs is an unending process, so the process of
motivation is also unending. As soon as the existing need is fulfilled, another will appear. Hence,
motivation should go continuously.
8. Motivation is a Complex Subject
Motivation is a complex subject in the sense that the individual’s needs and wants may be
unpredictable. The level of need of a person depends on his/her psychological and physiological
aspects.
9. Motivation is Goal Oriented

12
Motivation should be directed towards the achievement of stated goals and objectives.
Motivation causes goal-directed behavior, feeling of need by the person causes him to behave in
such a way that he tries to satisfy himself. From the viewpoint of the organization, the goal is to
achieve high productivity through better job performance.
10. Intrinsic and Extrinsic Motivation
As an individual can be motivated either by intrinsic factors or extrinsic factors. The intrinsic
factors include recognition, social status, self-esteem and self-actualization needs which are
related to inner aspects of an individual. On the other hand, the extrinsic factors are physiological
and social needs such as food, shelter, health, education, salary, and benefits etc.
11. Positive and Negative Motivation
By the term motivation, we mean positive motivation which is related to the process of
stimulating employees for good performance. But it is not necessary that all the time motivation
must be positive, rather sometimes it can be negative also. The negative motivation is also
known as punishment which is not desired by the employees.
2.3.3. HOW TO MOTIVATE
After learning about the importance of motivation in directing, you must be wondering as to
what is normally done to motivate the employees. Actually, there is no hard and fast rule of
motivating individuals in a specified way. Not all individuals are motivated in the same way. It
varies from individual to individual. However, on the basis of a lot of research done in the field
of motivation, the following must be kept in mind while motivating.
Each employee has some needs of his own that he wants to fulfill. While directing, it is essential
to ensure that any of the unfulfilled need of the individual is being taken care of. Here we must
understand what a need is. A need is a feeling of lack of something and every person tries to take
care of that feeling by satisfying/fulfilling what he lacks. For example, when you are hungry, you
eat food to satisfy the lack of food. So here hunger is your need. The needs of the individual
differ from person to person. However, there are certain common needs which are known to exist
in most cases. For instance, people have basic needs like the needs for food, clothing and shelter.
These are known as Physiological needs. People generally work so as to be able to earn money to
satisfy such needs. Once the basic needs are satisfied, people wish to satisfy higher category of
needs. They want safety and security and desire to be protected against loss of employment,
sickness, accident etc. These are known as Safety and Security needs. Thereafter, people want to
have a sense of belonging to the organization and to be accepted by fellow workers. These are
known as social needs. Similarly, there are people who wish to be considered important and
expect that their opinions should be recognized by others. These needs are known as ego needs.
Further, a person may wish to achieve what he thinks is due to him, i.e., he wants to realize his
ambition fully. These needs are known as self-actualization needs. This is called hierarchy of
needs concept of motivation developed by Maslow.

13
It is important to remember that the needs and desires of people change. Once their basic needs
are satisfied, other needs arise. Managers have thus, to understand the needs and desires of
subordinates and decide how to motivate them.
The knowledge of the different types of need enables a manager to adopt different ways to
motivate individuals depending upon which need is unsatisfied for the individual. For example, a
person whose physiological needs are not fulfilled may be motivated to work with a promise of
increase in pay, whereas another person may be motivated if he is given a very challenging job to
perform regardless of the pay.
In fact many other approaches have been developed for motivation. But in simple terms as stated
earlier it is usually in the form of incentives. Not only that, certain factors or job conditions that
exist in organizations like recognition of work, advancement in career, challenging nature of the
work, etc., also motivate the employees.
2.4. LEADERSHIP
While motivation is the process through which employees are made to contribute voluntarily to
work, leadership is the ability to persuade and motivate others to work in a desired way for
achieving the goal. Thus, a person who is able to influence others and make them follow his
instructions is called a leader. For example, in an organization the management decides to install
some new machines to which the workers are resisting. However, one of the workers takes the
initiative, explains the fellow workers the benefits of working with the new machines and molds
them to accept the management’s decision. Now he is said to be leader as he is able to influence
a group of workers who followed him. In practice, the managers have to guide and lead their
subordinates towards the achievement of goals, and so, to be an effective, a manager has to be a
good leader
Leadership is the process, which influences the people and inspires them to willingly accomplish
the organizational objectives. The main purpose of managerial leadership is to get willing
cooperation of the workgroup in pursuit of the goals.
2.4.1. LEADERSHIP vs. MANAGEMENT
Leadership and management are two different but complementary processes that are essential for
the success of an organization. Leadership is the process of influencing and inspiring others
towards a common vision or goal. It involves setting the direction, creating a vision, motivating
and inspiring people, creating change, and empowering them to achieve their goals.
On the other hand, management involves the process of planning, organizing, and controlling
resources (e.g. people, money, time, and technology) to achieve specific goals and objectives. It
involves monitoring, supervising, and coordinating the resources to ensure that the goals are
achieved efficiently and effectively.
In short, leadership is about inspiring people to do their best, while management is about
ensuring that things are done efficiently and effectively. A leader provides a vision, direction,
and inspiration, while a manager ensures that the resources are managed properly to achieve the
goals. In simple terms, managers "do things right" while leaders "do the right things."

