2. Introduction
Directing/Direction is a function of
management performed by top level
management in order to achieve
organizational goals. It is very important
and necessary function of management.
Management has to undertake various
activities like, guide people, inspired and
lead them as well as supervision of their
activity is required in order to achieve
desired results.
3. Meaning and Definition
Direction consists of the process and
techniques utilized in issuing instructions
and making certain that operations are
carried as originally planned.
“Directing involves determining the
course, giving order and instruction and
providing dynamic leadership” – Marshall
“Activating means and moving into action-
supplying simulative power to the group”-
G.R Terry
4. Directing involves…..
Telling people what is to be done and
explaining how to do it.
Issuing instructions and orders to
subordinates.
Inspiring them to contribute towards
the achievement of objectives,
Supervising their activities;
Providing leadership and motivation
7. Communication Is…
- Complex and multifaceted
phenomenon. It is the process by
which verbal and non-verbal symbols
are sent, received and given meaning.
“Communication” word has been
derived from Latin word “Communis”
which means common, thus
communication stands for sharing of
an idea in common.
8. “Communication is an exchange of
facts, ideas, opinions or emotions by
two or more persons” – Newman and
Summer
“It is a sum of all the things one
person does when he wants to create
understanding in the minds of another.
It is a bridge of meaning, it involve
systematic telling, listening, and
understanding” – Haimann
9. Most Common Way to
Communicate
Speaking Writing
Body Visual
language images
10. ELEMENTS OF
COMMUNICATION
People - minimum is 2; one will act as
the sender and the other the receiver
Message – the content or the
substance of what is being
communicated, could be an idea,
feeling, instruction, fact or opinion
Channel – the medium and the manner
by which the message is conveyed ;
could be verbal or non-verbal
11. Feedback – the reaction of the receiver
to the message as conveyed through a
particular channel; measures the
effectiveness of the communication
Noise – anything that distorts the
message conveyed
14. Downward Communication
Travels from superior to
subordinates. Katz and Kahn have
identified five general purposes of
superior-subordinate communication.
To give specific task directives about
job instruction
To give information about organization
procedures and practices
15. To provide information about the
rationale of the job
To tell subordinates about their
performance
To provide ideological-type information
to facilitate the indoctrination of goals
16. Upward Communication
Travels from subordinate to
superior. The most common purpose of
this communication is to provide
feedback on how well things are going.
It provides also the middle level
managers the opportunity to represent
their subordinates to the upper level
managers.
17. Examples:
a. Open-Door Policy
a communication policy in which a
manager, CEO, president or supervisor
leaves their office door "open" in order
to encourage openness and
transparency with the employees of that
company.
c. Complaint program
18. Lateral Communication
Takes place between people in the
same level of the management
hierarchy. The most common reason for
this communication flow is to provide
coordination and teamwork
19. Diagonal Communication
Occurs between people who are
neither in the same department nor in
the same level of management
hierarchy. In this case, someone
communicate either downward or
upward with someone in another
functional area. In utilizing this flow of
communication, protocol must be
observed so as not to bypass the
authority of the person concerned
21. Electronics
These are highly effective means of
quickly reaching those with whom
you are communicating
Interaction and participation are
possible and often simple – for all
involved parties
22. Their ease of use means that they pose
a possible risk of communications
overload
The seemingly endless possible
combinations of words, images and
colour are very powerful
23. Meetings
If used properly; meetings can build
relationships and mutual trust
Meetings enable instant feedback
Meetings facilitate mutual understanding
Reponses can often be gauged through eye
contact
Preparation, planning and openness are
required
24. Journalism
In-house publications enable a wide
range of messages and editorial
techniques
It is possible to facilitate some
interaction through reader’ letters and
contributions.
The content of most organizations’
journals tends to be bland, resulting in
25. Internal Marketing
This is a powerful method of “selling”
change to the organization’s own staff
Detailed written documents and
colourful posters help to explain and
simplify complex messages
These techniques are able to elicit very
strong, immediate motivational
responses
26. Noticeboards
Can be either official information givers,
or for general use by employees
Provide a central location in which to
make information accessible to all
employees.
There is no real possibility of interactive
response, and employees may feel
uninvolved.
