The document discusses the concept of directing, which refers to the process through which managers communicate with and influence other organizational members to achieve objectives. Unlike other managerial functions, directing relies on interpersonal and relational skills to motivate employees. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's need achievement theory. Power and influence in organizations also impact directing, with different types of power including legitimate, expert, referent, reward, and punishment power.

1. Directing
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2. DIRECTING
 It is the process through which a manager communicates with
and influences other members of the organization in the pursuit
of company objective.
 Unlike other managerial functions, which involve analytical
skills, directing is concerned with INFLUENCING human beings
using manager’s INTERPERSONAL and RELATIONAL skills.
 It means influencing people’s behavior through MOTIVATION,
COMUNICATION, GROUP DYNAMICS, LEADERSHIP and
DISCIPLINE .

3.  It refers to the means employed to encourage all
personnel in the organization to accomplish whatever
assignments may be given them by management in
order to achieve the objectives in the manner they were
planned and organized.
 It is telling what each man should do and making him like
doing it.

4. Purpose of Directing
 To channel the behaviour of all personnel to accomplish the
organization’s mission and objectives while simultaneously
helping them accomplishing their own career objectives.

5. Importance of Directing
 Through directing, the management will be able encourage and
support people who carry out the plans and work within the
structures. This managerial effort to keep people focused on the
goals for an organization is the process of leading or directing.
Hence, this function of management is all about human skills.

6.  Human organizations function through continuous
intercommunication and interaction among its members. The
manager energizes the organization into action, much like
electricity activates an electric fan. Directing is very closely linked
with the leadership roles of managers. Since the managers do not
perform all the activities they are responsible for but instead achieve
results through other people, leadership ability is an important
managerial skill that is manifested largely in a manner a manager
interacts with his subordinates and directs their daily activities.

7. The Nature of People
 Executives or supervisors must consider the human wants of
employees. These wants are unending--- as soon as a need Is
satisfied, other take its place. But more or less, men work for fair
ages, security, protection from danger or deprivation,
association, status or prestige.

8.  Executives or supervisors must make his subordinates understand the reason
why they have to follow what management wants them to do and what
they would stand to gain or suffer to any violation. In return, the employees
must know the policies, procedures, rules or systems there are in the
organization for their guidance and compliance. Unless they see the reason
behind what is expected of them, unless they see what they stand to gain
from the efficient performance of their duties, and unless rewards or
recognitions are given to those who are deserving, no organization can use
to maximum efficiency its manpower resources.
 Since directing is a process of influencing people in organizations, we have to
be concerned with the question of what motivates people to that they may
be influenced to contribute towards the achievement of organizational
purposes.

9. Motivation
 Refers to the forces either within or external to a person that arouse
enthusiasm and persistence to pursue a certain course of action.
 “Whatever it is inside a person that makes him continue his activity as
a human being.” It is getting your subordinates to work willingly and
enthusiastically to achieve an objective.
 Employee motivation affects productivity, and part of a manager’s
job is to channel motivation toward the accomplishment of
organizational goals. The study of motivation helps managers
understand what prompts people to initiate action, what influences
their choice of action, and why they persist in that action over time.

10. Theories of Motivation
1. MASLOW’S HIERARCHY OF NEEDS
 The hierarchy of five (5) human needs are: physiological,
safety, social, esteem, and self-actualization. It is the most
widely-accepted model because the fundamental needs
are arranged according to priority, to wit:

11. a. Physiological Needs – refer to basic needs such as food, water
and shelter, sexual gratification and other physical needs.
b. Security Needs – refer to a person’s need for security and
protection from physical and emotional harm.
c. Social Needs – refer to a person’s need for affection,
belongingness, acceptance, and friendship.
d. Ego or Esteem Needs – refer to a person’s need for internal
factors such as self-respect, autonomy, and achievement;
and external factors such as status, recognition and attention.
e. Self-Actualization – refer to a person’s need to become what
he or she is capable of becoming.

12. 2. HERZBERG’S MOTIVATION-HYGIENE THEORY
The motivation theory states that intrinsic factors are related to
job satisfaction and motivation, whereas extrinsic factors are
association with job dissatisfaction.
MOTIVATORS
Achievement
Recognition
Advancement
Work Challenges
Possibility of Growth
Responsibility

13. SATISFIER/HYGIENE/MAINTENANCE
Supervision
Company Policy
Relationship with supervisors
Relationship with peers & subordinates
Salary
Job Security
Working conditions
Status
Personal Life

14. 3. MCCLELLAND’S NEED ACHIEVEMENT THEORY
This theory relates three acquired (not innate) needs: Achievement,
Power and Affiliation.
Achievement Need – is the drive to excel, to achieve in relation to a
set standards, and to strive to succeed
Power Need –is the need to make other behave in a way that they
would have behaved otherwise;
Affiliation Need – is the desire for friendly and close interpersonal
relationships.
However, David McClelland’s study was centered on the
achievement motivation. The study shows that people are motivated
to perform their jobs due to the compelling need for personal
achievement, rather than for reason of financial rewards. Top
management should spot achievement-oriented workers, develop
them, and utilize their services for the organization.

