3E

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Meaning of Directing
Learning Objectives
"Directing deals with the steps a manager takes to get sub-
• (As per ISC scope of syllabus)
ordinates and others to carry out plans".
Directing refers to the process of instructing, guiding,
• Meaning of Directing.
counselling, motivating and leading people in the
• Importance of Directing,
organisation to achieve its objectives. Directing is not a mere
issue of communication but encompasses many elements like • Supervision Meaning, functions
supervision, motivation and leadership. It is one of the key and span of control,
managerial functions performed by every manager. It is • Meaning of Motivation,
popularly known as actuating or leading. Directing is a • Maslow's theory of Motivation,
managerial process which takes place throughout the life of • Leadership- Meaning and qualities
an organisation. of a good leader,
• Meaning of Communication,
Importance of Directing [Any five points] • Objectives and process of
1. Initiates Action: Directing helps to initiate action by • Communication,
people in the organisation towards attainment of • Barriers to Communication,
desired objectives. For example, if a supervisor guides • Methods to overcoming barriers to
his subordinates and clarifies their doubts in Communication.
performing a task, it will help the worker to achieve
work targets given to him.
2. Integrates Employees Efforts: Directing integrates employees efforts in the organisation in such a
way that every individual effort contributes to the organisational performance. Thus, it ensures that the
individuals work for organisational goals. For example, a manager with good leadership abilities will be
in a position to convince the employees working under him that individual efforts and team effort will
lead to achievement of organisational goals.
3. Means of Motivation: Directing guides employees to fully realise their potential and capabilities by
motivating and providing effective leadership. A good leader can always identify the potential of his
employees and motivate them to extract work up to their full potential.
4. Facilitates Implementing Changes: A business has to operate or work in a changing environment
around. Directing facilitates introduction of needed changes in the organisation. Generally, people have
a tendency to resist changes in the organisation. Effective directing through motivation, communication
 and leadership helps to reduce such resistance and develop required cooperation in introducing
changes in the organisation. For example, if a manager wants to introduce new system of accounting,
there may be initial resistance from accounting staff. But, if manager explains the purpose, provides
training and motivates with additional rewards, the employees may accept change and cooperate with
manager.
5. Creates Balance in the Organisation: Effective directing helps to bring stability and balance in the
organisation since it fosters cooperation and commitment among the people and helps to achieve
balance among various groups, activities and the departments.
6. Facilitates Discipline: Employees are made to work in discipline manner by proper supervision and
guidance from time to time. Employees are motivated to follow the directions given by the superiors.

Meaning of Supervision
According to M. S. Vitoles, "Supervision refers to the direct, immediate guidance and control of
subordinates in the performance of their jobs."
Supervision refers to the direct and immediate guidance and control of subordinates in the performance of
their task. It involves over-seeing and checking work while it is being done. A supervisor acts as a mediator
between the employees and the top level authorities of management. Effective supervision depends upon good
leadership, proper motivation, and good communication skills, etc. of the supervisor.
The term supervision can be understood in two ways. Firstly, it can be understood as an element of directing
and secondly, as a function performed by supervisors in the organisational hierarchy.

Explanation: [For extra knowledge]

Firstly, supervision being an element of directing, every manager in the organisation supervises his or her
subordinates. In this sense, supervision can be understood as the process of guiding the efforts of employees
and other resources to accomplish the desired objectives. It means overseeing what is being done by
subordinates and giving instructions to ensure optimum utilisation of resources and achievement of work
targets.
Secondly, supervision can be understood as the function to be performed by supervisor, a managerial position
in the organisation hierarchy at the operative level i.e., immediately above the worker. The functions and
performance of the supervisor are vital to any organisation because he is directly related with workers whereas
other managers have no direct touch with bottom level workers.