14
 2.4.2. CHARACTERISTICS OF LEADERSHIP
An analysis of the definitions cited above reveals the following important characteristics of
leadership:
1. Leadership is a personal quality.
2. It exists only with followers. If there are no followers, there is no leadership!
3. It is the willingness of people to follow that makes person a leader.
4. Leadership is a process of influence. A leader must be able to influence the behavior,
attitude and beliefs of his subordinates.
5. It exists only for the realization of common goals.
6. It involves readiness to accept complete responsibility in all situations.
7. Leadership is the function of stimulating the followers to strive willingly to attain
organizational objectives.
8. Leadership styles do change under different circumstances.
9. Leadership is neither bossism nor synonymous with; management.
Formal and informal Leaders
From the view point of official recognition from top management, leaders may be classified as
formal and informal leaders. A formal leader is one who is formally appointed or elected to
direct and control the activities of the subordinates. He is a person created by the formal
structure, enjoys organizational authority and is accountable to those who have elected him in a
formal way. The formal leader has a two-fold responsibility. On the one hand, he has to fulfill
the demands of the organization, while on the other he is also supposed to help, guide and direct
his subordinates in satisfying their needs and aspirations.
Informal leaders are not formally recognized. They derive authority from the people who are
under their influence. In any organization we can always find some persons who command
respect and who are approached to help, guide and protect the informal leaders have only one
task to perform, i.e., to help their followers in achieving their individual and group goals.
Informal leaders are created to satisfy those needs which are not satisfied by the formal leaders.
An organization can make effective use of informal leaders to strengthen the formal leadership.
2.4.3. IMPORTANCE OF LEADERSHIP
The objectives of any organization can only be fulfilled if its employees are working towards
accomplishment of such objectives. To make people work in the desired manner, proper
instructions and guidance are necessary. And this direction process becomes effective when the
persons who give such direction have leadership qualities. Leadership is essential in functioning
of any organization and its importance and benefits are varied. Some of these importance are:
• Leadership improves the performance of the employees. Leaders can motivate the
followers to work and thereby increase their performance level.
15
 • With continuous support and guidance, leaders are able to build confidence among the
followers, thereby increasing speed and accuracy and decreasing wastage.
• With friendly and cooperative efforts the leader is able to build employees’ morale which
in turn contribute to higher productivity.
2.4.4. THEORIES OF LEADERSHIP
"Great Man" Theories
Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.

Great man theories assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.
Such theories suggest that people cannot really learn how to become strong leaders. It's either
something you are born with or born without. It is very much a nature (as opposed to nurture)
approach to explaining leadership.
Trait Theories
Similar in some ways to Great Man theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify a
particular personality or behavioral characteristics shared by leaders. For example, traits like
extroversion, self-confidence, and courage are all traits that could potentially be linked to great
leaders.
If particular traits are key features of leadership, then how do we explain people who possess
those qualities but are not leaders? This question is one of the difficulties in using trait theories to
explain leadership.
There are plenty of people who possess the personality traits associated with leadership, yet
many of these people never seek out positions of leadership. There are also people who lack
some of the key traits often associated with effective leadership yet still excel at leading groups.4
Contingency
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations.
Leadership researchers White and Hodgson suggest that truly effective leadership is not just
about the qualities of the leader, it is about striking the right balance between behaviors, needs,
and context.

