Directing

Is the process by which a manager communicates

with and influences other members of the
Organization in the pursuit of Company objectives
to achieve the desirable ends.
 It is the human aspect of managing trough which
subordinates are motivated, persuaded , and led to
continue efficiently and effectively their efforts
toward realizing the vision and mission for which
the organization has been established.
MOTIVATION
One of the continual challenges of
management is the motivation of employees.
As Manager’s analyze their work places ,
they can always see some people who out
perform others of equal skills.
Hard workers are described by their bosses
as “Motivated Employees”.
The manager has made an accurate
observation about motivation , but has not
given an explanation.
What is Motivation?
Motivation is the interaction of a
person’s internalized needs and
external influences (equity ,
expectancy , and previous
conditioning ) which determines
behavior designed to achieve goal.
The Motivation Model
The needs of a person provide the basis for a
motivation model.
Needs are deficiencies a person is experiencing at
a particular time.
The needs may by physiological-body needs such
as food , water , air or psychological-affiliation with
others; self-esteem.
The person then develops a behavior or set of
behaviors to satisfy the want.
The behavior results to ward goal achievement.
 MOTIVATION
THEORIES THAT
FOCUS ON NEEDS
A. Maslow’s Hierarchy of Needs
--this hierarchy is based on four premises.
1. Only an unsatisfied need can influence behavior; a
satisfied need is not a motivator.
2. A person’s needs are arranged in a priority order
of importance. Thus the priorities go from them
most basic needs to the most complex.
3. As the person’s needs are met on one level , the
person advances up to the next level of needs.
4. If the satisfaction is not maintained for a once-
satisfied need , it will become a priority need
again.
B. Herzberg’s Two-Factor Theory
This theory of Motivation was developed by
psychologist Frederick Herzberg and his
Associates.
The theory , called the two-factor or hygiene
motivation theory .
Uncovered one set of factors that produce job
satisfaction and motivation and another set of
factors that lead to job dissatisfaction.
According to Herzberg , factors that produce
dissatisfaction are called HYGIENE FACTORS. That
those produce job satisfaction are called
MOTIVATION FACTORS.
Hygiene Factors
Are the primary cause of unhappiness
on the job.
They are extrinsic to the job
They are part of a job’s environment
When they are provided in sufficient
quality , they will no t necessarily act as
motivators.
 The Factors include:
1. Salary - adequate wages , salaries , and fringe benefits.
2. Job Security - company grievances procedures an seniority
privileges.
3. Working Conditions - adequate het , light , ventilation ,
hours work.
4. Status - privileges , job titles , and other symbols of rank
and position.
5. Company policies - the policies of the organization and the
fairness in administering those policies.
6. Quality of technical Supervision - whether or not the
employee is able to receive answer to job related questions
7. Quality of interpersonal relations among peers ,
supervisors , and subordinates - social opportunities as
well as the development of comfortable operating
relationships.
Motivation Factor
Are the primary cause of job
satisfaction.
They are intrinsic to job.
When they are provided in
sufficient quality , they affect and
provide job satisfaction and high
performance.
The Factors include:

1. Achievement - opportunity for accomplishment and for

contributing something of value when presented with a challenge.
2. Recognition - acknowledgement that contributions have been
worth the effort and that the effort has been noted and
appreciated.
3. Responsibility - acquisition of new duties and responsibilities ,
either trough the expansion of the job or by delegation.
4. The work Itself - opportunities for self expression , personal
satisfaction , and challenge.
5. Possibility of Growth - opportunity to increase knowledge and
develop through job experience.
C. McClelland’s Need Achievement Theory
This theory developed through the
work of David McClelland .
Relates of three needs: Achievement ,
Power , and Affiliation.
The first need is an individual one ,
while power and affiliation are
interpersonally oriented.
The three are defined:
Achievement
- desire to excel or achieve in relation to a set
of standards.
Power
- desire to control other s or have influence
over others.
Affiliation
- desire for friendship cooperation , and close
interpersonal relations.
 MOTIVATION THEORIES
THAT FOCUS ON BEHAVIORS
A. Expectancy theory
Victor H. Vroom expectancy theory states
that individuals will evaluate various
behavior strategies on these bases;

 the effort required for performance.