Functions of a Supervisor [Any five points]

1. Facilitates Control: Under supervision, the supervisor keeps a close eye on his subordinates.
Wherever he finds any flaws in the work-in-progress, he rectifies them then and there itself. From time
to time deviations are noted by comparing actual work performance and the desired work performance.
Corrective measures are taken if the need is felt. In this manner, supervision assures control.
2. Optimum Utilisation of Resources: Under supervision, all the activities are closely monitored. In this
situation, better utilisation of all the resources like human, material, machinery, etc. takes place. The
problem is at once solved because the employees are always under a close watch. As a result, they start
doing effective work in the minimum possible time.
 3. Maintenance of Discipline: Strict watch and timely guidance of the employees teaches them a lesson
in discipline. When special attention is given to the employees during their work and their every
problem is solved at the first instance, this builds pressure on their mind to maintain discipline.
4. Feedback: During supervision, a supervisor is always in direct contact with his subordinates. As a
result, ideas, suggestions, complaints, etc. of employees with regard to managerial decisions are
continuously received by the supervisor. This facilitates the process of receiving feedback and helps to
take better managerial decisions.
5. Improves Communication: Whenever a situation of dispute arises between any two parties, the main
reason for it is lack of communication. Under supervision, the supervisor gives orders and directions to
his subordinates.
Also, he, in turn, receives feedback from them. On the other hand, subordinates communicate their
ideas, suggestions, complaints, etc. to the supervisor. In this manner, a friendly atmosphere is created
between both the parties. This strengthens free communication.
6. Improves Motivation: Every employee aspires to see himself as an important part of the organisation.
During supervision, a supervisor divides the work in a manner that makes every person feel the
responsibility for an important job in the organisation. By getting this kind of importance, an employee
feels motivated and he takes his responsibility with more diligence.
7. Handling Grievances: A supervisor can handle the grievances of the employees effectively as he is in
direct contact with them. In case if he fails to solve the grievances he should report the matter to higher
authorities.

Meaning of Span of Control

The term Span of Control is also known as span of supervision or span of authority. It means the number of
subordinates that a supervisor can manage effectively and efficiently. It determines the area of operation
assigned to supervisor. A supervisor cannot monitor the activities of unlimited number of employees at a time.
A clear definition of the span of control allows the manager to plan, organize and divide the work load among
his team according to his work method, assigning each team member the duties he thinks they are capable to
handle, according to their skills, knowledge and academic background.

Explanation: [For extra knowledge]

Managers can also implement metrics to evaluate the performance of their span and influence them to increase
their productivity depending on the results obtained.

Example: Mohan was recently hired as a Supply Chain Manager in a plastic bag manufacturer. It has been a
little difficult for him to perform his job correctly because the company hasn't structured the department
correctly. It seems that some of his team members are also employed by other departments of the company
and they have been procrastinating the activities that Mohan handles to them. This has caused a poor
performance for the Supply Chain Department.
In order to correct this, Mohan asked the CEO of the company to clarify his span of control to understand the
organisational structure adequately. After the situation was evaluated, Mohan's department ended up with 4
team members that will work with him only. This has increased Mohan's department performance
considerably.
Factors affecting the Span of Control [any four points]
1. Ability of Supervisor: An energetic, competent, skilled and trained supervisor is capable of
supervising relatively larger number of employee effectively. Thus the span of control is directly
proportional to skill of supervisor.
2. Nature of Work: When the spans are narrowed, the level in the organisations increase. The number
of employees to be supervised can be more when the quality of work is not so important. On the contrary
if the job requires high skills, the number of employees to be supervised cannot be large.
3. Capacity of Subordinates: If the subordinates are skilled with an effective and technically sound
then, they will be required less supervision. In such case the supervisor may go for a wide span of
control.
4. Effective Communication System: An organisation having an effective communication system
favours large number of levels because they do not find any difficulty in transmitting information
through various levels in spite of large number of intermediately layers.
5. Nature of Environment: A supervisor operates in a stable environment and can have wide span of
control and vice- versa.
6. Degree of Decentralisation: Under decentralisation the power to take decisions is delegated to lower
levels. Span of control will be narrow in such a case so as to exercise more and more control.

Meaning of Motivation
"Motivation is the act of stimulating someone to get a desired course of action."
Motivation is the process of stimulating people's action to accomplish desired goals. Motivation depends upon
satisfying needs of people.
Motivation is a driving force that stimulates people to action and continues them to perform better. It is a
psychological force which compels the individual to behave in a particular manner. It explains how and why
the human behaviour is caused. It is through motivation that manager attends to inspire the employees to work
for fulfilment of organisational goals.