16
Good leaders are able to assess the needs of their followers, take stock of the situation, and then
adjust their behaviors accordingly. Success depends on a number of variables including the
leadership style, qualities of the followers, and aspects of the situation.5
Situational Theories
Situational theories propose that leaders choose the best course of action based upon situational
variables. Different styles of leadership may be more appropriate for certain types of decision-
making.

For example, in a situation where the leader is the most knowledgeable and experienced member
of a group, an authoritarian style might be most appropriate. In other instances where group
members are skilled experts, a democratic style would be more effective.
Behavioral Theories
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders, not on mental qualities or internal states. According to this
theory, people can learn to become leaders through teaching and observation.
Participative Theories
Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making
process. In participative theories, however, the leader retains the right to allow the input of
others.
Relationship Theories
Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers. Transformational leaders motivate and inspire people by
helping group members see the importance and higher good of the task.
These leaders are focused on the performance of group members, but also want every person to
fulfill their potential. Leaders with this style often have high ethical and moral standards.
2.4.5. LEADERSHIP STYLES
In 1939, Kurt Lewin identified three types of leadership styles in business: autocratic,
democratic, and laissez-faire. Each, of course, comes with its own advantages and disadvantages.

1. The autocratic business leader

The autocratic leader understands the strength of authority. Autocratic leaders are not interested
in opening up the decision-making process to the entire group. Instead, they choose to bear the
leadership completely alone. They expect those who fall under their authority to follow orders.

17
Advantages of an autocratic business leader
The main advantage of an autocratic leader is streamlined work that improves efficiency and
productivity. They create firm deadlines and have a very clear set of expectations. This is ideal in
a time of crisis or when last-minute decisions are needed. This leadership style allows for fewer
misunderstandings as directions are passed down.
The disadvantages of an autocratic business leader
They often have a limited perspective. Given they only draw from their own ideas and
experience, any input from other members of the team will likely go overlooked. Those who
work under this leadership style sometimes end up resenting their manager. They feel
undervalued due to limited recognition of their contributions. Additionally, this leader is more
likely to micromanage their team. Autocratic leaders tend to find themselves at the center of low
work morale and high employee turnover.
When to use this style
The autocratic style is best used during a crisis when a leader is most valuable. You need
someone who takes control to make quick and difficult decisions to potentially reduce damage.
During times of emergency, teams appreciate a strong and decisive leader. Autocratic leadership
may also come in handy when team correction is necessary. After the crisis has passed, it is
generally beneficial to switch styles.
2. The democratic business leader
A democratic leader encourages the free exchange of ideas throughout the team. All members
have a valued voice and the leader acts as a spokesperson or facilitator. Democratic leaders rely
on the participation of every member of the group. They emphasize the value and expertise each
member brings to the table. Every team member shares the freedoms and responsibilities of
leadership.
Advantages of a democratic business leader
An advantage of democratic leadership is the boundless creativity of the entire group that allows
for open discussion of issues and solutions. Team unity generally grows as a result of democratic
leadership. This environment can make an employee feel appreciated, accomplished, and
important to the success of the organization. Common office politics such as gossiping, cliques,
and manipulation become much less prevalent.
The disadvantages of a democratic business leader
Under democratic leadership, deliberation can be an unaffordable luxury. If decisions need to be
made quickly, a democratic team may be unable to adapt and function under the stress.
Democratic leadership can result in a lack of clarity around team members’ roles and
responsibilities, and difficulty identifying employees who aren’t carrying their weight.
When to use this style