15. 4. REINFORCEMENT THEORY
Also known as “operant theory”, it states, “Behaviour is a
function of its consequences.” Skinner believed that properly
creating the work environment and providing reward or
stimulus for desirable employee performance could motivate
employees. The behaviours of people depend on the attitudes
of or treatments by their superiors. If they are told they are
winners, they become winners; if they are told they are losers,
they become losers.

16. 5. EQUITY THEORY
Equity means fair. Rewards or punishment in relation to
perform should be fair. Otherwise, they adversely affect the
morale of the employees. If an employee gets a lower pay
than others, and yet they have the same position and the
same job inputs, he feels that management is unfair.

17. Power and Influence in Organization
 The success of a manager in directing and influencing workers
in an organization is not dependent solely on his skills in
communication but is also affected by the degree of power he
wields in the organization.
 Power is the capacity to influence the action of an individual in
an organization.

18. DIFFERENT KINDS OF POWER
1. LEGITIMATE POWER – is vested on a person by virtue of the authority he
has in the organization. Ex: The University Dean has the power to direct,
control and supervise the academic and administrative activities in his
college.
2. EXPERT POWER – is the ability to influence or impress a person, which
arises from his expertise of a particular knowledge. Ex. When we follow a
doctor’s clinical advice when we are suffering from an ailment, even
though the doctor is not our superior in the organization.
3. REFERENT POWER – comes by virtue of some distinguishing character or
personal characteristics (charisma) of the person that others identify with.
Ex. Before the February 1986 revolution, Cory Aquino moved hundreds of
thousands of Filipinos to boycott certain business establishments even
though she occupied no position in government at that time.

19. 4. REWARD POWER – comes by virtue of an individual’s capacity
to grant or withhold resources, which are valued by others. Ex:
Politician who wields power to reward persons who supported
him during the election as a form of patronage.
5. PUNISHMENT POWER – closely related to Reward Power; this
power, comes from the capacity to deprive a person of
something of value. Thus, a robber with a gun over our head
has power over us.
6. RELATIONSHIP POWER – comes from the a system of informal
personal obligations that has been built up between people.
In the Philippines, UTANG NA LOOB and LONG STANDING
FAMILY ALLIANCE are ready examples of this influence.

20. Quiz
I. Write if TRUE or FALSE
_____________1. Directing is the process of getting people to contribute their maximum
efforts toward the attainment of organizational objectives.
_____________ 2. Directing is concerned with influencing human beings using manager’s
intrapersonal and relational skills.
_____________ 3. Power is the capacity to influence the action of an individual in an
organization.
_____________ 4. David McClelland believed that properly creating the work environment
and providing reward or stimulus for desirable employee performance could motivate
employees.
_____________ 5. The success of a manager in directing and influencing workers in an
organization is dependent solely on his skills in communication.

21. _____________ 6. McClelland’s Needs Achievement Theory relates three acquired needs:
Achievement, Power, and Affiliation.
_____________ 7. Ego Needs refers to a person’s need to become what he or she is
capable of becoming.
____________ 8. Punishment Power comes from the capacity to deprive a person of
something of value.
____________ 9. The third step to attain Maslow’s Hierarchy of Needs is Safety Needs.
____________ 10. Executive or Supervisors must make his subordinates understand the
reason why they have to follow what management wants them to do.

22. II. Matching Type
A B
________1. It also known as “operant theory” a. Motivation
________2. Is a function of its consequences b. Behavior
________3. It refers to a person’s need for c. Punishment Power
affection, belongingness, acceptance, and d. Reinforcement Theory
friendship e. Social Needs
________4. Refers to the forces either within
or external to a person that are arouse
enthusiasm and persistent to pursue a certain
course of action.
________5. Closely related to reward power

23. _________1. Comes from a system of informal a. Expert Power
obligations that has been built up between b. Directing
people c. Relationship Power
_________2. Is the need to make others behave d. Power Need
in a way that they would have behaved otherwise e. Physiological Needs
_________3. Is the ability to influence or impress
a person, which arises from his expertise of a
particular knowledge
_________4. Refers to the basic needs such as
food, water and shelter.
_________5. Is the process through which a
manager communicates with and influences
other members of the organization in the pursuit
of company objectives.