Maslow's Theory of Motivation

Abraham Maslow was an eminent psychologist who has developed a theory of motivation on the basis of human
needs. He has categorised human needs into five categories. He felt that people have wide range of needs which
motivate them to strive for their fulfilment.
Various type of needs propounded by him are discussed below:
1. Basic Physiological Needs: These needs are most basic in the hierarchy and correspond to primary
needs. Hunger thirst, shelter, sleep and sex are some examples of these needs. In the organisational
context, basic salary helps to satisfy these needs.
2. Safety or Security Needs: These needs are essential for self-preservation. These needs provide
security and protection from physical and emotional harm. Everybody wants job security, safety of
property, personal security, pension plans, health insurance plan, etc.
3. Affiliation or Belonging Needs: These needs refer to affection, sense of belongingness, acceptance
and friendship Man is a social being and he is social in nature. He needs love, affection, a sense of
belongings and friendship with others. Therefore satisfaction of social needs becomes more important
and once one need is fulfilled, other creeps up.
 4. Ego and Esteem Needs: These needs related to the awareness of self-importance and recognition for
others. The needs include the need of self-respect, appreciation from others, status, power, prestige in
society. Lack of satisfaction of these needs can lead to a feeling of inferiority, weakness, and
helplessness and depression state.
5. Self Actualisation Needs: It is the highest level of need in the hierarchy. It refers to the drive to
become what one capable of becoming. These needs include growth, self-fulfilment and achievement
of goals.

Maslow's theory is based on the following assumptions [For extra knowledge]

1. People's behaviour is based on their needs. Satisfaction of such needs influences their behaviour.
2. People's needs are in hierarchical order, starting from basic needs to other higher level needs.
3. A satisfied need can no longer motivate a person; only next higher level need can motivate him.
4. A person moves to the next higher level of the hierarchy only when the lower need is satisfied.

Criticisms on Maslow's theory [For extra knowledge]

1. Human needs cannot be categorised into distinct and water tight categories.
2. Needs cannot be fixed under any pyramid and cannot follow any sequence.
3. The dominant motivating forces may differ from person to person.
4. There is no cause and effect relationship between needs and behaviour.
5. The level of satisfaction may differ for different persons.
6. The need in priority order cannot be generalised.

Meaning of Leadership
“Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically
towards the achievement of group goals."
Leadership is the process of influencing the behaviour of people by making them strive voluntarily towards
achievement of organisational goals. Leadership indicates the ability of an individual to maintain good
interpersonal relations with followers and motivate them to contribute for achieving organisational objectives.

Qualities of a Good Leader [any five points]

1. Physical features: Physical features like height, weight, health, appearance determine the physical
personality of an individual. It is believed that good physical features attract people. Health and
endurance help a leader to work hard which inspires others to work with same tempo.
2. Knowledge: A good leader should have required knowledge and competence. Only such person can
instruct subordinates correctly and influence them.
3. Integrity: A leader should posses high level of integrity and honesty. He should be a role model to
others regarding the ethics and values.
4. Initiative: A leader should have courage and initiative. He should not wait for opportunities come to
his way, rather he should grab the opportunity and use it to the advantage of organisation.
5. Communication skills: A leader should be a good communicator. He should have the capacity to
clearly explain his ideas and make the people to understand his ideas. He should not be only good
speaker but a good listener, teacher, counsellor and persuader.
 6. Motivation skills: A leader should be an effective motivator. He should understand the needs of
people and motivate them through satisfying their needs.
7. Self confidence: A leader should have high level of self-confidence. He should not loose his
confidence even in most difficult times. In fact, if the leader lacks self-confidence, he cannot provide
confidence to his followers.
8. Decisiveness: Leader should be decisive in managing the work. Once he is convinced about a fact, he
should be firm and should not change opinions frequently
9. Social Skills: A leader should be sociable and friendly with his colleagues and followers. He should
understand people and maintain good human relations with them.
10. Visionary: A leader should have ability to visualise the future course of action. He needs sound
judgment and the ability to take right decision at right time.

Meaning of Communication
“Communication is transfer of information from the sender to the receiver with the information being
understood by the receiver”.
The word communication has been derived from the Latin word 'communis' which means 'common' which
consequently implies common understanding. Communication is defined in different ways. Generally, it is
understood as a process of exchange of ideas, views, facts, feelings, etc., between or among people to create
common understanding. It does not merely means sending and receiving of messages but it involves
understanding also. It is a two way process. It is
said to be the nervous system of an enterprise.

