Directing

 The managerial function that enables
managers to get things done through
people, individually and in groups.
 Concerned with the organizations
employees. It focus on leading and
motivating human resources.
 Builds upon staffing in that it takes the
human resources of an organization
and guides and coordinates them
toward achieving the organization’s
goals.

 To be effective at directing, managers
must be familiar with what type of
rewards are most effective in
motivating individuals, and they must
know what styles of leadership are
most likely to work best in any
situation.
 Managers should maintain a balance
between interpersonal or human
person issues and “real work” such as
marketing and production.

“ Complexity in human nature leads
managers to spend their time
smoothing over conflict, greasing the
wheels of human interactions and
unconsciously avoiding aggression. “
-Abraham Zaleznik-

Three levels of Management
 Top Management
 In libraries means the director and
the assistant and associate director,
is responsible for the overall
functioning of the entire
organizations.

 Middle Management
 In charge of specific sub units or
functions of the organization
 Their management functions are
concentrated on the successful
functioning of individual areas of the
library.

 Supervisors/First line Managers
 Direct the activities of individual
workers to accomplish the desired
organizational objectives.
 Important factor in determining the
job satisfaction and the morale of
the individuals supervised.

The Human Element of the
Organization
 Understanding what causes workers
to act the way they do. What needs
do workers have and how should
workers be treated to make them
most productive.

The Hawthorne Studies
 People need to be involved in a
meaningful way if they are to be
motivated. They need to feel they are
part of something bigger than
themselves and to understand how
their efforts contribute to the bigger
picture.

Hawthorne studies shows
that:
 Employees respond to managerial
efforts to improve the working
environment
 Employees respond to being allowed
to make decisions that affect their
work patterns and the job behavior.

that:
 The informal group can be a positive
force, helping management achieve
its goal.
 The informal group needs to develop
a sense of dignity and responsibility
and needs to be recognized as
constructive force in the organization.

that:
 The workers must feel needed and
welcomed by management.

McGregor’s Theory X and
Theory Y
 Theory X assumes:
 Average human beings have an inherent
dislike of work and will avoid it if they
can.
 Most people must be coerced,
controlled, directed and treated with
punishment to get them to put forth effort
toward the achievement of

Theory Y
 Theory X assumes:
 The average human being prefers to be
directed, wishes to avoid responsibility,
has relatively little ambition, and above
all, wants security.

Theory Y
 Theory Y assumes:
 The expenditure of physical and mental
effort in work is as natural as lay or rest.
 External control and the threat of
punishment are not only means for
bringing about effort toward
organizational objectives. Individual will
exercise self direction and self control n
the service they are committed.

Theory Y
 Commitment to objectives is a function
of the rewards associated with their
achievement. Positive rewards, such as
ego satisfaction and self-realization, are
the most significant and can be direct
products of effort directed toward

Theory Y
 The average human learns, understand
proper conditions, not only to accept but
to seek responsibility.
 The capacity to exercise a relatively high
degree of imagination, ingenuity, and
creativity in the solution of organizational
problems s widely, not narrowly
distributed in the population.

Theory Y
 Under the condition of modern industrial
life, the intellectual potential of the
average human being is only partly
utilized.

Argyri’s immaturity- Maturity
theory
 As people mature, their personalities
change in several ways:
1. People move from the passive state of infancy
to the increasingly active state of adulthood.
2. An individual moves from a state of total
dependency as an infant to a state of relative
independence as adult.

theory
3. Individuals mature from infants who have only
limited modes of behavior to adults who are
capable of behaving in many ways.
4. Individuals have only shadowy, erratic interest
as infants, but as adults they are capable of
deeper and stronger interest

theory
5. Infants and children have only short time
perspective, but adults have a time perspective
that includes not only the present but the past
and the future.
6. Individuals as infants are subordinate to
everyone, but as they mature, they move to
equal or superior positions in relation to others.

theory
7. Infants or young children, individuals lack an
awareness of self, but, as adults, they have an
awareness of self and are able to control this
self.

theory
 An analysis of the basic properties of
relatively mature human beings and formal
organization leads to the conclusion that
there is an inherent in congruency between
the self-actualization of the two. This basic
incongruency creates a situation of conflict,
frustration and failure for the participants.

theory
 Argyri’s encourages organizations to take
steps to alleviate this situation and give
employees a chance to grow and mature as
individuals on their jobs.
 He recommended that managers make
fundamental changes that would allow
employees to increase their individual
responsibility and encourage employee
participation in decision making.

