The document provides an in-depth exploration of individual and group behavior in organizations, covering key concepts such as motivation, leadership, communication, and directing. It identifies various behavioral models, determinants of individual behavior, stages of group development, and principles of effective direction. Additionally, it discusses the significance of communication and coordination, characteristics of effective leaders, and different leadership styles within management.

1. U N IT IV – DIRECTING
FOUNDATIONS OF INDIVIDUAL AND
GR O U P BEHAVIOR

2. SYLLABUS
Foundations of individual and group behaviour – motivation –
motivation theories – motivational techniques – job satisfaction – job
enrichment – leadership – types and theories of leadership –
communication – process of communication – barrier in
communication – effective communication –communication and IT.

3. Objective:
 To perceive the
concept
communication in directing.
of motivation and the process of
Outcome:
 The student will be able to illustrate the different theories
of
motivation and leadership.

4. DIRECTING:
 Directing is the process of driving entire workforce
towards
objective of organization without deviation.

5. DIRECTING:
 Every organization is composed of individuals.
 U nless a manager understands individual’s behavior, he /
she cannot get the things done by others.

6. INDIVIDUAL BEHAVIOUR:
 The various factors that leads to individual differences
are
physical characteristics, personality, attitude, memory, etc.

7. IMPACT OF INDIVIDUAL BEHAVIOUR:
 Few may feel comfort with rules, few may not.
 Few may prefer democratic leaders and
few
may autocratic
leaders.
 Few may enroll themselves in an union, some may don't.
 Expectations of wages also differ.

8. BEHAVIORAL MODELS:
1. Rational economic models:
 F.W. Taylor, Henri Fayol, Adam Smith have used this model.
 Individual evaluates various courses of any actions in terms
of
economic benefits.
 Higher the doses of economic incentives, higher will be the
output.

9. BEHAVIORAL MODELS:
2. Organization man models:
 Whilliam Whyte propounded this model.
 This model proposes that group is the source of creativity for
individuals.
 Individual produces more when he has to coordinate
with others.

10. BEHAVIORAL MODELS:
3. Social man:
 Social man concept expresses that performance of an individual is
influenced and motivated by social variables.
 Individual relies more on social recognition than
economic
rewards.

11. BEHAVIORAL MODELS:
4. Self actualizing man:
 This model is based on Mc G regors’ theory and
Maslow’s theory.
 Individual is self motivated and self controlled.
 Individual performs to the peak in an environment of freedom
and autonomy.

12. BEHAVIORAL MODELS:
5. Complex man model:
 Proposes that behavior of an individual is unpredictable.
 Individual needs vary and it causes individual differences.

13. DETERMINANTS OF INDIVIDUAL BEHAVIOUR:
1. Biographical factors:
a) Gender
b) Age
c) Education
d) Individual abilities
i) Physical abilities
ii) Mental abilities

14. DETERMINANTS OF INDIVIDUAL BEHAVIOUR:
2. Psychological factors:
a) Attitude
b) Perception (view)
c) Values

15. DETERMINANTS OF INDIVIDUAL BEHAVIOUR:
3. Environmental factors:
a) Economic conditions
b) Technological changes
c) Governmental policies
d) Cultural environment
e) Pay benefits
f) Welfare measures
g) Style of leadership

16. DETERMINANTS OF INDIVIDUAL BEHAVIOUR:
4. Organizational factors:
a) Nature of job
b) Job security
c) Work environment

17. G ROU P BEHAVIOUR:
 G roup is defined as a cluster of persons who all have
came
together to pursue activities of common interests.
 In a group, members must be aware of one another.

18. REASONS TO FORM A GROUP:
 Safety and security needs
 Sense of belonging (tendency to live in group)
 Work extraction power
 Job monotony (relaxation in working environment)
 Goal accomplishment
 Informational need.

19. TYPES OF GROUP:
 Functional group
 Command group
 Interest group
 Committees
 Formal group
 Informal group
 Family group
 Friends group

20. STAGES OF G ROU P DEVELOPMENT:
1. Forming stage
 Group formation
2. Storming stage
 Misunderstanding
3. Norming stage
 Coordination begins
4. Performing stage
 Dedication
5. Adjourning stage
 Deforming of group

21. PURP OSE OF G ROU P DEVELOPMENT:
• Mutual acceptance
• C ommunication and decision – making
• Motivation and productivity
• Control and organization

22. CHARACTERISTICS OF G ROU P DEVELOPMENT:
• Role play of individuals
• Cohesiveness
• Leadership
• Behaviour of individuals.