Objectives of Communication [Any five points]

1. To Educate and Train People: Various methods of communication are used to educate consumers
and workers. Orders and instructions are given to the employees so that they may perform their task
efficiently. Consumers are provided information about new products and its uses.
2. Motivation of Employees: It helps in moulding the employee's behavior favourably. It encourages
employees to accept new ideas and give suggestions wherever required. It leads to better employer-
employee relationship.
3. Promotes Managerial Efficiency: It acts as a lubricant improving the smooth operation of the
management. It keeps people working in accordance with the decisions of management.
4. Facilitate Leadership: The effectiveness of a leader depends upon their communication skills.
Personal communication helps managers in maintaining man to man relationship.
5. To Create Team Work: It is designed to create mutual understanding and cooperation among people
working together. It is a great binding force.
6. To Secure Feedback: Management can get valuable suggestions and new ideas of operation by
encouraging employees to react or respond. It enables managers to improve work methods and
procedures.

Steps in Process of Communication [all points to be covered in same order]

1. Sender: Sender means person who conveys his thoughts or ideas to the receiver. The sender
represents source of communication.
 2. Message: It is the content of ideas, feelings, suggestions, order, etc., intended to be communicated.
3. Encoding: It is the process of converting the message into communication symbols such as words,
pictures, gestures, etc. The purpose of encoding is to translate the "content into a language or a code
that can be easily understandable to the receiver of message."
4. Media: It is the path through which encoded message is transmitted to receiver. The channel may be
in written form, face to face, phone call, internet, etc.
5. Decoding: It is the process of converting encoded symbols of the sender.
6. Receiver: The person who receives communication of the sender is called a receiver. He is the person
or a group who is supposed to receive the message. He may be a listener, a reader or an observer.
7. Feedback: It includes all those actions of receiver indicating that he has received and understood
message of sender It is a reversal of the communication process in which the receiver expresses his
reactions to the sender of the message. Without feedback communication process remains incomplete.
8. Noise: Noise means some obstruction or hindrance to communication. This hindrance may be caused
to sender, message or receiver.

Barriers/Hurdles/Obstructions in Process of Communication

1. Physical barrier: Communication is a two way process. Distance between the sender and the receiver
of the message is an important barrier. Noise and environmental disturbance causes physical barrier.
2. Psychological barrier: These barriers often occur due to lack of mutual trust and confidence.
Personal factors like judgment, emotions, social values, attitude, inferiority or superiority complex
creates such barriers. For example, a worried person cannot communicate properly and an angry
receiver cannot understand the real meaning of message. The state of mind of both sender and receiver
of communication reflects in the effective communication. Some of the psychological barriers are
premature evaluation, lack of attention, loss by transmission and poor retention and distrust.
3. Language barrier or Semantic barrier: Semantic barriers are concerned with problems and
obstructions in the process of encoding and decoding of message into words or impressions. The same
word may convey different meaning to different people. A person can misinterpret the message due to
the wrong influence about the symbolic system. In some cases the receiver may not understand the
language used by the sender.
Normally, such barriers result on account of use of wrong words, faulty translations, different
interpretations, etc. Some of the semantic barriers are badly expressed message, symbols with different
meanings, faulty translations, unclarified assumptions, technical jargon and body language and gesture
decoding.
4. Status barrier: Superior-subordinate relationship in an organisation may obstruct free flow of
information. A manager may convey only selected information to his subordinates so as to maintain
status differences. He often does so to reflect his superiority. Similarly subordinates tend to convey only
those things which would be appreciated by supervisor such filtering adversely affects communication
process.
5. Organisational barriers: The factors related to organisation structure, authority relationships, rules
and regulations may, sometimes, act as barriers to effective communication. Some of these barriers are
organisational policy, rules and regulations, status, complexity in organisation structure and
organisational facilities.
 6. Inattention: Inadequate attention to the message is likely to create misunderstanding. Inattention
may arise due to busyness or because the message is not as per the expectation of receiver. Often the
adult human mind resist change. Moreover poor retention of information is also a barrier.
7. Premature Evaluation: Some people are in a habit of forming a judgment before reading or listening
the entire message. Such tendency is called premature evaluation. It adversely affects understanding
makes communication ineffective.

