DIRECTIN

G
Every decision taken must be properly
implemented,otherwise it is of no use.
Direction is required for effective
implementation of a decision. Every
manager in an organization gives direction
to his subordinates as a supervisor and
every manager receives direction as
subordinate from his superior.
 MEANING
Direction is a managerial function performed by
all the managers at all levels of the organisation.
Direction is a continuous function of every
manager. Direction is a function of management
which is related with instructing, guiding and
inspiring human factor in the organisation to
achieve the objectives of the organisation.
The three important elements in direction are
communication, leadership and supervision
and motivation. Direction is an action initiating
function of management.
 DEFINITION

According to Koontz and O’Donnel :

“Directing is a complex function that includes all

those activities which are designed to encourage
subordinates to work effectively and efficiently in
both the short and long-run.”
 Function
 It guides ands
helps the subordinates to complete the
given task properly and as perschedule.
 It provides the necessary motivation to subordinates
to complete the work satisfactorily and strive to do
them best.
 It helps in maintaining discipline and rewarding those
who do well.
 Directing involves supervision, which is essential to
make sure that work is performed according to the
orders and instructions.
ELEMEN
TS
 COMMUNICATION

 SUPERVISION

 MOTIVATION

 LEADERSHIP
COMMUNICATIO
N
Communication is a basic
organisational function, which refers to
the process by which aperson (known as
sender) transmits information or messages
to another person (knownas receiver).
The purpose of communication in
organisations is to convey
orders,instructions, or information so as
to bring desired changes in the
performance and or theattitude of
employees.
 IMPORTAN
•CE
Communication helps employees to understand
their role clearly and perform effectively.
•It helps in achieving co-ordination and mutual
understanding which in turn, leads to industrial
harmony and increased productivity.
• Communication improves managerial efficiency and
ensures cooperation of the staff.
•Effective communication helps in moulding attitudes
and building up employees’ morale.
• Communication is the means through which
delegation
and decentralisation of authority
is successfully accomplished in an organisation.
 SUPERVISIO
N
After the employees have been instructed
regarding what they have to do and how
to do, it is the duty of the manager to
see that
they perform the work as per instructions. This is
known as supervision. Managers play the role of
supervisors and ensure that the work is done as per
the instructions and the plans. Supervisors clarify all
instructions and guide employees to work as a team in
co-operation with others. Supervisors solve most of the
routine job-related problems of subordinates.
 FUNCTION
Sinstructions issued to subordinates
•clarifies orders and
and ensures that they have understand and follow these
fully;
•ensures that subordinates have the required facilities to
perform their jobs;
•keeps a watch and guides the activities of subordinates
in performing their jobs;
•broadens the horizon of his subordinates by making them
aware of the wider aspects of their day-to-day work;
• coordinates the work of different subordinates under him;
• detects errors and omissions and ensures their rectification.
 IMPORTAN
CE
Supervisors are the key people among managers at
different levels. They are the link between the top and
middle management and the workers. Take, for example,
the foreman of the factory or the office superintendent in
the office. Both of them are members of the
management team, and are in direct contact with
operatives in the workshop and clerical staff in the
office. They are the mouthpiece of management for
communicating its ideas, plans and policies to the
workers and employees.
MOTIVATION
 Motivation is one of the important elements of
directing. Issuance of proper instructions or orders does
not necessarily ensure that they will be properly
carried out. It requires manager to inspire or induce
the employees to act and get the expected result.
This is called motivation. It is a force that inspire a
person at work to intensify his willingness to use the
best of his capability for achievement of specify
objectives. It may be in the form of incentives like
financial (such as bonus, commission etc.) or, non-
financial (such as appreciation, growth etc. or it could
be positive or negative. Basically, motivation directed
towards goals and prompt people to act.
:
•with proper motivation there can be maximum utilisation of
the factors of production like men, money, material etc.;
•if employees are motivated it will reduce employee
turnover and absenteeism;
•motivation fosters a sense of belongingness among the
employees towards the organisation and also improves
their morale;
•motivation helps in reducing the number of complaints
and grievances. The wastage and accident rate also come
down;
• with proper motivational techniques management can
attract
competent and best qualityemployees.
LEADERSH
IP motivation is the process through which
While
employees are made to contribute voluntarily
to work, leadership is the ability to persuade
and motivate others to work in a desired way
for achieving the goal. Thus, a person who is
able to influence others and make them
follow his instructions is called a leader. For
example, in an organisation the management
decides to install some new machines to
which the workers are resisting.
 IMPORTANCE
:
•leadership improves the performance of the
employees. Leaders can motivate the followers to
work and thereby increase their performance level.
•with continuous support and guidance, leaders are
able to build confidence among the followers, thereby
increasing speed and accuracy and decreasing
wastage.
•with friendly and cooperative efforts the leader is
able to build employees’ morale which in turn
contribute to higher productivity.
PRINCIPLES OF
DIRECTION
(A) Principles relating to the
purpose of direction