 whether the performance will have a
desired outcome , and
 how valuable thet outcome is to the
employee.
It includes three variables:
 Valence – This is the strength or importance of
the reward to the individual. It deals to the
unsatisfied need of the individual.
 Instrumentality – This deals with the
potential to achieved the desired outcomes as
the result of performance.
 Expectation – This entails Evaluation of how
much effort of the performance will take and
probability of achieving performance.
B. Reinforcement theory
This theory examines the “why” in behavior
motivation has its foundations in the work of
B.F Skinner operant conditioning.
The emphasis reinforcement theory is that
the behavior of a person in a situation.
The reinforcement theory introduces a
major point for managers to understand
about motivation .
Types of reinforcement: behaviors available
to managers.
Positive (reward) – is provided after the desired
behaviors occurs , which the intention of
increasing the probability that the desired
behavior will be prepared.
Negative (punishment) – is an attempt to
decrease the likelihood of a behavior recurring by
applying negative consequences.
Ignoring the misbehavior of subordinates – will
give the employee neither a positive nor negative
reinforcement.
C. Equity theory
People are influenced in their
behavior choices by the relative
rewards they either receive or are
going to receive.
This theory is based on the
assumption the people are
motivated by a desire to be
equitably treated at work.
Managing Motivation
What can the individual Managers do to develop
Motivated workers?
There two concepts in influencing the opportunity
for motivation:
1.Job Redesign

- Since the industrial revolution began, employers

have been looking for more effective, efficient, and
less expensive method to manufacture
standardized goods in quantity.
- Job redesign requires a knowledge and concern
for the human qualities people bring with the to
 - Job redesign also requires the knowledge of the
Job Qualities ; such things as physical and mental
demands made on individual and in environment
in which the job is performed.
- Job redesign usually tailors a job to fit the person
who must perform it.

The two directions approached in redesigning jobs are:

Job Scope – refers to the variety of tasks
incorporated into the job.
Job depth – refers to the degree of discretion to a
person has to alter the job.
The attempts at job redesign includes:
 Job Enlargement – increases the variety or the
number of tasks a job includes , not the quality or the
challenges of the tasks. Often , referred to a job loading,
job enlargement may attend to demand “more of the
same” from an employee or to add on tasks containing
an equal or lesser amount of meaning or challenge.
 Job Rotation – assign people to different job , or
different tasks to people, on temporary basis. The idea
is to add variety and to expose people to the
dependence of one job on others.
 Job Enrichment – applies Herzberg’s motivation
factors to a job , thus allowing those interested to
satisfy some of their psychological needs. Herzberg
refers to job enrichment as lob loading.
In developing job enrichment there are some specific
areas to concentrate on:

1.Variety of task
2.Task Importance
3.Task Responsibility
4.Feedback
LEADERSHIP
Is an art of process of influencing people so that they
will strive willingly and enthusiastically toward the
achievement of group goals.
Leadership is a very important aspect of
management which has various meanings to different
authors.
Leadership is the influential increment over and
above mechanical compliance with the routine
directives of the organization.
Leadership and Motivation are closely interrelated.
Nature of Leadership
• Richard M. Steers identified three views on
the approach to the definitions of
Leadership:
- An attribute of position
- A characteristic of a person and a
category of Behavior
• Steers argued that from the stand point of
view of understanding the nature of people
at work is consider leadership as a category
of Behavior.
Leadership Roles
• In interacting with employees in the work environment , a
manager must pay four basic leadership roles:
Educator – all managers must perform the leadership role of
educator. Managers fulfill this role by teaching employee’s
job skills as well as acceptable behavior and
Organizational values.
Counselor – a second leadership role of manager is counselor
. This role involves listening, giving advice, preventing ,
and solving employee’s problems.
Expectation of employees:
 Awareness of and concern for the individual employee
 Assistance in solving a problem.
Judge – playing the leadership role of judge
involves appraising subordinates
performance; enforcing policies,
procedures, and regulations; settling
disputes; and dispending justice.
Spoke person – managers act as spoke
person for subordinates when they relay
their suggestion, concerns and points of
view to higher authorities. “doing
something” about subordinates problems
may mean to bat for them on higher
management level.
Leadership studies focus either on:
1. Identifying the Traits of a person who
were leaders versus those of non leaders.
2. Comparing the Traits of successful leaders
with the traits of unsuccessful leaders.