18
This is the most effective method for day-to-day work as it allows the group to take part in
decision-making. This gives teams a feeling of ownership over projects, deliverables, and results.
Many business leaders identify the democratic leadership style as their go-to style, but this
technique can be less effective during times of crisis.
3. The laissez-faire business leader
Laissez-faire leaders are the hands-off type. They assign tasks and give general direction, but
they’re usually uninvolved in day-to-day tasks. Employees decide on the best approach to fulfill
their responsibilities. Laissez-faire leaders put a great amount of faith in the individual. They
trust them to remain self-motivated, on-task, and accountable. If issues arise, these leaders are
available to offer direction, but only upon request. Laissez-faire leaders allow each member of
their team to succeed or fail based on their own abilities.
Advantages of laissez-faire business leaders
An advantage of laissez-faire leadership is the freedom to operate without restrictions or
interference from management. This gives skilled and self-motivated employees a chance to
reach their fullest potential.
The disadvantages of laissez-faire business leaders
A disadvantage can be the loss of productivity without a strong leadership hand to keep it on
track. This can result in missed deadlines, omissions in the process, and low-quality work. With
each team member pursuing goals in their own way, team unity may suffer. Some may start to
lose interest in work due to distant and seemingly uninterested leaders. This can lead to
significant losses for the organization.
When to use this style
Laissez-faire leadership is best when individuals are able to function without supervision. Before
using this style, make sure each team member has the right skill level and self-direction
capability. They must be able to motivate themselves to keep the work going. Otherwise, this
approach could backfire and cause more harm than good.
2.4.6. LEADERSHIP QUALITIES
In order to be successful, a leader must possess certain qualities. A good leader should be
professionally competent, intelligent, analytical and he/she should have a sense of fair play,
including honesty, sincerity, integrity, and sense of responsibility. He must possess initiative,
perseverance, be diligent and realistic in his outlook. He must also be able to communicate his
subordinates effectively. Human relation skills are a must for any leader. Earlier, it was believed
that the success or effectiveness of a leader depends upon his personal traits or characteristics,
like physical appearance, intelligence, self-confidence, alertness, and initiative. This is no longer
regarded as a correct approach. It has been established on the basis of experiments that the
success or effectiveness of a person as a leader depends upon his behavior pattern or leadership
style in relation to the followers.

19
To get things done, managers have to influence their subordinates and seek their voluntary co-
operation. If their leadership is not based on suitable behavior or style, they will not be
successful. When leaders involve people in determining goals, and build up team spirit, chances
are that people will follow them voluntarily.

SUMMARY
To get things done, managers have to guide people who work under them, inspire and lead them
to achieve common objectives. In order to be able to do so, the managers need to communicate
job related orders and instructions, supervise subordinates at work, and motivate them. These
activities of a manager are known as directing. Directing is thus concerned with instructing,
guiding and inspiring people in the organization to achieve its objectives. Its important
components are communication, supervision, motivation and leadership.
• Communication is the process by which a person transmits information or message to
another person. The process facilitates the task of issuing orders and instructions to
convey the superiors’ ideas about the work to be done by subordinates. It also helps in
conveying policies, procedures and decisions to employees.
• The flow of communication can either be upward or downward. It can be formal as well
as informal. When it takes place among managers of the same rank it is known as
horizontal communication. When communication is made between people who are
neither in the same department nor at the same level of organizational hierarchy, it is
called diagonal communication. Communication may be in the form of oral or written or
even non-verbal like gestural.
• Supervision involves seeing that subordinates perform the work as per instructions given.
Supervisors clarify all instructions and guide people to work as a team in cooperation
with each other.
• Though supervision is necessary at all levels of management, it is of great importance at
the first level. It is at this level that supervisors are in direct contact with employees.
• Supervisors are in key positions in the hierarchy of management. They act as a link
between higher level managers and the workers.
• Inspiring people to work is another important component of the directing function. This is
known as motivation. Motivation requires the use of means to fulfill the needs and
desires that may inspire individuals to apply their best abilities in work.
• Needs of people differ from individuals to individuals. But there are certain common
needs felt by most people such as the physiological needs, need for safety and security,
social needs, ego needs, and self-actualization needs.
• There is no standard way of motivating all types of people. Motivation is need based.
Manager has to find out the unsatisfied needs of the employees and accordingly decide to
motivate them.
• Motivation helps managers in getting things done more efficiently by the employees. If
the employees are motivated, they will fully utilize the production facilities and put in
their best efforts in performing the job.

20
 • In order to get things done, a manager has to be a good leader. Leadership is the ability to
persuade others to work in a desired way. Thus, a person who persuades others and
makes them follow his instructions willingly is called a leader.
• To be a good leader, a person must possess certain qualities like professional
competence, intelligence, ability to analyze, honesty, sincerity, integrity etc.

