DIRECTING

DEFINITION
 DIRECTING is the process in which the managers
instruct, guide and oversee the performance of the
workers to achieve predetermined goals. Directing
initiates action and it is from here actual work starts.
Direction is said to be consisting of human factors
Characteristics
 Pervasive Function
 Continuous Activity
 Human Factor
 Creative Activity
 Executive Function
 Delegate Function
Direction is “Life spark of an enterprise”. It is also
called as on actuating function of management because
it is through direction that the operation of an enterprise
actually starts
Role of a Supervisor
Supervision means overseeing the subordinates at work
at the factory level. The supervisor is a part of the
management team and he holds the designation of first
line managers.

A supervisor plays multiple role:

Planner , Manager, Guide and Leader , Mediator,
Inspector, Counselor.
Functions of a Supervisor
 Planning and Organizing
 Provision of working conditions
 Leadership and Guidance
 Motivation
 Controlling
➢ Recording the actual performance against the time
schedule.
➢ Checking of progress of work.
➢ Finding out deviations if any and making solutions
➢ If not independently solved, reporting it to top
management
Functions of a Supervisor
 Linking Pin
 Grievance Handling
 Reporting - A supervisor has got an important role to
report about the cost, quality and any such output
which can be responsible for increasing productivity.
Factors like cost, output, performance, quality, etc can
be reported continually to the higher management.
 Introducing new work method
 Enforcing Discipline
MOTIVATION
Defining Motivation

Motivation is the processes that

account for an individual’s intensity,
direction, and persistence of effort
toward attaining a goal
Key Elements of Motivation
1. Intensity: Intensity describes how hard a person tries.
2. Direction : high intensity is unlikely to lead to
favorable job-performance outcomes unless the effortis
channelled in a direction that benefits the
organization. Therefore, we consider the quality of
effort as well as its intensity. Effort directed toward,
and consistent with, the organization’s goals.
3. Persistence: how long a person can maintain effort.
Motivated individuals stay with a task long enough to
achieve their goal.
Motivation Cycle
 Types of Needs
Innate
• Present since birth
needs
• Learned, influenced by our
Acquired socio-cultural environment
needs also called psychological
needs
Application…….
Maslow’s Hierarchy
 Each individual has needs, or feelings of
deficiency that drive their behavior
 Once a need is satisficed, then it is no longer
motivating
 Needs are in a hierarchy that an individual
moves up as they satisfy levels of needs
 14.3

Maslow’s Hierarchy
Levels of Needs
1. Physiological/Survival needs: Food, Clothing, Shelter,
Air
2. Security: Feel safe, absence of pain, threat, or illness
3. Affiliation: friendship, company, love, belonging,first
clear step up from physical needs.
4. Esteem Needs: self-respect, achievement, recognition,
prestige a persons worth
5. Self-Actualization: personal growth, self-fulfillment,
realization of full potential
Where are YOU on the hierarchy???
McGregor’s Theory X and Theory Y
 Theory X is a negative view of people that assumes
workers have little ambition, dislike work, want to
avoid responsibility, and need to be closely controlled
to work effectively. Theory Y is a positive view that
assumes employees enjoy work, seek out and accept
responsibility, and exercise self-direction. McGregor
believed that Theory Y assumptions should guide
management practice and proposed that participation
in decision making, responsible and challenging jobs,
and good group relations would maximize employee
motivation
McClelland’s Learned Needs
 Needs are acquired through interaction with
environment
 Not a higherarchy, but degrees of each type
of need or motive
Types of Needs
 N Ach-motive to meet some standard of excellence or
to compete
 N Aff-motive to develop and maintain close and
meaningful relationships
 N Pow-desire to influence and control others and the
environment
Herzberg’s Two Factor Theory
 Some variable prevent job dissatisfaction and some
variables produce motivation
 Hygiene factors-basic needs that will prevent
dissatisfaction
 light, temperature, pay, parking, other employee
benefits
 Motivators
 when present cause high levels of motivation
 interesting work, advancement, career growth, etc.
 14.6

Herzberg’s Two Factor Theory

High
Motivation

Low Motivation

Low Dissatisfaction

Dissatisfaction
Low High Low High
Hygienes Motivators

Adapted from Figure 14.4

 Victor- Vroom Expectancy Theory
Expectancy theory states that an individual tends to act in a certain
way based on the expectation that the act will be followed by a
given outcome and on the attractiveness of that outcome to the
individual. It includes three variables or relationships.

➢ Expectancy or effort–performance linkage

➢ Instrumentality or performance–reward linkage
➢ Valence or attractiveness of reward

The key to expectancy theory is understanding an individual’s

goal and the linkage between effort and performance, between
performance and rewards, and finally, between rewards and
individual goal satisfaction. It emphasizes payoffs, or rewards. As
a result, we have to believe that the rewards an organization is
offering align with what the individual want.
Victor- Vroom Expectancy Theory
Designing Motivating Jobs
Job Enlargement: An early effort at overcoming the drawbacks
of job specialization involved horizontally expanding a job
through increasing job scope— the number of different tasks
required in a job and the frequency with which these tasks are
repeated.

Job enrichment: Another approach to job design is the vertical

expansion of a job by adding planning and evaluating
responsibilities—job enrichment. Job enrichment increases job
depth, which is the degree of control employees have over their
work.
LEADERSHIP
What is Leadership?
The ability to influence, motivate, and enable others to
contribute to the effectiveness and success of the organizations
of which they are members. Robert House (2004)
The ability to influence a group toward the achievement of a
vision or set of goals. Robbins & Judge (2008)
Leader vs Manager
History of Leadership Thought
Behavioural theories-University of Iowa
Autocratic style- a leader who dictated work methods, made
unilateral decisions, and limited employee participation.
Democratic style- a leader who involved employees in
decision making, delegated authority, and used feedback as an
opportunity for coaching employees.
Laissez-faire style- leader who let the group make decisions
and complete the work in whatever way it saw fit.
Behavioural theories- Michigan Studies
(Managerial Grid)
Contingency dimensions
➢ Leader–member relations: the degree of confidence, trust,
and respect employees had for their leader; rated as either
good or poor.
➢ Task structure: the degree to which job assignments were
formalized and structured; rated as either high or low.
➢ Position power: the degree of influence a leader had over
activities such as hiring, firing, discipline, promotions, and
salary increases; rated as either strong or weak.
Task-oriented leaders performed better in very favorable
situations and in very unfavorable situations. On the other hand,
Relationship-oriented leaders performed better in moderately
favorable situations.
Communication
Types
Formal : Refers to interchange of information officially. Also
known as “through proper channel communication”. Formal
relations may establish between managers and employees. May
take any of the forms; policy; manuals: procedures and rule
books; memoranda; official meeting; reports etc.

Informal: A casual form of information sharing. Based on

informal relations and free from all the organizational
formalities. Builds relations among staff members and
volunteers. May occur for advice lines where people call in for
help for personal issues
Diagonal communication

A diagonal communication in an organization is the

process whereby the flow of information is between
people who work in different departments and are at
different levels of the organization
Informal Communication: Grapevine
Grapevine communication can be defined as an informal
communication within the organization or establishment.
Grapevine communication is synonymous with rumors

It is the process whereby a rumor or leaked information

circulates among workers within the organization.
Information received through the grapevine can either be
true or false since it is mainly based on rumors
Communication networks