Directing involves guiding and instructing employees to complete work tasks. It is a continuous managerial process that occurs at all levels of an organization. Effective directing helps initiate action, integrate employee efforts, guide employees to reach their potential, and facilitate organizational changes. Key elements of directing include supervision, motivation, leadership, and communication. Supervision involves overseeing employee work, motivation inspires employees to achieve goals, leadership influences employees, and communication involves sharing information between managers and staff. Directing works best when managers follow principles like ensuring each employee contributes fully and objectives are harmonized.

2. What do you understand from this?

3. MEANING
 --Directing means giving instructions
and guiding people in doing the work
 -Directing is a managerial process which
takes place throughout the life of an
organisation
 --Telling people what to do and seeing
what they do is best.

4. FEATURES/CHARACTERISTICS/NATURE
 Directing initiates action: - It helps to take action in
various functions of management. i.e PODSCORB
 Directing takes place at every level of management: -
It is pervasive and applies in all levels i.e top, middle
& low level. For ex- the superior guides his sub-
ordinate to perform a work.
 Directing is a continuous process-Directing is a
continuous activity. It takes place throughout the life of
the organisation
 Directing flows from top to bottom:- It means that
every manager can direct his immediate subordinate
and take instructions from his immediate boss.

5. IMPORTANCE OF DIRECTING
 Directing helps to initiate action- It helps to take
action in various functions of management. i.e
PODSCORB
 Directing integrates employees efforts- it brings
together goals of individuals to contribute to
organisational goals.
 Directing guides employees to fully realise their
potential- A good leader can always identify the
potential of his employees and motivate them
 Directing facilitates introduction of needed changes in
the organisation- the manager should support &
motivate the employees to adjust to any new changes
in the company.
 Effective directing helps to bring stability and balance-
brings a sense of commitment & trust towards the
manager.

6. PRINCIPLES OF DIRECTING
1.Maximum Individual Contribution- motivate the employees
to contribute their maximum potential for achieving
organizational goals.
2. Harmony of Objectives- Sometimes there is a conflict/fight
between the organizational objectives and individual
objectives. Directing should ensure that there is peace
,harmony and coordination between the objectives of both the
parties. (company & employee)
3. Unity of Command - This principle states that a subordinate
should receive instructions from only one superior at a time
(confusion, conflict arises)
4. Appropriate Direction Technique- Use of suitable techniques
to supervise, lead, communicate and motivate the employees
based on their needs, capacity & attitude.

7. Principles of Directing- Contd..
5. Managerial Communication -instructions are clearly
conveyed to the employees in the same manner &
obtain feedback.
6. Use of Informal Organization-The manager should
identify informal groups and use them to communicate
information. There should be a free flow of information
among the seniors and the subordinates
7. Leadership-Managers should possess a good
leadership quality to influence the subordinates and
make them work according to employees wish.
8. Follow Through- Mangers should monitor the work &
ensure employees are following the policies,
procedures, and instructions.

8. ELEMENTS OF DIRECTION
SUPERVISION MOTIVATION
LEADERSHIP COMMUNICATION

9. SUPERVISION

10. I. SUPERVISION
Process of checking, over-seeing, the work that is assigned
by the manager to the sub-ordinate.
IMPORTANCE-
 Supervisor maintains day-to-day contact and maintains friendly relations
with workers. A good supervisor acts as a guide, friend and philosopher to the
workers.
 Supervisor acts as a link between workers and management. Manager act
as bridge between top level & low level hence it helps to avoid
misunderstandings and conflicts between management and
workers/employees.
 Supervisor plays a key role in maintaining group unity among workers &
ensures peace & harmony.
 Supervisor ensures the work assigned should be met as per the targets &
takes responsibility for task achievement and motivates his workers.
 Supervisor provides good on the- job training to the workers and employees.
A skilled and knowledgeable supervisor can build efficient team of workers.
 Supervisory leadership plays a key role in influencing the workers in the
organization. A supervisor with good leadership qualities can build up high
morale among workers.
 A good supervisor analyses the work performed and gives feedback to the
workers. He suggests ways and means of developing work skills.

12. II.MOTIVATION
 Making the sub-ordinates & influencing them
in a manner to achieve the goals.
 TERMS-
 Motive –motive is an inner state that energises,
activates or moves and directs behaviour towards
goals.
Motivation-Motivation is the process of
influencing people to achieve the goals.
Motivators-Motivator is the technique/tool used
to motivate people in an organisation.
Managers use diverse motivators like pay, bonus,
promotion, recognition, praise, responsibility etc.,

13. FEATURES OF
MOTIVATION Motivation is an internal feeling. The urge, drives, desires,
aspirations, striving or needs of human being, which are
internal, influence human behaviour.
 Motivation produces goal directed behaviour. (The motivator
may help the employee to achieve his goal)
 Motivation can be either positive or negative. Positive
motivation provides positive rewards like increase in pay,
promotion, recognition etc., Negative motivation uses negative
means like Punishment
 Motivation is a complex process as the individuals are
heterogeneous (different for each one) in their expectations.