Part II. SUMMARY OF FINDINGS

Based on the interview we conducted and questionaries’ we sent out, we have gathered our
findings as follows.
LEADERSHIP
In relation to leadership, we have asked 6 questions. (Refer interview questions 5, 8, 11, 12, 15)
We can deduce that…

The manager’s leadership style is participatory and encourages everyone to participate in order
to improve the company. He promotes each employee's contribution and emphasizes team work.
He directs the company through participatory methods and emphasizes employee growth.

The manager believes that effective management requires staying current on strategy changes
and improving efficiency. Analyze data in order to identify problems and develop new solutions.
Be flexible so that you can adjust your tactics as needed.

Leaders continuously develop their skills and knowledge in order to remain effective. There are a
variety of ways in which leaders can stay current with trends and best practices. Leaders engage
in various activities in order to keep their skills sharp.

Encouraging creativity and innovation within your team is important for maintaining a
competitive edge. Managing risk and taking precautions is necessary in order to prevent mistakes
or setbacks. Providing a comfortable work atmosphere can help encourage creativity and
innovation.

He also states that it is important to foster a "happy" and "supportive" culture so that employees
feel like they can be themselves and cooperate together. Leaders need to make everyone feel
comfortable and respected so that team morale is high. Leaders need to be able to manage
difficult conversations and keep the team unified.

In reference to the questionnaires on the topic of leadership (Refer questionnaire question 1, 5, 7,

11, 13, 15, 16) we have gathered that;

75% of managers agree that as a leader their primary task is to improve the knowledge and skill
of workers and 25% of are neutral.
50% of managers strongly agree that they thrive to be the best example to their team
(subordinates) by showing the quality of a good leader and 50% simply agree.
50% of the managers agree that their leadership styles change under different circumstances,
25% strongly disagree and 25% strongly agree.
21
50% of the managers agree that they incorporate directing into their daily activities and
responsibilities, 25% strongly agree and 25% are neutral
25% of the managers strongly agree and believe that leadership is neither bossism nor
synonymous with management, 25% are neutral 25% disagree and 25% simply agree.
75% of managers disagree that formal leadership is far more important that informal leadership
and 25% agree.
50% of managers disagree with the phrase “a leader is born not made” whilst 25% are neutral
and 25% strongly disagree.
MOTIVATION
In relation to interview questions on motivation (Refer interview question 4, 6, 9, 10) we can
deduce that;

The manager gives others authority to motivate them and direct their own actions. He uses
promotions to encourage individuals to take on more responsibility. Motivating others is an
important part of his managerial strategy

Motivating team members can be a challenge, but there are many ways to approach and address
issues. Being open to dialogue and providing opportunities for training and feedback can help
improve performance. Keeping track of results, providing feedback, and offering access to
training is essential to motivating team members.

Employee recognition is an important aspect of motivating them to continue performing at their

best. Rewards are given out in order to encourage employees to stay ahead of the curve and
strive for excellence. Recognition can come in the form of certificates, wage increases, or
promotions.

To have a positive and productive work environment, it is important to have good

communication and encourage team building. To keep team morale high, it is necessary to foster
group projects and promote a sense of community. By doing business tours, employers can show
their employees the positive aspects of their company and help strengthen relationships among
workers.

In reference to questions about motivation on the questionnaire (Refer questionnaire question 2,

4, 8) we can deduce that;

50% of managers agree that maximum utilization of factors of production can result from proper
motivation and 50% are neutral.
100% of the managers strongly agree that financial and non-financial incentives can be huge
motivators for employees.
75% of managers encourage creativity and innovation within their team and 25% simply agree.
COMMUNICATION

22
In relation to communication (Refer interview question 1, 2, 7, 13, 14), we can conclude that:
The manager said that to ensure clear communication between themselves and staff, Mr.
Wondwossen said he speaks with subordinates directly, then he carefully any employee input
provided and lastly, he selects a suitable language.
Direct communication between superiors and subordinates is key for efficient operation.
Supervisor carefully considers input from employees to ensure clear instructions are delivered.
Staff is directed in a clear and concise manner using the correct language.
One of the main factors that contributes to effective communication is the communication style
of the sender. The sender's communication style is perceived as being clear and honest by those
who receive it. The sender wants to be close to their employees and open up about problems so
that a solution can be found.