Structuring the Human
Element n Organizations
 Four basic assumptions about people
that every managers should keep in
mind:
1. Individual differences:
Each person is unique and have individual
experiences, because of this, no single
standard across- the-board way of dealing with
employees can be adopted.

mind:
2. A whole person:
People function as a total being. Management
should be concerned with developing a better
person overall in terms of growth and
fulfillment.

mind:
3. Motivated behavior:
People are motivated not by what we think they ought
to have but what they want themselves.
4. Value of the Person:
Any job regardless of how simple, entitles the people
who do it to proper respect and recognition of their
unique aspirations and abilities.

“ Some managers always treat their
subordinates in a way that leads to
superior performance. But most
managers…unintentionally treat their
subordinates in a way that leads to
lower performance than they are
capable of achieving. The way
managers treats their subordinates is
subtly influenced by what

Motivating
 Willingness to expend energy to achieve a
goal or a reward.
 Process governing choices made by
individuals among alternate voluntary
activities.

Maslow’s Hierarchy of Needs
Physiological needs
Safety Needs
Social Needs
Esteem
Needs
Self-
actualization
Needs

 Physiological
 Food, water, shelter, sleep and other
bodily needs.
 Safety and Security
 Needs to be free of the fear of physical
danger and deprivation of the basic
physiological needs.
 Social or Affiliation
 Need to belong, to love and be loved,
and to participate in activities that create
a feeling of togetherness.

 Esteem
 Individuals wants to be held in esteem,
both by themselves and by others. The
satisfaction of these needs procedures
feelings of power, self-confidence, and
prestige.
 Self- actualization
 Maximizing one’s potential. To be
everything one is capable of becoming.

“ The [human] is a perpetually wanting
animal. Ordinarily the satisfaction of
these wants is not altogether mutually
exclusive, but only tends to be the
average member of our society is
most often partially satisfied and
partially unsatisfied in all his [or her]
wants. “
-Abraham H. Maslow-
“A Theory of Human Motivation”

HERZBERG’S TWO-FACTOR
THEORY OF MOTIVATION
 Focused specifically upon the motivation of
employees in a work environment.
Work itself, achievement,
Responsibility
Advancement, recognition, Status
Interpersonal relation, Supervision
Company policy and
Administration, Job security,
Working conditions
Salary
Motivational
Maintenance

“ If libraries want to recruit people who value
stimulating and challenging jobs they need
to emphasize the rewards of working in the
library. Fortunately, many self-motivated,
committed workers place a high value on
psychological reward and are not primarily
motivated by money. This is not an excuse
to underplay library staff if it simply means
that even a library that can’t pay top dollar
should be able to attract workers who seek
responsibility and growth.
-Kathlin L. Ray-
“Toppling Hire-Archie's”

Vroom’s Expectancy Theory
 Emphasizes how motivation takes place
given an individual’s need and objectives.
 The theory focuses on individual decision
making, on the process that an individual
goes through in deciding whether or not to
exert the effect to attempt to achieve a
particular goal.

FORCE = VALENCE x EXPECTANCY x
INSTRUMENTALITY (MOTIVATION)
 Force : the motivational drive to achieve a
goal
 Valence : extent to which an individual
desires a certain outcome or goal.
 Expectancy : perceived probability that a
particular outcome will lead to a desired
result, a result which is called the first-level
outcome.

 Instrumentality : the degree to which an
individual believes that a first-level
outcome is related to a second- level
outcome, which is defined as some human
need, such as companionship, esteem, or
accomplishment.

Behavior Modification
 based on observed behavior, not on
individual attitudes, desires, and emotions.
 Individuals act as they do because of
reinforcements received in the past for
similar behavior.
• Reinforcement
- Consequence that follows a response and
makes a similar response more likely in the
future.

 Positive reinforcement
- Most effective long-range strategy for
motivating individual behavior.
- a reward given after a behavior that the
motivator wishes to see continued.
- Strengthen the act that it follows and makes
that behavior more likely to occur again.

How should managers
motivate?
 Seven Imperatives:
1. Ensure that worker’s motives and values are
appropriate for the jobs on which they are
placed.
2. Makes jobs attractive to and consistent with
worker’s motives and values
3. Define work goals that are clear, challenging,
attractive and attainable
4. Provide workers with the personal and material
resources that facilitate their effectiveness

5. Create supportive social environments
6. reinforce performance
7. Harmonize all of these elements into a
consistent socio technical system.
• there is no simple formula that can tell
managers how to motivate employees
•A sound motivational system is based on
principles derived from motivation research, on
the policies of the organization, and on the
manager’s philosophy of human needs.

LEADERSHIP
 Light the way to the future and to inspire
people to achieve excellence.
 James McGregor burns
“ Leadership is one of the most observed and
least understood phenomena on earth “
 Influence, vision, mission and goals are
usually present in the definition of leadership.

“ Leadership has to take place everyday. It
cannot be the responsibility of the few,
a rare event, or a once-in-a lifetime
opportunity. “
 Major Role of a Leader
1. A leader must exercise power wisely
and efficiently.

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