27. Telephone
The telephone is not suitable for lengthy
or complicated discussions
The lack of physical presence may
lessen the speakers’ understanding of
each other
29. Too much information – people suffers
from what we call sensory overload
The message is poorly organized –
communicating also involves planning
30. Inaudible voice – when talking in front
of a crowd be sure that you have loud
and clear voice so that everybody will
be able to hear what you are saying
Mannerisms – distract attention
31. Lack of understanding
Inconsistent verbal and non-verbal
communication
Noise – any factors that disturbs,
confuses or interferes with
communication
32. Differing perceptions – people who
have different backgrounds of
knowledge and experience often
perceive the same phenomenon from
different perspective
Language differences – the words
used must mean the same thing to
sender and receiver
Too many links in the communication
process
34. Use feedback to facilitate
understanding and increase the
potential for appropriate action
Repeat message in order to provide
assurance that they are properly
received
35. Use multiple channels so that the
accuracy of the information may be
enhanced
Use simplified language that are easily
understandable and which eliminates
the possibility of people getting mixed-
up with meanings
37. Humanize – understand, appreciate
and elevate the importance of humans
above other concerns
Harmonize – establish a climate of
cooperation, trust, helpfulness, confide
nce, belongingness and openness
Habitualize – put into a habit such
positive practices
38. Institutionalize – put into practice good
communication habits at the individual level
until these practices are introduced to the
company or organization as standard
operating procedure
Acclimatize – adjust, be flexible and extra
tolerant
Modernize – learn the modern ways of
communicating
Symbolize – if words will not do, use symbols
39. Empathize – to understand intimately
the other people’s feelings
,thoughts, motives and aspirations
Dualize – make your communication
dual
Minimize – Keep It short!!!!
41. The Grapevine is an informal
channel of business communication. It
is called so because it stretches
throughout the organization in all
directions irrespective of the authority
levels.
43. Gossip chain – happens when one
person passes informal
communication to all others in the
informal organization
Single strand – each person receives
information from one individual and
passes it to another
44. Probability chain – people randomly
pass information to the other members
of the organization
Cluster chain – people pass information
to other members of the informal
organization selectively
46. People tend to engage in grapevine
when:
When people lack information
When there is insecurity in a
situation
When people have personal
interest in the situation
48. Leadership Is…
- Art of getting someone else to do
something that you want done because he
wants to do it (Dwight D. Eisenhower)
- Process of directing the behaviour of
others toward the accomplishments of
objectives.
- Is one of the important parts of direction.
49. “Leadership is the ability to secure
desirable action from a group of
followers voluntarily, without the use of
coercion”- Alford and Beatly
“Leadership refers to the quality of the
behaviour of the individual whereby
they guide people on their activities in
organized efforts”- Chester Barnard
50. LEADING IN TIMES OF CRISIS
Stay calm
Be visible
Put people before business
Tell the truth
Know when to get back to business
51. LEADERSHIP STYLES
Autocratic Leadership
Under the autocratic leadership style, all
decision-making powers are centralized in the
leader, as with dictators.
Leaders do not entertain any suggestions or
initiatives from subordinates. The autocratic
management has been successful as it provides
strong motivation to the manager. It permits quick
decision-making, as only one person decides for the
whole group and keeps each decision to him/herself
until he/she feels it needs to be shared with the rest
of the group.
52. Participative Leadership
consists of the leader sharing the
decision-making abilities with group
members by promoting the interests of the
group members and by practicing social
equality.
Consultative Leaders
Consensus Leaders
Democratic Leaders
53. Free- rein Leadership /Laissez-faire
A person may be in a leadership
position without providing
leadership, leaving the group to fend for
itself. Subordinates are given a free
hand in deciding their own policies and
methods.
54. Narcissistic leadership
The narcissism may be healthy or
destructive although there is a
continuum between the two. To critics,
"narcissistic leadership (preferably
destructive) is driven by unyielding
arrogance, self-absorption, and a
personal egotistic need for power and
admiration.
55. Toxic leadership
A toxic leader is someone who has
responsibility over a group of people or
an organization, and who abuses the
leader-follower relationship by leaving
the group or organization in a worse-off
condition than when he/she first found
them.
57. Initiates action- Leader is a person
who starts the work by communicating
the policies and plans to the
subordinates from where the work
actually starts.
Motivation- He motivates the
employees with economic and non-
economic rewards and thereby gets
the work from the subordinates.
58. Providing guidance- A leader has to not
only supervise but also play a guiding role for
the subordinates. Guidance here means
instructing the subordinates the way they
have to perform their work effectively and
efficiently.