 A more viable theory is that leadership is a

result of the interaction among the
Superior, the subordinates, and the
organizational environment .
Elements of Leadership
The skill in Leadership includes four major
elements:
1. The ability to use power effectively and in a
responsible manner.
2. The ability to comprehend that human beings
have different motivation forces at different times
and in different situations.
3. The ability to inspire
4. The ability to act in a manner that will develop
a climate conducive to responding to and
arousing motivations.
The Leadership Situation

The Led

The
The Leader Organizational
environment
Leadership theories
The essence of leadership is followership. It is the
willingness of people to follow that makes a person a
leader .Leaders must exercise all the functions of their role
to combine human and material resources to achieve
objectives.
The Trait Theory
- in this theory the leader is conceived to be a “great man”
whose superior endowments induce others to follow him.
Environment Theory
- this theory explains leadership on the basis of situations
and crises that provide opportunities for people to propose
solutions or exhibit heroic actions that place them in the
position of leadership.
Personal-environment Theory
- this theory maintains that characteristics of a leader,
the followers and the situations that interact determine
who will be the leader.
Exchange Theory
- this theory suggest that group interactions represents an
exchange process in which leadership is conferred upon
the members whose effort appears more likely to reward
other members for their effort on behalf of the group.
Humanistic Theory
- this theory is based on the hypothesis that groups will be
more effective and members will be better satisfied when
the leader allows freedom to satisfy their needs for
achievement and self-actualization.
Exceptional Theory
- this theory maintains that leadership is most likely to
be achieved by the member who succeeds in initiating
and re-enforcing the expectations that he will maintain
the role structure and goal direction of the group.
Contingency Theory
- this theory proposes that a given pattern of leadership
behavior will lead to effective group performance in some
circumstances and ineffective, in some cases.
Path-Goal Theory
- this theory suggest that certain patterns of leader
behavior facilitate the clarification of the group goals
while other patterns of behavior stimulate effective
instruments an d responses on the follower group.
A complete theory of leadership should explain:
1. The emergence of leadership in initially
unstructured groups.
2. The maintenance of leadership once a role
structure has been developed and stabilized.
3. The relation of leader personality and
behavior to follower and group response.
4. The conditions under which specific
patterns of leader personality and behavior
are effective.
Leadership Style
The two major styles of leadership are:
1. Task-oriented Leadership
- The leader gains satisfaction from seeing the
task performed.
2.People-oriented Leadership
- The leader Looks toward achieving good
interpersonal relations by way of attaining a
position of personal prominence in the
organization.
Leadership styles based on the use of
Authority
Autocratic Leader
• the autocratic leaders commands and
expects compliance, is dogmatic and
positive; and leads by the ability to with hold
or give rewards and punishment.
• This is the “one rule” type.
• The leader is authority , he is the one who
tells the people what to do .
Autocratic Style of Leadership
Democratic or Participative Leader
• This type of leader consults with
subordinates on proposed actions and
decisions and encourages participation from
them.
• This leader is the person who does not take
action without subordinates concurrence; he
consults with subordinates before doing so
• The leader involve his subordinates in
decision making.
• One weakness of this style is that when the
impasse is reached, there is no authority.
Democratic Style of
Leadership
Benevolent-Autocrat Leader
• The leader is a “father figure” who wants
every one to feel good.
• The decision is his own.
• The leader bears and considers followers
ideas and concerns , however, when a
decision is to be made, he may be more
autocratic than benevolent.
• This style of leadership makes dependent
and weak.
Benevolent-Autocrat
Style of Leadership
Liberal leader or Free-in Leader
• This style of leader uses his power very rarely, if
at all, giving subordinates a high degree of
independence in their operations.
• These leader depend largely on subordinates to
set their own goals and the means of achieving
them.
• They see their roles as one of aiding the
operations of followers by furnishing them with
the necessary information and acting primarily
as contact with the group’s external
environment.
Liberal Style of Leadership
Other types of Leadership
Laissez-Faire Leader
• First described by Lewin , Lippitt , and White in 1938, along with
the autocratic leadership and the democratic leadership styles.
• This type of leadership is sometimes described as a “hand off”
leadership style because the leader provides little or no direction
to the followers.

Characteristics of Laissez-Faire style include:

 Allows followers to have complete freedom to make decisions
concerning the completion of their work or ask questions of the
leader.
 The leader provides the followers with the materials they need to
accomplish their goals and answer the follower’s question.
Laissez-Faire Style of
Leadership
Manipulative-Inspirational
Leader
• This style of leadership is
usually hard to find.
• The leader or group of
leaders sets the rules and
interprets as they see fit.
Manipulative-Inspirational
Style of Leadership