Measures to Overcome Barriers to Communication OR (How to make communication system more

effective?)
1. Well Drafted Message: Message to be communicated must be clear and concise. Message should be
adequate and appropriate for purpose of communication.
2. Proper Language: Message should be expressed in simple and easily understood language. Words
and symbols used in message should match the reference and understanding of receiver.
3. Two-way Process: Without proper feedback communication system becomes ineffective. The
communicator and communicate both must participate effectively. It is two way traffic and sharing of
information helps to improve understanding.
4. Consistency: Communication should be consistent with goals and policies of organisation. There
should be no contradiction between words and actions.
5. Positive Attitude: There should be a change in attitude of superiors and subordinate so that there is
free communication at all times at various levels. Superiors must keep subordinate informed about the
policies and programs clearly and also are in touch with them for their suggestions and problems.
6. Effective Listening: One should be a good listener to communicate effectively. Superiors must also
develop habit of patient listening. They should have control over their emotions.

2 MARKS QUESTIONS
1. Explain the term span of control.
2. What is meant by span of control?
3. Why is feedback an important element in the communication process?
4. Name the four elements of directing, as a function of management.
5. Explain any two barriers to communication.
6. Briefly explain the meaning of the term motivation.

3-4-5 MARKS QUESTIONS

1. Describe any five qualities of a good leader.
2. Explain any three barriers to communication.
3. Explain Maslow's theory of needs.
4. Explain any four functions of a supervisor.
5. Explain any five ways of overcoming barriers to communication.
6. Explain Motivation as an element of directing.
7. Effectiveness of leadership depends on the qualities of the Leader. Explain any four qualities that a good
leader should possess.
8. Explain any four objectives of communication.
9. Explain any three barriers to communication.
10. Explain Maslow's theory.
11. Explain any five qualities that a good leader should possess.
12. With reference to Maslow's theory, state the meaning of safety or security needs.
13. Directing is the heart of management process. Explain any four points on the importance of directing.

OBJECTIVE QUESTIONS

A. FILL IN THE BLANKS

1. The channel of communication which is transmitted through informal channels is called ________ .
2. ________ is the process of converting a message into symbols.
3. Directing flows in ________ direction .
4. ________ aims at instructing, guiding, motivating people to achieve the desired results.
5. ________ is the process of exchanging information and understanding between/among two/more persons.
6. ________ refers to the direct, immediate guidance and control of subordinates in the performance of their
jobs,
7. ________ is the act of stimulating someone to get a desired course of action.
8. ________ is at the highest level of need in the hierarchy of Maslow's Theory of Motivation.
9. Every action in an organisation is initiated through ________ .
10. Through ________ Managers not only tell the people in the organisation as to what they should do, when
they should do and how they should do but also to see that instructions are implemented in proper perspective.

ANSWERS

1. Grapevine 2. Encoding 3. Downwards 4. Directing 5. Communication

6. Supervision 7. Motivation 8. Self-actualisation 9. Directing 10. Directing
needs

B. TRUE OR FALSE
State with reasons whether the following statements are True or False.
1. Leadership and motivation are the two elements of directing.
2. Encoding refers to converting symbols received by the receiver into meaning.
3. Formal and informal communication flow through officially prescribed channels of communication.
4. Directing takes place at the top, middle and bottom level of management.
5. Controlling integrates employees' efforts in the organisation in such a way that every individual effort
contributes to the organisational performance.
6. Directing function is not directly related to human factor.
7. Every action in the organisation is initiated through directing.
8. Leadership is the act of stimulating someone to get a desired course of action.
9. Self-actualisation needs are essential for self-preservation.
10. Semantic barriers often occur due to lack of mutual trust and confidence.
 ANSWERS
1. True; Leadership and motivation are the two elements of directing.
2. False; Decoding is converting symbols received by the receiver into meaning.
3. False; Only formal communication flows through officially prescribed channels of communication.
4. True; Directing takes place at all levels of management.
5. False; Directing integrates employees' efforts in the organisation in such a way that every individual effort
contributes to the organisational performance.
6. False: The function of directing is directly related to the human factor. Under this function, instructions,
guidance, etc., are given to the employees along with taking care of their feelings and emotions. In this way,
this function directly deals with human beings.
7. True; Directing helps to initiate action by people in the organisation towards attainment of desired
objectives.
8. False; Motivation is the act of stimulating someone to get a desired course of action.
9. False; Safety or security needs are essential for self-preservation.
10. False; Psychological barriers often occur due to lack of mutual trust and confidence.