 Principle of maximum individual

contribution
 Principle of harmony of
objectives
 Principle of efficiency of direction
(B) Principles relating to direction process

 Principle of Unity of Command

 Principle of Appropriateness of Direction Technique
 Principle of Managerial Communication
 Principle of Comprehension
 Principle of use of informal organization
 Principle of leadership
 Principle of efficient control
 Principle of Follow Through
 STEPS IN
DIRECTION
 Setting and Defining the
Objectives
 Organising the Efforts
 Measuring the work
 Developing the people
 IMPORTANCE

 Initiates Action
 Integrates Employees Efforts
 Gets maximum out of individuals
 Facilitates Organisation Changes
 Provides Stability and Balance in the
organisation
 CO-ORDINATING
 Co-ordination is the process of linking or
connecting the various activities of an
organisation. Every department in an
organisation functions independently. But,
the activities of one department,
influences or affects the activities of another
department.
 For eg. The activities of the production
department influence or affects the
activities of marketing department and vice-
versa.
 Likewise, the activities of the purchase
department affects the activities of production
department, the activity of finance
department affects the activities of the
purchase department. Thus, it becomes clear
that the various departments in an
organisation are inter- related and
interdependent. Co-ordination is only concern
with the task of establishing a link between the
activities of the different departments.
 Every department has its own goals. But,
what is important is the contribution of
the various departments to the
goal of the organisation. Co-
ordination ensures that all the departments
contribute to the achievement of the goal
or the objective of the organisation.
 Co-ordination is concerned with the task of
unifying the activities of the departments
of an organisation, in order, to achieve the
common goal.
 DEFINITION
According to J. D. Mooney and A. C. Railey :

“Co-ordination is the orderly arrangement of group

efforts to provide unity of action in the pursuit of a
common purpose.”
 FEATURE
The need for S
co-ordination arises due to
inter- dependence
 I t aims at achieving the common goal
 I t is the duty of every manager
 Continuous Process
 Required in group Activity
 Deliberate Effort
 Co-ordination is different from co-operation
 IMPORTANCE

 Integration of Group Efforts

 Facilitates Mutual Dependence
 Motivates Subordinates
 Development of team spirit
 Better Relations
 Higher Efficiency
 Reduces Wastages
 TECHNIQUE
S
 Clearly defined goals/ Well – defined
objectives
 Clear Lines of Authority and Responsibility/
Effective Chain of Command
 Precise,
Comprehensive and Well-understood,
Programmes and Policies (Plans)
 Effective Communication Channels
 Effective Leadership and supervision
 Common Nomenclature
 CO-ORDINATION AS AN ESSENCE
OF MANAGEMENT

 Coordination through Planning

 Coordination through organizing
 Coordination through staffing
 Coordination through directing
 Coordination through controlling
 Coordination and
Communication
 Coordination and
Motivation
 PRINCIPLE
S
 Principle of Direct Contact
 Principle of Early Start
 Principle of Reciprocal Relationship
 Principle of Continuity
 Principle of Self-Coordination