Communication is essential to teamwork and ensuring that everyone is on the same page. A
variety of methods are used to foster communication and collaboration within an organization,
from raising awareness to organizing periodic meetings. Encouraging informal gatherings can
help team members feel more connected, and fosters a sense of teamwork.

You should accept feedback from staff members in order to improve. Accepting feedback doesn't
mean you have to agree with it, but it should help you learn and grow. Handling negative
feedback correctly is important for productivity.

Regular meetings allow for employees to voice their concerns and feedback to management, who
then uses it to shape future decisions. By having an open dialogue with team members,
communication is effectively managed while still allowing for constructive criticism. Feedback
is actively sought and incorporated into decision-making in order to create an optimal work
environment.

In reference to the questionnaire on the topic of communication (Refer question 3, 6, 14) we

have gathered that;

100% of managers agree that they manage conflicts while overseeing subordinates.
75% of managers agree to use informal communication as a means of communicating and 25%
are neutral.
50% of managers strongly agree to interacting with managers at different levels, 25% agree and
25% are neutral.
In relation to supervision (Refer interview question 1, 3) we have seen that;
Direct communication between superiors and subordinates is key for efficient operation.
Supervisor carefully considers input from employees to ensure clear instructions are delivered.
Staff is directed in a clear and concise manner using the correct language.
As a supervisor, you have a few different responsibilities that you need to oversee. You often
conduct sight visits, provide face-to-face counseling, and review reports.

23
SUPERVISION
In reference to supervision (refer questionnaire question 9, 10, 12)
50% of manages strongly agree that they efficiently delegate tasks and responsibilities and
ensure team members are held accountable or their respective roles and 50% simply agree.
50% of managers agree that they address underperformance and noncompliance issues, 25%
strongly agree and 25% are neutral.
50% of managers agree that they provide the freedom to choose for themselves whilst 50% of
them disagree.

PART III. CONCLUSION AND RECOMMENDATION

CONCLUSION
From the above summary we can conclude that; when looking at leadership,
 Participatory leadership style invites everyone to contribute to the company's
improvement. Leadership styles change under different circumstances. The managers
fosters teamwork while promoting each employee's participation. They prioritizes staff
development and uses participative management techniques to run the business.
According to the manager, maintaining awareness of changes in strategy and enhancing
productivity are essential for good management. They evaluate data to find issues and
provide fresh approaches. Be adaptable so they can change your strategies as necessary.
In order to continue being effective, leaders constantly advance their abilities and
understanding. Leaders may keep up with trends and best practices in a number of
different ways. Leaders participate in a variety of activities to maintain their skill set.
Leaders participate in a variety of activities to keep their abilities sharp.

When looking at motivation

 Others are given power by the management to inspire them and set their own course. He
encourages people to take on additional responsibility by using promotions. Managers
place a lot of emphasis on inspiring others as part of his managerial style. Performance
can be enhanced by being open to discussion and offering opportunities for training and
feedback. Motivating team members requires tracking outcomes, giving feedback, and
granting access to training. Employee appreciation is a crucial component in inspiring
them to keep giving their best work. Employees are incentivized with rewards to stay on
the cutting edge and pursue excellence. Leaders need to make everyone feel comfortable
and respected so that team morale is high. To keep team morale high, it is necessary to
foster group projects and promote a sense of community. By doing business tours,
employers can show their employees the positive aspects of their company and help
strengthen relationships among workers.