C. MULTIPLE CHOICE QUESTIONS

1. Which one of the following is an element of directing?
(a) Delegating authority
(b) Designing organisation structure
(c) Communication
(d) Designing control system

2. Motivation is not:
(a) A complex process
(b) Related to satisfaction
(c) An easy process
(d) A goal-directed behaviour

3. Need hierarchy theory of motivation has been given by:

(a) Maslow
(b) Fayol
(c) Taylor
(d) Koontz

4. Leadership is based on a superior's:

(a) Authority
(b) Responsibility
(c) Accountability
(d) Persuasive communication

5. Encoding is related to:

(a) Converting message into symbols
 (b) Converting symbols into machine
(c) Transmitting message
(d) Receiving symbols

6. ________ is the process of stimulating people to engage in goal-directed behaviour.

(a) Communication
(b) Motivation
(c) Directing
(d) None of these

7. The channel of communication which is transmitted through informal channels is called ________ .
(a) Horizontal communication
(b) Formal communication
(c) Grapevine
(d) Gangplank

8. Directing flows in ________ direction.

(a) Upward
(b) Downward
(c) Diagonal
(d) both (a) and (c)

9. Directing takes place at ________ levels of management.

(a) Top
(b) Middle
(c) Lower
(d) All of these

10. Anjali received a special gold coin from her school management for exceptionally good board result of her
students in her subject. Identify the need of Anjali being fulfilled as per Maslow's Need Hierarchy Theory.
(a) Esteem needs
(b) Belonging needs
(c) Self-actualisation needs
(d) Basic physiological needs

11. Which of the following is not a feature of motivation?

(a) It is an integral feeling
(b) Reduces absenteeism
(c) Complex process
(d) Can be positive or negative

12. ________ is the process of influencing the behaviour of people making them strive voluntarily towards
achievement of goals.
(a) Motivation
 (b) Communication
(c) Leadership barrier
(d) Directing

13. Status comes under the following type of barriers:

(a) Semantic barrier
(b) Organisational barrier
(c) Non-semantic barrier
(d) Psychological barrier

14. Which of the following is not a characteristic of directing?

(a) Directing initiate action
(b) It is a continuous process
(c) Flows from top to bottom
(d) Ensuring order and discipline

15. The highest-level need in the Need Hierarchy of Abraham Maslow is:
(a) Safety need
(b) Belongingness need
(c) Self-actualisation need
(d) Prestige need.

16. Which of the following is not a factor affecting the Span of Control?
(a) Ability of supervisor
(b) Nature of work
(c) Degree of centralisation
(d) Capacity of subordinates

17. A manager has to perform his function along with planning, organising, staffing and controlling while
discharging his duties in the organisation. Which of the following feature of directing is highlighted above?
(a) Directing is a continuous process
(b) Directing initiates action
(c) Directing flows from top to bottom
(d) Directing takes place at every level of management

18. A manager wants to introduce new system of accounting, there may be initial resistance from accounting
staff, but if manager explains the purpose, provides training and motivates with additional rewards, the
employees may accept the changes and cooperate with the manager. The above example highlights the
importance of which functions of management.
(a) Organising
(b) Staffing
(c) Controlling
(d) Directing
19. Arrange the following elements of communication process in order:
(i) Media
(a) (i), (ii), (iii), (iv)
(ii) Message
(b) (iii), (ii), (iv), (i).
(iii) Sender
(c) (iv), (ii), (iii), (i)
(iv) Encoding
(d) (iii), (i), (iv), (ii)

20. We can observe that in organisations like Infosys, Tata, BHEL, and Unilever the managers may change
because without direction the organisational activities cannot continue further. Which of the following feature
of directing is highlighted above?
(a) Directing is a continuous process
(b) Directing initiates action
(c) Directing flows from top to bottom
(d) Directing takes place at every level of management

ANSWERS
1.c 2.c 3.a 4.d 5.a 6.b 7.c 8.b 9.d 10.a
11.b 12.c 13.b 14.d 15.c 16.c 17.b 18.d 19.b 20.a

