Management

3. Directing is the heart of management function. All other functions of
management such as planning, organizing, and staffing have no importance
without directing. Leadership, motivation, supervision, communication are
various aspects of directing. Let us study the importance and principles of
directing.

4. According to Urwick , “Directing is the
guidance, the inspiration , the
leadership of those men and women
that constitute the real core of the
responsibilities of management.
According to Koontz and O'Donnell
“Direction is the interpersonal aspect of
managing by which subordinates are led
to understand and contribute effectively
to the attainment of enterprise
objective”.

6. MinimumIndividual Contribution:
This principle emphasize that directing techniques must help every individual
in the organisation to contribute to lies minimum potential for achievement of
organisation objectives. It should bring out confuted energies of employees for
the efficiency of organisation.
For example – A good motivation plan with suitable monetary and non-
monetary rewards can motivate an employee to contribute his minimum
efforts for the organisation as he or she may feel that their efforts will bring
them suitable rewards.

7. Harmonyof Objectives:
Very often, we find that individual objectives of employees and the
organisation objectives as understood are conflicting to each other. This
principle explains that there should be cordial relationship between all the
stake holders of the organisation. The different objectives should not be the
barrier of the organisation, but they should be complementary to each other.
For example – An employee may expect attractive salary and monetary benefits to fulfill his
personal needs. The organisation may expect employees to improve productivity to achieve
expected profits. But good directing should provide harmony by convincing that employee
rewards and work efficiency are complementary to each other.

8. Unity of Command:
This principle insists that a person in the organisation should receive
instructions from one superior only. If instructions are received from more
them one it creates confusions, conflict and disorder in the organisation.
Following this principle ensures effective direction.

9. Appropriatenessof DirectionTechnique:
According to this principle appropriate technique should be used while
directing the people based on subordinate needs, capabilities, attitudes and
other situational variables.
For example – for some people money can act as powerful motivator while for
other promotion may act as affective motivator.

10. Managerial Communication:
Effective managerial communication across all the levels in the organisation
makes direction effective. Directing should convey clear instruction to create
total understanding to subordinates, through proper feedback, the mangers
should ensure that subordinate understands his instructions clearly.
Use of Informal Organisation:
A manger should realize that informal groups or organisation exits within
every formal organisation. He should spot and make use of such organisations
for effective directing.

11. The first and foremost element of direction is to
issue orders and instructions which are considered
an essential step in the process of directing
subordinates. An order is a fundamental tool for
getting things done. Therefore, the orders and
instructions reflect managerial decisions and
initiate action on the part of subordinates. Orders
may be general or specific, formal or informal,
written or oral.

13. The order should be clear and easily understood.
The order should be complete in all respects. ...
It should be compatible with the objectives of
the organization.
There should be specific instructions as to the
time by which the order should be executed or
completed.

14. TECHNIQUES OF
DIRECTION

16. The supervisor or superior has consultation with
his subordinates before issuing a direction. The
consultation is made to find out the feasibility,
enforceability and nature of problem. It does not
mean that the superior is not capable of acting
independently.

17. Free-rein Leadership Style. Free-rein leadership, also called
Laissez-Faire, is a type of leadership style in which leaders
are hands-off and allow group members to make the
decisions. Mangers set objectives and employees
are free to do whatever is appropriate to accomplish those
objective

18. Autocratic leadership is a management style
wherein one person controls all the decisions and
takes very little inputs from other group
members. Autocratic leaders make choices or
decisions based on their own beliefs and do not
involve others for their suggestion or advice.

20. Direction integrates employees' efforts: The individual
efforts needs to be integrated so that the organisation
achieves its objectives. No organisational objective can be
achieved without the function of direction.
Direction initiates action: It is through direction that the
management makes individuals function in a particular
way to get organisational objectives.
Direction gets output from individuals: Every individual in
the organisation has some potentials and capabilities
which can be properly utilised through the function of
direction.
Direction facilitates changes: To manage change
management must motivate individuals to accept these
changes which can be accomplished through motivation.

22.  It is the function of the
superior manager and runs
from top to down in the
organization structure. A
subordinate has to receive
instructions for doing his job
from his superior.
 Direction implies issuing orders
and instruction. Besides issuing
orders and instruction a superior
also guides and counsels his
subordinates to do his job
properly.

23. The top management gives
broad direction to the middle
level managers who inturn give
specific direction to the lower
level management.
 The four important aspects of
directing are supervision,
motivation, leadership and
communication. All these
functions are interconnected
and mutually dependent.