14. IMPORTANCE OF
MOTIVATION
 Increases the performance of employees-
satisfaction, and energy.
 Removing negative attitude with positive
attitude & behavior.
 Reducing employee turnover (employee not
quitting the job)
 Reduces absenteeism.
 Helps managers to introduce any new changes
easily.

15. MOTIVATION PROCESS
 Motivation process is based on human needs. A
simple model to explain motivation process is
presented below.

16. MASLOW’S NEED HIERARCHY THEORY OF MOTIVATION
Abraham Maslow, a well-known Psychologist in a classic paper published in 1943, outlined
the elements of an overall theory of motivation. His theory was based on human needs. He
felt that within every human being, there exists a hierarchy of five needs.

17. TOOLS OF MOTIVATION---
FINANCIAL AND NON-FINANCIAL INCENTIVES
FINANCIAL NON-FINANCIAL
Influencing the employees to achieve the goal
by giving them monetary (money related)
motivation
Influencing the employees to achieve the goal
by giving them other benefits which does not
include money.
•PAY & ALLOWANCE- A good salary &
incentive.
•PIECE WAGE SYSTEM- Higher the
production- more the wages
•BONUS-Additional money other than
salary.
•PROFIT SHARING-A part of firms profit
given to employee
•STOCKS-giving a share of ownership to
employees.
•RETIREMENT BENEFITS-Pension &
Gratuity & PF.
•PERQUISITES- Car, Medical & housing
facility
•STATUS – Promotion & responsibility.
•GOOD WORKING ENVIRONMENT &
ORGANIZATION CLIMATE.
•CAREER GROWTH – opportunity to improve
skills.
•JOB ENRICHMENT-Independence,
knowledge & responsibility.
•EMPLOYEE RECOGNITION PROGRAMME
Awards & Gifts.
•JOB SECURITY- stable job & income.
•EMPLOYEE PARTICIPATION &
EMPOWERMENT- allowing employees to
take part in decision making.

18. LEADERSHIP
As per Harold Koontz and Heinz Weihrich
“Leadership is the art or process of
influencing people so that they will strive
willingly and enthusiastically towards the
achievement of group goals”

19. FEATURES & IMPORTANCE
OF LEADERSHIP
FEATURES IMPORTANCE
•Ability of manager to
influence others
•To bring changes in
behaviors
•Improves interpersonal
relationship
•To achieve goals
•It is a continuous
process
•Influences positive
behavior
•Helps to maintain
needs of individual.
•Helps to bring new
changes.
•Helps to solve conflicts

20. QUALITIES OF A GOOD LEADER
(8M)(i) Physical features: -like height, weight, health, appearance determine the
physical personality of an individual. It is believed that good physical features
attract people.
(ii) Knowledge: A good leader should have required knowledge and competence.
Only such person can instruct subordinates correctly and influence them.
(iii) Integrity: A leader should posses high level of integrity and honesty. He
should be a role model to others regarding the ethics and values.
(iv) Initiative: A leader should have courage and volunteer to achieve tasks
(v) Communication skills:-He should have the capacity to clearly explain his ideas
and make the people to understand his ideas.
(vi) Motivation skills: A leader should be an effective motivator. He should
understand the needs of people and motivate them through satisfying their
needs.
(vii) Self Confidence: -high level of self confidence. He should not loose his
confidence
(viii)Decisiveness: Once he is convinced about a fact, he should be firm and
should not change opinions frequently.
(ix) Social skills: -sociable and friendly with his colleagues and followers. He
should understand people and maintain good human relations with them.

21. LEADERSHIP STYLE
Different type of leaders
 Autocratic (Authoritarian) -gives
instruction & expects to follow orders.
Does not give authority to others
 Democratic (Participative)- accepts
suggestions & opinion of employees.
 Laissez faire (Free run leader) – allows
his employees to work as per their wish.
 Bureaucratic- this leader goes by the
book follows rules & policies.