CASE BASED QUESTIONS

CASE 1
M/s Beta Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance
and support to the workers while operating the machinery. The company has a policy of granting leave as per
the requirement of the workers. Workers 3 H 3 is generally granted leave on festivals and special occasions.
Recently on Puja festival, it received a big order. Workers are keen to take Puja holidays while management is
pressing hard for overtime. This matter was placed before the Personnel Manager who called the meeting of
operative managers and workers to inform them about the changes in the incentive plan which states payment
of double wages for working overtime and triple wages for working on holidays. Workers without any pressure
voluntarily took limited holidays and were able to increase their earning by working overtime and on holidays.
During Board of Directors meeting, Personnel Manager was asked to update the management for achieving
higher output, meeting timely supplies without any confrontation with workers. Personnel Manager replied, "I
just used a carrot with no sticks approach".
By quoting the lines from above paragraph state any two elements of directing.
Ans. The two elements of directing being discussed in the above paragraph are outlined below:
Supervision: Supervision is the process of overseeing the work of the subordinates and giving
instructions to ensure optimum utilisation of resources and achievement of work targets.
Supervision-It employs 100 workers and 10 operative managers who give guidance and support to the
workers while operating the machinery.
Motivation: Motivation is the process of stimulating people to action to accomplish desired goals.
Motivation-"to pay double wages for working overtime and triple wages for working on holidays",
 CASE 2
Mr. Shubhendu Bose is the owner of Bakemens' Enterprises carrying on the business of manufacturing various
kinds of biscuits. There was a lot of discontentment in the organisation and the targets were not being met. He
asked his son, Naval, who had recently completed his MBA, to find out the reason.
Naval found that all the decision-making of the enterprise were in the hands of his father. His father didn't
believe in his employees. As a result, both the employer and the employees were not able to understand each
others' messages in the same sense. Thus, the employees were not happy and targets were not met.
Identify any two communication barriers because of which Bakemens' Enterprises was not able to
achieve its target.
State one more barrier each of the types identified in above para.
Ans. The two communication barriers because of which Bakemens' Enterprises was not able to achieve
its targets are:
Organisational barriers: Organisational policy.
If the organisational policy is not supportive to free flow of communication, it may hamper effectiveness
of communications. Like in the above case Naval found that all the decision making power of the
organisation was highly centralised as it was in hands of his father only.
Psychological barriers:
Distrust: Sometimes if there is lack of trust between the parties, they cannot understand each other's
message in the same sense. Like in the above case Naval found out that his father didn't believe in his
employees.
Organisational barriers:
Status: Sometimes a status conscious manager also may not allow his subordinates to express their
feelings freely. This kind of an attitude may create psychological distance between him and his
subordinates.
Psychological barriers: Premature evaluation.
Sometimes people tend to evaluate the meaning of message even before the sender completes his
message on the basis of their own judgement, experience, etc.

CASE 3
Mr. Fernandes is the owner of Unibie Enterprises, carrying on the business of manufacturing electrical
appliances. There is a lot of discontentment in the organisation and targets are not being met. He asked his son,
Michel, who has recently completed his MBA to find out the reason.
Michel found that all the decision-making of the enterprise were in the hands of his father. Moreover, his father
did not have confidence in the competency of the employees. Thus, the employees were not happy.
Identify any two communication barriers because of which Unibie Enterprise was not able to achieve
its target.
State one more barrier each of the types identified in above para..
Ans. The two communication barriers because of which Unible Enterprises was not able to achieve its
targets are:
Organisational barriers: Organisational policy.
If the organisational policy is not supportive to free flow of communication, it may hamper effectiveness
of communications. Like in the above case Michel found that all the decision making power of the
organisation was highly centralised as it was in hands of his father only.
 Personal barriers: Lack of confidence of superior in the subordinate.
The personal factors of both sender and receiver may exert influence on effective communication and
they may not be able to understand each other's message in the same sense. Like in the above case,
Michel found out that his father didn't have confidence in the competency of the employees.
Organisational barriers: Status
Sometimes a status conscious manager also may not allow his subordinates to express their feelings
freely. This kind of an attitude may create psychological distance between him and his subordinates.
Personal barriers: Pear of challenge to authority
If a superior may withhold or suppress the communication that he may perceive is likely to have an
adverse effect on his Authority.