Creating confidence- Confidence is an
important factor which can be achieved
through expressing the work efforts to the
subordinates, explaining them clearly their
role and giving them guidelines to achieve
the goals effectively. It is also important to
hear the employees with regards to their
complaints and problems.
59. Building morale- Morale denotes willing co-
operation of the employees towards their
work and getting them into confidence and
winning their trust. A leader can be a morale
booster by achieving full co-operation so that
they perform with best of their abilities as
they work to achieve goals.
Builds work environment- Management is
getting things done from people. An efficient
work environment helps in sound and stable
growth. Therefore, human relations should be
kept into mind by a leader. He should have
personal contacts with employees and should
listen to their problems and solve them. He
should treat employees on humanitarian
terms.
60. Co-ordination- Co-ordination can be
achieved through reconciling personal
interests with organizational goals.
This synchronization can be achieved
through proper and effective co-
ordination which should be primary
motive of a leader.
62. a. Fielder’s Contingency Theory
- it hypothesizes that, in any given
leadership situation success is determined
primarily by;
1. The degree to which the task being performed
by the followers is structured
2. The degree of position power possess by the
leader
3. The type of relationship that exists between the
leader and the followers.
b. Theory X and Y Assumptions
c. Theory Z
63. MANAGEMENT STYLES
1. Management by crisis
The process by which an organization deals
with a major event that threatens to harm the
organization, its stakeholders, or the general
public.
2. Management by exception
Is a "policy by which management devotes its
time to investigating only those situations in
which actual results differ significantly from
planned results.
64. 3. Management by objectives
A process of defining objectives within an
organization so that management and
employees agree to the objectives and
understand what they need to do in the
organization
4. Management by coaching and
development
Best described as the process from which
managers learn and improve their skills not
only to benefit themselves but also their
employing organizations.
65. 5. Management by competitive edge
defined as the strategic advantage one business entity
has over its rival entities within its competitive industry.
Achieving competitive advantage strengthens and
positions a business better within the business
environment.
6. Management by consensus
Consensus management means that when a decision is
reached by the group, there is total commitment to it by all
members. It does not necessarily mean the decision was
reached easily or that there were not widely differing
views shared and debated during the group's discussion.
But once consensus is formally achieved, division of
opinion, so far as that decision is concerned, should
cease.
66. 7. Management by styles
8. Management by walking around
9. Words simplifications
67. FILIPINOS AS MANAGERS
a. Managers who are content-oriented;
interested on what to do and why; most
planners and thinkers
1.Manager by Libro
2.Manager by Oydo
68. b. Managers who are process oriented;
interested in how to do the job; most
implementers and doers
1.Manager by Kayod
2.Manager by Lusot
c. Combination of content and process
1.Management by Ognayan
70. - set of forces that energize worker to do their job
and to sustain their behaviour.
Introduction & Definition to motivate means to
provide motive, to impel people to action, and to
create incentives to work.
“Motivation is the work a manager performs to
inspired, encourage, and impel people to take
required action” – Lewis Allen
“The act of stimulating someone or oneself to get a
desired course of action”- Michael J
71. Nature and Characteristics
Motivation
Is an internal feeling
Motivation is related to needs
Motivation lead to goal oriented
behaviour
Motivation can be positive or negative
72. Importance of Motivation
1.Puts human resources into action
Every concern requires physical,
financial and human resources to
accomplish the goals. It is through
motivation that the human resources can
be utilized by making full use of it. This can
be done by building willingness in
employees to work. This will help the
enterprise in securing best possible
utilization of resources.
73. 2. Improves level of efficiency of employees
The level of a subordinate or an employee
does not only depend upon his qualifications
and abilities. For getting best of his work
performance, the gap between ability and
willingness has to be filled which helps in
improving the level of performance of
subordinates. This will result into-
a. Increase in productivity,
b. Reducing cost of operations, and
c. Improving overall efficiency.
74. 3. Leads to achievement of organizational goals
The goals of an enterprise can be achieved
only when the following factors take place :-
4. Builds friendly relationship
Motivation is an important factor which brings
employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for
the benefit of the employees. This could initiate the
following things:
a. Monetary and non-monetary incentives,
b. Promotion opportunities for employees,
c. Disincentives for inefficient employees.