23. CREATIVITY:
 Defined as the ability to produce new useful ideas through the
combination of known principles and components in novel ways.
INNOVATION:
 Innovation is defined as the process execution of creative ideas.

24. Creativity and Innovation
● Creativity - the ability and power to develop new ideas.
● Innovation - Use of these ideas
Innovation comes because some of the following situations:
■ The unexpected event, failure or success
■ The process or task which needs the improvement
■ Change in the market or industry improvement
■ Change in the market or industry structure
■ Change in human populations

25. MOTIVATION
 It is the process of inspiring and encouraging the people to do work.
 It is a skill of using the capability of manpower for the organization.
 It is a mental and physical presence of employee to do work.
 Effective motivation helps to raise the effective direction.
 Therefore, motivation is important aspect of direction.

27. DEFINITION
 Process of instructing guiding and inspiring human factors in the organization
to achieve organization objectives.
 Elements
 Leadership
 Motivation
 Communication

28. Meaning and concept of Directing
Directing is an important element of management without
which nothing in the managerial process can achieve
success.
Direction is the very essence of management.
Infact, it is the sum total of all managerial efforts to see
the organisation marching towards its defined goals.

29. DEFINITION OF LEADERSHIP
 “Leadership refers to quality of behavior of
individuals where by they guide people of their
activities in organized efforts” - Bernard Shaw
 “Leadership is an activity casting influence on
people so that they may put their efforts for common
objectives” - Berry

30. Introduction
 Every organization and system need leaders. This leader will
move the system rather than be moved by the system
 The leadership needs trainings is for technical mastery and
executive skills and capacity to influence other in a leading
sense
 No organization can do without leader. The success of the
organization depends of good leader

31. Definition of directing
 According to S.S Chatterjee, “Direction is the sum total of managerial efforts that is
applied for guiding and inspiring the working teams to make better accomplishments
in the organisation.”
 According to Dale Opines, “Direction is telling people what to do and seeing that they
do it to the best of their ability.It includes making assignments, explaining
procedures ,seeing that mistakes are correcred, providing on the job instruction and of
course issuing orders.”

32.  The managerial function of directing is like the activities of a teacher in
a classroom.
 In order to teach, a teacher has to guide his students, maintain discipline,
inspire them and lead them to the desired goal.
 It is a very important function in the management of any enterprise.
 It helps the managers in ensuring quality performance of jobs by the
employees and achievement of organisational goals.
 It involves supervision, communication and providing leadership to the
subordinates and motivating them to contribute to their best of
capability.

33.  While managing an enterprise, managers have to get things done through people. In order
to be able to do so, they have to undertake many activities, like guide the people who work
under them, inspire and lead them to achieve common objectives.
 An office manager, for instance, has to supervise the activities of his subordinates, i.e.,
typists, office assistants, dispatchers, accounts clerks, etc. He has to issue instructions to
them and describe and illustrate the work and related activities. He has to tell them what to
do, and how to do it.
 The office manager can plan, organise and appoint people, but he can not get things done,
unless he assigns specific duties to his subordinates and motivates them to perform well.
All these activities of a manager constitute the directing function.

34. Directing function
Directing is concerned with instructing, guiding, supervising and inspiring people
in the organisation to achieve its objectives. It is the process of telling people what
to do and seeing that they do it in the best possible manner.
The directing function thus, involves:
 Telling people what is to be done and explaining to them how to do it.
 Issuing instructions and orders to subordinates to carryout their assignments as
scheduled.
 Supervising their activities.
 Inspiring them to meet the mangers expectation and contribute towards
the achievement of organisational objectives.

35. Features of Directing
They are explained as follows :
 Directing Initiates Action:
Other functions prepare a base or setting of action, i.e.,
how action has to be carried on the directing initiate or
start action. By giving directions or instructions the
managers get the work started in the organisation.

36. Directing takes place at every level:
 Directing is a pervasive function as it is performed by managers at all levels and
in all locations.
 Every manager has to supervise, guide, motivate and communicate with his
subordinate to get things done.
 However, the time spent in directing is comparatively more at operational level of
management.
 Directing takes place wherever superior subordinate relation exists.