22. COMMUNICATION
 Communication refers to process of exchange
of ideas between or among persons and
create understanding.
 Communication is transfer of information from
the sender to the receiver with the information
being understood by the receiver.===Harold
Koontz and Heniz Weihrich

23. COMMUNICATION PROCESS
i) Sender: Sender means person who conveys his thoughts or ideas to the
receiver.
(ii) Message: It is the content of ideas, feelings, suggestions, order etc.
,intended to be communicated.
(iii) Encoding: It is the process of converting the message into
communication symbols such as words, pictures, gestures etc.,
(iv) Media: It is the path through which encoded message is sent to
receiver. Ex –written, face to face, phone call, internet etc.,
(v) Decoding: It is the process of converting encoded symbols of the
sender.
(vi) Receiver: The person who receives communication of the sender.
(vii) Feedback: It includes all those actions of receiver indicating that he
has received and understood message of sender.
(viii) Noise: Noise means some obstruction or hindrance to
communication. This hindrance may be caused to sender, message or
receiver.

24. IMPORTANCE OF
COMMUNICATION
 Helps in co-ordination between all
departments.
 Helps in smooth working of the organization
through interactions.
 Helps in providing information for decision
making.
 Promotes managerial efficiency and quick
Effective performance
 Helps to build Good leadership & interact
with team members.
 Boost morale & motivation of sub-ordinates
& influence them to accomplish tasks.

25. TYPES OF COMMUNICATION- FORMAL & INFORMAL
 Formal communications refers to all official communications that flow
through official channels in the form of orders, memos, appeals, notes,
circulars, agenda, minutes etc.
 Pattern/Network of Formal communication- Single chain, Wheel, Free
flow.
 Informal are usually in the form of rumours, whispers etc. They are
unofficial, spontaneous, unrecorded, spread very fast and usually
distorted. Grapevine is an informal channel of communication.

26. BARRIERS TO
COMMUNICATION
 Barriers are problems or difficulties in
communication.
 It can be classified as
SEMANTIC
BARRIERS
PSYCHOLOGICAL
BARRIERS
ORGANIZATIONAL
BARRIERS
PERSONAL
BARRIERS

27. I.SEMANTIC BARRIERS
Semantic Barriers refers to problems & obstruction in the process of encoding & decoding of message
into words-
 Badly expressed message--badly expressed messages such as poor vocabulary &
usage of wrong words.
 Symbols with different meanings: A word may have several meanings. Receiver
has to perceive one such meaning for the word used by communicator. For
example the word well has different meanings.
 Faulty translations: Sometimes the communications originally drafted in one
language (e.g., English) need to be translated to the language understandable to
workers (e.g., Hindi). Problems may occur during translation.
 Unclarified assumptions: A manager may communicate some information to the
sub-ordinates, however the employees, may not understand it in the same
manner and may assume certain things.
 Technical jargon: It is usually found that specialists use technical jargon(specific
business terms) while communicating, Therefore the employees may not
understand these jargons.
 Body language and gesture decoding: Every movement of body communicates
some meaning. If there is no match between what is said and what is expressed in
body movements, communications may be wrongly understood.

28. II.PSYCHOLOGICAL BARRIERS
Is the state of mind of sender &
receiver-
 Premature evaluation- receiver
assumes his own meaning before
sender completes the message.
 Lack of attention- poor listening.
 Loss by transmission (different levels
 Lack of Trust between parties.

29. III. ORGANIZATIONAL BARRIERS
 The factors related to organisation structure, authority relationships, rules and
regulations may, sometimes, act as barriers to effective communication.
ORGANIZATIONAL BARRIERS
 Organisational policy: if the organization has a centralised system the
communication will be limited hence the organisational policy should
be supportive to ensure free flow of communication,
 Rules and regulations: Strict rules and procedures may be a problem
to communication. Following Formal communication may be time
consuming & cause delay in results.
 Status: Status of superior may create psychological distance between
him and his subordinates. A status conscious manager who is conscious
of his status may not allow his employees to express their feelings
openly.
 Complexity in organisation structure: In an organisation where there
is different number of managerial levels, communication gets delayed.
 Organisational facilities: If facilities for smooth, clear and timely
communications are not provided communications may be held back.
Facilities like frequent meetings, suggestion box, complaint box

30. IV. PERSONAL BARRIERS
Fear of challenge
Poor Confidence
Not willing to communicate
Lack of Incentives

31. How to overcome barriers in
communication?
 Clarify the ideas before communication:- the problem
to be communicated to subordinates should be clear
 Communicate according to the needs of receiver: The
level of understanding of receiver should be clear to the
communicator.
 Consult others before communicating:-check with
others.
 Be aware of languages, tone and content of message:
 Convey things of help and value to listeners: -It is
important to know the interests and needs of the receiver.
 Ensure proper feedback:
 Communicate for present as well as future:
 Follow up communications

32. END OF CHAPTER