Directing, Leading and

Leadership
• Directing is a key element in the process of
management.
• Center of all enterprise activities.
• After formulating the plans for accomplishing the pre-
determined goals, the organizational structure is
prepared and suitable persons are designated to
appropriate roles, and the organization commences
its operations.
• However, necessary actions will only initiate after a
command in chief provides direction to the higher-
level management.
• Direction is a management function that is carried
out primarily at higher levels of management and
on the basis of which permeates down into the
lower levels.
• It is a continuous process that exists as long as the
business exists and is that function that initiates
and commences action towards a set objective or
goal.
• It gives meaning to organisation and planning by
bringing together the entire organisation to the
task of achieving a goal
Only after understanding a few concepts related to
organization, effective direction can be ensured:
(i) Aims, objectives, and plans of the organization by each
individual manager;
(ii) The organization and its elements;
(iii) Policies, procedures and rules under which the organization
will operate, and the reasons thereof;
(iv) Major problems that are faced by the concern and
particularly what each manager can do to solve the problem;
and
(v) Complete and up-to-date information on significant factors
such as business forecasts, changes in policies, procedures etc.
Importance of Directing
Function of
Management
1.Makes the organisation goal oriented

•Planning as we all know lays down goals.

•But the mere laying down of goals isn’t
enough.
•It is directing in terms of those goals
that gets them achieved.
2. Creates a motivated workforce

•Direction ensures that the workforce is

motivated and remains motivated.
•The process will be successful only with
the effort of motivated people and
motivated people is the secret of a
budding effective business.
3. Ensures conformity and facilitates
Controlling and Coordination

•Direction lays down the benchmark on

what is to be expected from a person or a
process.
•This instruction or direction given ensures
such tasks and effort conform to goals.
4. Initiates Action

•Kicks the plan into motion by using

the resources organised and
humans staffed to achieve what is
envisioned in the plan.
5. It creates adaptability

•A business has to cope with constant changes

in its environment.
•Direction plays a key role in ensuring that a
business is capable of adjusting and adapting
to such changes by understanding the
environment and by relaying suitable
information.
6. Ensures Employee Discipline

• It involves the process of giving an instruction and

the instruction being unconditionally followed.
• Such conformity with instructions is ensured by
controlling, however it cannot exist in isolation
without direction which is the source of the
instruction.
• This ensures that the employee doesn’t stray away
from what is to be done and keeps him disciplined.
Four Important and
Interdependent Elements of
Directing
Supervision

•Supervision refers to a process by which a

superior oversees and ensures the work
done by his subordinates conform to
predetermined requirements and standards.
•Supervision is done especially at lower levels
of management when there are functions
such as Factory Overseeing etc to be done.
Motivation

•Motivation is that process of inducing in a

person the will to do something in return for
something he wants
•Motivation often lies at the basis of direction
as people do not act unless they have a good
reason to and motivation gives them that
much required reason.
Leadership

•Not everyone can do everything in the

beginning. Sometimes you need an extra
push to do it.
•That extra push is often given by leaders.
•It revolves the personal quality of a person
and is something that cannot be taught but
learnt.
Communication

• Communication is something that is pertinent to

most managerial functions including direction.
• If the employee is not able to communicate his
needs, a manager cannot motivate him.
• If the upper level management doesn’t
communicate the current status of operations the
lower level manager will fail in getting his things
sorted.
Theories to Stimulate
Performance of Individuals in
the Organization (Motivation)
1. Maslow’s
Hierarchy of
Needs
• Physiological needs (1st level) and safety (2nd level) are physical needs.
Once these are satisfied, individuals focus on needs that involve
relationships with other people (3rd level).
• At Maslow’s third level are social needs, or needs for belonging
(acceptance by others) and for giving and receiving friendship and
love.
• At the fourth level in Maslow’s hierarchy are esteem needs, which are
needs for the respect of others and for a sense of accomplishment
and achievement. Satisfaction of these needs is reflected in feelings of
self-worth. Praise and recognition from managers and others in the
firm contribute to the sense of self-worth.
• Finally, at the highest level in Maslow’s hierarchy are self-actualization
needs, or needs for fulfillment, for living up to one’s potential, and for
using one’s abilities to the utmost.
2. Herzberg 2 Factors Motivational Theory

• Also called the Motivation-Hygiene Theory or the

dual-factor theory, was penned by Frederick
Herzberg in 1959.
• He developed the theory that people’s job
satisfaction depends on two kinds of factors.
• Factors for satisfaction (motivators / satisfiers)
and factors for dissatisfaction (hygiene factors /
dissatisfiers).
Motivators/Satisfiers
•performance Hygiene Factors/Dissatisfiers
•recognition • salary
•job status • secondary working conditions
• the relationship with
•responsibility and colleagues
opportunities for • physical work place
growth • the relationship between
supervisor and employee
•These factors function on the same
plane.
•Taking away an employee’s
dissatisfaction – for example by offering
a higher salary – doesn’t necessarily
mean the employee will then be
satisfied. The employee is just no longer
dissatisfied.
4 different combinations can exist at work:

1: High hygiene and high motivation

This is the ideal situation. Employees are very motivated
and barely have any complaints.

2: High hygiene and low motivation

Employees have few complaints, but they’re not really
motivated, they see their work simply as a pay check.
3: Low hygiene and high motivation
Employees are motivated, their job is
challenging, but they have complaints about
salary or work conditions.

4: Low hygiene and low motivation

This is the worst possible situation, employees
are not motivated and have a lot of
complaints.
3. David Maclelland Theory
• Identified three motivators that he believed we all have: a
need for achievement, a need for affiliation, and a need for
power.
• People will have different characteristics depending on their
dominant motivator.
• These motivators are learned (which is why this theory is
sometimes called the Learned Needs Theory).
• Regardless of our gender, culture, or age, we all have three
motivating drivers, and one of these will be our dominant
motivating driver.
• This dominant motivator is largely dependent on our
culture and life experiences.
Achievement

•Has a strong need to set and accomplish

challenging goals.
•Takes calculated risks to accomplish their goals.
•Likes to receive regular feedback on their
progress and achievements.
•Often likes to work alone.
Affiliation

•Wants to belong to the group.

•Wants to be liked, and will often go along
with whatever the rest of the group wants
to do.
•Favors collaboration over competition.
•Doesn't like high risk or uncertainty.
Power

•Wants to control and influence

others.
•Likes to win arguments.
•Enjoys competition and winning.
•Enjoys status and recognition.