Directing
Objectives:
Define the nature and
purpose of directing
Define the meaning of
motivation
Discuss the theories and
approaches to motivation
Directing- is the fourth function of
management and it refers to the process of
Motivation, Communication and Leadership. It
refers to the relationship between managerial
positions and non-managerial positions.
- means encouraging subordinates
to work toward achieving company
objectives (Reinecke and Schoelle 1980). It
is the human, people-to-people aspect of
managing by which subordinates are
motivated, persuaded, and led to
effectively and efficiently contribute
towards realizing the very reasons for
which the enterprise or the company has
The Responsibilities of a
Company
To help solve problems of the
society
To satisfy the internal needs
to attain company goals/
objectives
To respond adequately to the
human needs of its people.
MOTIVATION
this refers to any activity being done to try and influence a
person to do something. It is how we convince people to
follow orders. A familiar reference is the phrase the
carrot and the stick applied to the story of how to
convince a donkey to walk. This refers to the two
universally accepted forms of motivation:
Positive Motivation the carrot, states that rewards will
convince a person to follow orders. Here, the donkey will
see the carrot in front of it and move towards the carrot.
One of the most common forms of reward is money.
Negative Motivation the stick, states that in order to
motivate a person, there should be fear of punishment or
penalty in case he does not follow orders. The donkey
will be hit on its back with a stick if it will not move.
Hence, its discomfort from the pain will force it to move
forward.
However, another form of motivation is
being recognized as acceptable and even
considered as the best form of motivation:
Self-Motivation states that a person does
not need any external force to motivate
him. If he realizes the importance of his
task, he will try and motivate himself to
perform his best. On the other hand, he
will not be motivated if he does not
understand the importance of his job.
Theories of Motivation
1. Traditional Theory states
that the best form of
motivation is rewards,
especially Money. This was
derived from Frederick
Taylors studies where
incentives can motivate
people in performing better
(Piece-rate system).
2. The Hierarchy of Human Needs Maslow stated
the five steps in the ladder of human needs and
wants:
Physiological or Biological Needs
Safety or Security Needs
Social Needs
Self Esteem Needs
Self-actualization or Self-fulfillment Needs
the use of the ladder in motivation is that the
manager has to determine where the subordinate
is in the ladder and therefore know how to
motivate the subordinate. For example, if the
employee is new, a fresh graduate, most probably
the appropriate motivation is money (for
biological needs). If the employee wants to be
recognized, the appropriate motivation is
3. Achievement-Power-Affiliation Theory
primarily developed by David McClelland, this
theory states that all people have three needs :
Achievement - the need to achieve. The need to
accomplish something better, one has never done
before or never been done by anyone
Power the need for authority. The need to have
influence over people
Affiliation the need for affiliation. The need to be
liked, to be an active member of society, the need to
be popular or recognized.
the use of this theory is that if the manager can
provide these three, he can motivate anybody
into doing anything.
4. Motivation Maintenance Theory developed by
Frederick Herzberg, Bernard Mausner and Barbara
Syndeman, this theory also goes by other names:
Dual-Factor Theory and Motivation Hygiene
Theory. This groups activities or factors in the
organization that produced high and low morale
for the members of the organization into two
categories:
Motivation factors achievement, recognition,
responsibility, advancement and the
characteristics of the job. Factors that motivate
the people and present challenges.
Maintenance or Hygiene Factors status,
relationships with co-workers, salary, work
conditions, etc. Factors that do not necessarily
motivate but can prevent motivation from
occurring. In short, they keep the employee
5. McGregors Theory X & Y according to McGregor, there are
two types of subordinates (or in this case tow theories):
Theory X or X Worker states that men are inherently
lazy. They hate work by nature and needs to be
thoroughly motivated in order to work.
Theory Y or Y Worker states that men, by nature, loves
work. They do not need motivation and will work
properly in their own power.
the manager should determine what type of workers they
are handling in order to apply the proper or appropriate
theory on how to handle subordinates.
6. Achievement Theory another theory by McClelland, this
states that men have ambitions because of a specific
motive or need. It is the managers task to determine that
need in order to motivate the person. Once motivated and
has clear visions of his ambitions for achievement, the
worker will depend on his own abilities to achieve that goal.
7. Barnard-Simons Theory of Equilibrium this theory states
that there should be equality between the inducements
(motivators provided by the management) and contributions
(performance of workers). This means equal pay for equal
work. A manager might give incentives but the work of
subordinates should also improve after they receive their
incentives.
8. Vrooms Preference-Expectancy Theory this states that an
individual assigns values to all possible outcome of each
alternative course of action. Simply put, an employee has
different ideas on how valuable incentives are. An approach
in this theory involves the employees filling out a form or
checklist on which they are given the chance to rate a list of
inducements based on how well they think these will be
effective as motivators. Some employees may choose money
as their primary choice while others might choose promotion.
This means that not all inducements are appropriate.
9. Reinforcement Theory according to Skinner, the
employee should perceive the relationship
between performance and reward. If the
management adapts a system wherein good
performance means rewards, they should also be
consistent. An example is the system used for
training children or pets where good behavior or
following orders means that they could have
special treats in return.
According to Skinner, the following are the
components of motivated behavior:
stimulus the environmental setting in which
behavior occurs (performance)
response the behavior level itself
reinforcement the reward given for good
performance only
10. Maturity Theory states that as a
person matures, his needs also differ.
Motivation will be based on the
persons needs and wants. A simple
illustration of the difference in
maturity is given in the following
IMMATURE MATURE
table:
Passive Active
Dependent Independent
Short-term perspective Long-term perspective
Subordinate position Equal or superordinate
Lack of self-awareness position
Awareness of self
11. Job Enlargement when promotions are not
possible, this theory involves redesigning of
jobs so that related activities are added to
those currently being performed. This method
motivates the individual by offering challenge,
advancement, responsibility and recognition.
12. Job Enrichment this involves putting more
meaning into peoples jobs. This offers a
system that encourages self-motivation, the
appreciation of the importance of ones job
while offering possibilities of achievement,
growth, responsibility, advancement and
recognition.
THANK YOU!!!
