DIRECT

ING
 WHAT IS DIRECTING
The process of motivation, communication and
leadership
Deals with the relationship of managers and
non- managers
Managers as leaders should understand the
motives of people, and they should maintain or
improve the interpersonal relationship in an
organization.
 WHAT IS MOTIVATION
 the use of rewards and penalties in
order to influence desired behavior.
 rewards and punishment are still
strong motivators.
 THEORIES OF MOTIVATION
 The theories of motivation described in this discussion help
to provide a broader understanding of what motivates
people.
1. Traditional Theory -based on the assumption that money is
primary motivator. Financial rewards are directly related
to performance in the belief that if the reward is great
enough, employees will produce more.
2. The Hierarchy of Needs - postulated by Abraham W.
Maslow, stated that human needs in the form of a
hierarchy should be satisfied in order, from the lowest to
the highest needs.
3. Achievement – Power – Affiliation Theory-there are 3 needs:
(1) a need to achieve – desire to do something better or more,
(2) a need for power – a concern for influencing people, and
(3) a need for affiliation – need to be liked.
4. Motivation – Maintenance Theory - contends that motivation
comes from the individual, not from the manager.
5. McGregor’s Theory X & Y -emphasizes that motivation of
employees is best achieved when management creates an
environment that encourages members involving both intrinsic and
extrinsic rewards, by directing their efforts towards the goals of the
organization.
6. Achievement Theory - an individual’s ambition to do
things better or achieve something is due to a very specific
motive or need. This is not something “inborn” but it can be
acquired through training and teaching the trainees to think
and behave in terms of achievement.
7. Barnard-Simon’s Theory of Equilibrium -states that the
inducements provided by the organization must be kept in
equilibrium with the contributions made by the employees.
In other words, equal wages must be paid for equal work.
8. Vroom’s Preference-Expectancy Theory - based on the
premise that an individual assigns values to the outcome of
each alternative course of action.
9. Reinforcement Theory -Components:
(1) Stimulus – environment,
(2) Response – behavior itself,
(3) Reinforcement – reward given to performance only.
High performance = High Pay.
10. Maturity Theory -contends that as people grow
(psychologically) and maturity they strive toward the highest
level of need.
11. Job Enlargement -involves redesigning of jobs so that
related activities are added to those currently being performed.
 WHAT IS COMMUNICATION
 The transfer of information that is meaningful to
those involved – in general, the transmittal of
understanding.
 Can occur in many forms ranging from face-to-face
contact involving facing expressions and body
movements.
 Good Communication – defined as interchange of
thought or information; it brings about mutual
understanding and confidence
 TYPES OF COMMUNICATION
1. Formal & Downward Communication – more common
method and flows down.
2. Upward Communication – can be facilitated thru
counseling methods, open-door policy, survey
3. Lateral or Peer-Level Communication - same level of
members in the organization share information.
4. Committees, Conferences, Group Discussion – lateral
communication
5. Grapevines or Informal Talk– informal paths of
communications
WAYS TO COMMUNICATE
 Informal Talk or Grapevines,
 Memoranda
 Telephone Calls,
 Interoffice news,
 Letters
 Reports
 Conferences/Conventions
 BARRIERS TO
 Reduce the COMMUNICATIONS
effectiveness of communication .
These barriers are:
1. Distance – physical distance. Less face-to-face communication may
lead to misunderstanding or lack of understanding of the message
being communicated.
2. Distortion – individuals fails to distinguish actual data from his own
views, feelings and emotions. Being close-minded.
3. Semantics – language aspect of communication. Certain words have
multiple meanings.
4. Lack of Leveling – difference in the level of knowledge and
expertise of a supervisor and subordinate.
5. Lack of Trust – previous experiences of subordinates’
dealings with supervisor.
6. Inaccessibility – supervisors who are often out.
7. Lack of Clear Responsibilities – responsibilities assigned
to the subordinates are not clear.
8. Personal Incompatibility – personality between supervisor
and subordinate clash and thus create communication blocks.
9. Refusal to Listen – careless attitude or arrogant nature,
refuse to listen.
10. Failure to Use Proper Media – use of jargons 8
11. Communication gaps
 WHAT IS LEADERSHIP
 the art and the science of influencing
people so that they willingly move
toward the achievement of the group
goals.
 the ability to obtain followers and
influence them makes a leader.
 TYPES OF LEADERSHIP
1. Dictatorial Leader – accomplish tasks through fear of
penalties and maintains a highly critical and negative
attitude in relations with subordinates.
2. Autocratic Leader – forces subordinates to rely on the
leader for their satisfaction.
3. Democratic Leader – depends not only on their own
capabilities but encourages consultation of subordinates.
4. Laissez-Faire Leader – depends completely on
subordinates to establish their own goals and to make
their own decision.
 LEADERSHIP
Power, Authority and Leadership
Power – ability to command or supply force. People can
be influenced by someone to do something that they
would not otherwise do.
Authority – the right to issue directives and expend
resources
Leaders’ Attitude
Theory X & Y Leader – X use a much more authoritarian
style of leadership than Y.
Assumption about People
 Theory X
1. Average human being has an inherent dislike of work and will avoid it as
possible
2. Therefore, people must be corrected, controlled, directed, or threatened with
punishment.
3. Average human being prefers to be directed, wishes to avoid responsibility
 Theory Y
1. Physical and mental effort in work is as natural as play or rest.
2. Threat of punishment are not the only means of bringing effort, should exercise
self direction and self control.
3. Commitment to objectives is a function of reward as achievement
4. Human being seeks responsibility
 MANAGEMENT SKILLS
Skills that managers must develop
3 BASIC SKILLS
1. Technical Skills – ability to perform a manager’s job;
specialization
2. Human Skills – ability to work with others by getting
along, motivating and communicating with them.
3. Conceptual Skills – ability to coordinate and integrate
the entire organization’s interests and activities. Bigger
point of view
 MANAGEMENT ROLES
 A Role is defined as an organized set of behaviors belonging to an
identifiable job.
 Henry Mintzberg identified ten managerial roles divided into three
major groups:
Interpersonal
1. Figurehead - manager represents the organizational unit in all matters
of formality
2. Liaison – manager interacts with peers and other people outside the
organization
3. Leader – manager provides guidance and motivation to the work
Informational
1. Monitor – manager serves as a receiver and collector of
information
2. Disseminator – manager transmit special information
within the organizational unit
3. Spokesperson – manager disseminates the organization’s
information into its environment
Decisional
4. Entrepreneur – manager’s role is to initiate change
5. Disturbance handler – managers assume conflicts, threat,
loss in
 MANAGEMENT FILIPINO
 Manager “By Kayod”STYLES
– Action-hungry and committed and
his manners are rather serious and those of an introvert.
 Manager “By Lusot” – managers will always find loopholes
to avoid hard work or utilize an excuse for failure
 Manager “By Libro” - managers literally goes by the book.
 Manager “By Oido” – managers acquire his managerial skills
by playing it by ear.
 Manager “By Ugnayan” – participatory and coordinative, he
integrates various styles depending on the companies’ needs
and conditions
FILIPINO AND FOREIGN
CULTURES