CASE 4
Alfa Ltd. was dealing in renewable energy services. To get the business, the team leader and his team used to
travel to different states to give presentations to the clients. As per the policy of the company, the team leader
used to travel by air whereas his team travelled by road/train. It was not only time-consuming but also forced
the female team members to travel alone at times.
As a result, the subordinates were not acting in a desired manner to achieve the organisational goals. The CEO
of the company came to know about it. He called the team leader, discussed the matter with him and decided
to change the travel policy of the company. It was decided that in future, all the members including the leader
would travel together and usefully utilise the travelling time in discussion about the presentation to be given to
the clients. This made a positive impact and every member of the team started acting in a manner as desired
by the team leader.
State and explain the element of the function of management used by the CEO.
Ans. The CEO of Alfa Ltd. has used Motivation, which is an element of directing function of management
in order to deal with the situation effectively.
Motivation is a driving force that stimulates people to action and continues them to perform better. It is
a psychological force which compels the individual to behave in a particular manner. It explains how
and why the human behavior is caused. It is through motivation that manager attends to inspire the
employees to work for fulfilment of organisation goals.

CASE 5
Samita had been working as an assistant manager with Johnson Enterprises for the last ten years. She was very
popular amongst her colleagues because of her commitment and dedication towards work. When the manager
senior to her retired, all her colleagues thought that now Samita would be promoted. But to everyone's surprise,
the vacant post was filled by an outsider, Mrs. Rita. Samita felt demoralised and her performance started
declining. She would absent herself often and
could not meet her targets.
Mrs. Rita was a good leader who would not only instruct her subordinates but would also guide and inspire
them. She notices Samita's behaviour and felt that her performance could be improved. She started involving
Samita in the decision-making issues related to the organisation and made her a part of a high level joint-
management committee. Samita was now punctual in office and her performance started improving.
Identify and explain the function of management being performed by Mrs. Rita.
Name the element of the above function of management which helped Rita improve Samita's behaviour.
 Ans. Mrs. Rita has performed the directing function of management.
Mrs. Rita has been able to improve Samita's behaviour with the help of motivation which is an element
of directing.

CASE 6
Jaideep recently joined as the Managing Director of Tivori Ltd., an apparel designing company. He observed
that the company had a number of experienced fashion designers on its payroll. They regularly offered useful
suggestions which were neither appreciated nor rewarded by the company. Instead, the company outsourced
its services to some renowned fashion designers and paid them a good compensation for their services. Because
of this, the employees felt disheartened and stopped giving useful suggestions.
(i) Identify the communication barrier discussed above.
(ii) State the category of this communication barrier.
(iii) Explain any other communication barriers of the same category.
Ans. (i) The communication barrier discussed in the above paragraph is Lack of proper incentives.
(ii) It is a type of personal barrier.
(iii) Some of the types of personal barriers are described below:
(a) Fear of challenge to authority: If a superior may withhold or suppress the communication
which he perceives is likely to adversely affect his authority.
(b) Lack of confidence of superior on his subordinates: A superior may not seek the advice or
opinions of their subordinates if he/she do not have confidence on their competency.
(c) Unwillingness to communicate: Sometimes, subordinates may deliberately with hold any
communication with their superiors, if they perceive that it may adversely affect their personal
interests.

CASE 7
Neeraj, a sales representative of Onida Ltd. has changed seven jobs in the last one year. He is a hardworking
person but is not able to finalise deals with customers due to his inadequate vocabulary and omission of needed
words. Sometimes, he uses wrong words because of which the intended meaning is not conveyed. All this
creates misunderstandings between him and his clients.
(i) Identify the communication barrier discussed above.
(ii) State the category of this communication barrier.
(iii) Explain any other communication barriers of the same category.
Ans. (i) The communication barrier discussed above is badly expressed message.
(ii) This kind of barrier falls in the category of semantic barriers. Semantic barriers are concerned with
problems and obstructions in the process of encoding and decoding of message into words or
impressions.
(iii) A few of these are discussed below:
(a) Symbols with different meanings: Sometimes, a word may have several meanings. The
communication will be effective only if the receiver perceives it in the same manner as intended
by communicator.
(b) Faulty translations: Many a times it has been noted that if the translator is not proficient
with both the languages, mistakes may creep in causing different meanings to the
communication.
(c) Technical jargon: It is usually seen that specialists use technical jargon while explaining
something. If the persons with whom they are communicating are not specialists in the
concerned field, they may not be able to understand the actual meaning of many such words.
(d) Body language and gesture decoding: While speaking, one may tend to move his/her body
in a certain manner. If there is no match between what is said and what is expressed in body
movements, communications may be wrongly perceived by the receiver.