76. 1. Maslow’s Hierarchy of
Needs
a. Physiological
b. Safety and security
c. Social
d. Esteem
e. Self-actualization
77. 2. Herzberg’s Two-Factor
Theory
a. Establishing basic needs at work
1. Salary and benefits
2. Working conditions
3. Company Policy
4. Status
5. Job security
6. Supervision and autonomy
7. Office Life
79. 3. Need Achievement Theory
4. Acquired needs Theory
a. Need for achievement
b. Need for power
c. Need for Affiliation
80. 5. Goal setting Theory
a. Specific goals lead to higher
performance than do generalize do
goals
b. Performance generally increases in
direct proportion to go difficulty
c. For goals to improve performance,
the employee must accept them
81. d. Goals are more effective when they
are use to evaluate performance
e. Goals should be linked to feedback
and reward
f. Goals setting is as important as
individual goal setting
82. 6. Expectancy Theory of
Motivation
1. The individual believes effort (E)
will lead to favourable performance (P)
2. The individual believes
performance will lead to favourable
outcome (O)
3. Outcome or reward satisfies an
important need
4. Needs dissatisfaction is intense
enough to make efforts seem worthwhile
83. 7. Theory I
TYPES OF MOTIVATION
1. Fear motivation
2. Incentive motivation
3. Change or growth motivation
85. Supervision implies expert overseeing of
subor-dinates -at work in order to guide and
regulate their efforts. Every manager has to
supervise the work of his subordinates to see
that they do their work as desired. But
supervision is particularly important at the
operat-ing level of management or at the low-
level management.
The supervisor is in direct personal
contact with the workers and he acts as the link
between workers and manage-ment. He
communicates the policies, plans and orders of
management to the workers. He also brings
workers' grievances, suggestions and appeals
to the notice of management. Effective
supervision is essential for the accomplishment
of desired goals.
86. The direction of people at work is the
most difficult of all production related
tasks. Supervision means constantly
functioning in a state of flux and ambiguity
and few people feel satisfaction from being
a supervisor. The reason this is worth
mentioning is because many new
supervisors feel that something is "wrong"
when they are constantly faced with
problems relating to their workforce. This
state of flux and ambiguity is normal to
supervision and success is measured in
percentages rather than absolutes.
87. All work requires the coordination of effort. We
accomplish this by giving workers assigned tasks and
assigned time in which they are to accomplish these
tasks. But just giving instructions is not enough. You must
give clear, specific instructions on what is to be done,
monitor the worker in the course of their efforts and hold
them accountable for specific results. These three
elements; specific instructions on what is to be done,
monitoring them periodically to make sure it is being done,
and making the employee accountable for the results are
the core of the supervisory process. It is the responsibility
of the supervisor to do this. Workers who do not receive
good instruction and direction; who are allowed to do work
incorrectly without correction and who do not have a
review of their performance have not had proper
supervision and hence have not been allowed to perform
properly.
The purpose of supervision is to ensure that
subordinates perform their tasks according to prescribed
procedures and as efficiently as possible.
88. In Supervising
1. Set realistic expectations. The expectations
that are often left unstated need to be openly
discussed.
2. Establish clear goals. Goal setting gives
purpose and direction to the work of the individual
subordinates as well as to the manager. It ensures
alignment to corporate strategy.
3. Communicate. Successful communication is a
learned process that must accommodate individual
needs. As the boss, you establish the norms.
Solicit feedback, encourage discussion (especially
alternate points of view), and be accessible.
89. 4. Support. A manager is not made by
title alone. Anyone new to a supervisory
position needs to develop certain
professional skills. Your mentoring will
be the key to success.
5. Be the Model Manager . Lead the
way! Have others do as you say and do.
91. What's Coordination?
Co-ordination is the unification, integration,
synchronization of the efforts of group
members so as to provide unity of action in
the pursuit of common goals. It is a hidden
force which binds all the other functions of
management.
According to Mooney and Reelay, “Co-
ordination is orderly arrangement of group
efforts to provide unity of action in the pursuit
of common goals”.
According to Charles Worth, “Coordination is
the integration of several parts into an orderly
hole to achieve the purpose of
understanding”.
92. Management seeks to achieve co-ordination
through its basic functions of
planning, organizing, staffing, directing and
controlling. That is why, co-ordination is not a
separate function of management because
achieving of harmony between individuals
efforts towards achievement of group goals is
a key to success of management. Co-
ordination is the essence of management and
is implicit and inherent in all functions of
management.
A manager can be compared to an orchestra
conductor since both of them have to create
rhythm and unity in the activities of group
members.
93. Co-ordination through
Directing
- The purpose of giving orders,
instructions & guidance to the
subordinates is served only when there
is a harmony between superiors &
subordinates.