24
When looking at communication;
 For effective functioning, direct communication between supervisors and subordinates is
essential. To ensure that instructions are presented clearly, the supervisor carefully
weighs the suggestions from the staff. And uses the appropriate terminology is used to
direct staff in a clear and concise manner. The sender's communication style is one of the
key elements in successful communication. Those who receive it think the sender's
communication is straightforward and sincere. In order to find a solution, the manager
wishes to be open and honest with their staff. Teamwork and ensuring that everyone is on
the same page depend on effective communication. A variety of techniques, from raising
awareness to scheduling regular meetings, are used to promote communication and
collaboration inside a company. Leaders need to be able to manage difficult
conversations and keep the team unified. To have a positive and productive work
environment, it is important to have good communication and encourage team building.
Encouragement of casual get-togethers can strengthen team bonds and promote
cooperation. Regular meetings allow for employees to voice their concerns and feedback
to management, who then uses it to shape future decisions. By having an open dialogue
with team members, communication is effectively managed while still allowing for
constructive criticism. Feedback is actively sought and incorporated into decision-making
in order to create an optimal work environment. To improve, one should be open to staff
members' criticism. Taking criticism doesn't need you to agree with it, but it should
advance your development. Being productive requires knowing how to handle
unfavorable criticism. Employees can communicate their issues and feedback to
management in regular meetings, and management can use this information to inform
future choices.
When looking at supervision;
 To ensure that instructions are presented clearly, the supervisor carefully weighs the
suggestions from the staff. The appropriate terminology is used to direct staff in a clear
and concise manner. Directors should have a number of distinct duties as a supervisor
that they must manage. They frequently must make site visits, offer in-person counseling,
and go through reports.

In general, the leader of this team manages their team and employees effectively by engaging in
dialogue, accepting responsibility for their actions and looking for ways to improve employee
performance. This team has a positive work environment with good communication among team
members. And the biggest challenge for the leader of this team is fostering team spirit.

RECOMMENDATION

25
It's important to stay up to date on strategic shifts and increase productivity in management. For
continued efficacy, leaders should maintain and expand their knowledge and skills. For your
team to be a competing one, it's critical to foster innovation and originality. It's critical to
promote a "pleasant" and "supportive" culture so that workers feel free to be authentic and
collaborate with one another. In order to maintain a high level of team morale, leaders must
make everyone feel welcome and valued. Although motivating team members might be difficult,
there are numerous approaches and solutions available. Performance can be enhanced by being
open to discussion and offering opportunities for training and feedback. In order to maintain a
high level of team morale, leaders must make everyone feel welcome and valued. Employee
appreciation is a crucial component in inspiring them to keep giving their best work. It's crucial
to foster teamwork and have effective communication in order to have a positive and productive
work environment. To ensure that instructions are presented clearly, the supervisor carefully
weighs the suggestions from the staff. The appropriate terminology is used to direct staff in a
clear and concise manner. The sender's communication style is one of the key elements in
successful communication. Those who receive it think the sender's communication is
straightforward and sincere. Teamwork and ensuring that everyone is on the same page depend
on effective communication. The ability to handle challenging conversations and maintain team
cohesion must be a requirement for leaders. Encouragement of casual get-togethers can
strengthen team bonds and promote cooperation. Taking criticism doesn't need you to agree with
it, but it should advance your development. Communication is properly controlled while still
allowing for constructive criticism by having an open dialogue with team members. To establish
the ideal working environment, feedback is actively sought and taken into consideration. To
ensure that instructions are presented clearly, the supervisor carefully weighs the suggestions
from the staff. The appropriate terminology is used to direct staff in a clear and concise manner.
You have a number of distinct duties as a supervisor that you must manage.

REFERENCE
National institute of open schooling:
https://nios.ac.in/media/documents/srsec319new/319EL13.pdf
Richard L. Draft, Management, 12th edition Cengage Learning 2004 Boston, MA. Page (512-
611)
Ricky W. Griffin. Management, 12th edition Cengage Learning 2015 Boston, MA. Page (473-
602)
https://www.glassdoor.com/blog/guide/functions-of-a-supervisor/
https://www.managementstudyguide.com/functions_of_supervisor.htm
https://au.indeed.com/career-advice/career-development/what-are-the-responsibilities-of-a-
supervisor
https://bokastutor.com/characteristics-of-motivation/

26
https://www.verywellmind.com/leadership-theories-2795323
https://www.salesforce.com/blog/3-common-leadership-
styles/#:~:text=In%201939%2C%20Kurt%20Lewin%20identified,its%20own%20advantages%2
0and%20disadvantages.
https://www.geeksforgeeks.org/elements-of-communication-process/
https://www.geeksforgeeks.org/barriers-to-effective-communication/
https://www.geeksforgeeks.org/barriers-to-effective-communication/
https://managementstudyguide.com/overcoming-communication-barriers.htm

27