37. Directing flows From Top to Bottom:
 Directions are given by managers to their
subordinates.
 Every manager can direct his immediate
subordinate and take directions from immediate
boss.
 Directing starts from top level and flows to lower
level.

38. Performance Oriented:
 Directing is a performance oriented function.
 The main motive of directing is bringing efficiency in
performance.
 Directing converts plans into performance.
 Performance is the essence of directing.
 Directing functions direct the performance of individuals
towards achievement of organisational goal.

39.  Human Element:
 Directing function involves study and molding of
human behaviour.
 It improves interpersonal and intergroup
relationship.
 It motivates employees to work with their best
ability.

40. Importance of Directing
Plans remain mere plans unless they are put into action.
In the absence of direction, subordinates will have no
idea as to what to do.
They will probably not be inspired to complete the job
satisfactorily.
Implementation of plans is, thus, largely the concern of
directing function.
As a function of management, directing is useful in
many ways.

41.  It guides and helps the subordinates to complete the given
task properly and as per schedule.
 It provides the necessary motivation to subordinates to
complete the work satisfactorily and strive to do them best.
 It helps in maintaining discipline and rewarding those who
do well.
 Directing involves supervision, which is essential to make
sure that work is performed according to the orders and
instructions.
They are as follows :

42.  Different people perform different activities in the organisation. All the
activities are interrelated.
 In order to co-ordinate the activities carried out in different parts and to
ensure that they are performed well, directing is important.
 It thus, helps to integrate the various activities and so also the
individual goals with organisational goals.
 Directing involves leadership that essentially helps in creating
appropriate work environment and build up team spirit.

43. Principles of Direction :
Principle of Maximum Individual Contribution:
 According to this principle, management should adopt that
directing policy through which the employees get motivated
and give their maximum individual contribution for the
achievement of organisational objective.

44. Principle of Harmony of Objectives:
 According to this principle, there must be full coordination between
organisational and individual objectives. Employees work in an
organisation with an objective to get better remuneration, promotion, etc.
 On the other hand, organisational goal can be to earn more profits and to
increase market share.
 Sometimes it is seen that there is a conflict between the objectives of both
the parties, e.g., organisation wants that it should get a major share of
profit whereas employees perceives that as they work directly on the job,
so more profit must be shared among them in the form of bonus.
 Management here must establish coordination between the objectives of
both the parties/factors by adopting suitable method of direction.

45. Principle of Unity of Command:
 According to this principle, a subordinate should get
directions from one officer at a time.
 If the subordinate gets directions from more than one
officer, the subordinate will be unable to priorities his
work.
 As a result, situation of confusion, conflict and
disarrangement is created.
 By following this principle, effective direction takes
place.

46. Principle of Appropriateness of Direction
Technique:
 According to this principle, appropriate direction techniques
should be used, e.g., to supervise effectively, to provide able
leadership, to adopt free communication and to motivate
through right medium.

47.  Principle of Managerial Communication:
 According to this principle, it should be
monitored by the management that the
subordinates get the same meaning for what
has been said.
 This simplifies the job of the subordinates and
they need not go to the managers repeatedly
for enquiring.

48. Principle of Use of Informal Organisation:
 According to this principle, there must be a free flow of
information between the seniors and the subordinates.
 The success of direction depends upon effective exchange of
information to a great extent. Information should be given
both through formal and informal mediums.
 Special attention should be given to the informal organisation.
This strengthens the formal organisation.

49. Principle of Leadership:
According to this principle, while giving directions to the
subordinates a good leadership must be provided by the
managers.
By this, subordinates get influenced by the managers.
In this situation, subordinates act according to the wish of the
managers.

50. Principle of Follow Through:
According to this principle, it must be monitored by management as to what
extent the policies framed and issued directions have been enforced. Thus, it
must be seen whether the employees are following the management or not.
If yes, then to what extent. As per this principle, the job of managers is not
to sit idle after framing policies or issuing directions but to continuously take
feedback. The advantage of this will be that if there is any problem in
implementing a policy or a direction it can be removed then and there.

51. ii) Leadership:
 It is another important aspect of direction. It is defined as the
process of influencing people to perform work effectively.
 In other words, it influences the behaviour of employees or
subordinate.
 According to time, situation and behaviour of followers, a
leader must conduct his followers. therefore, it is an important
aspect of direction.

52. Communication:
 Communication means transferring information from one person to another.
 In other words when the information is transmitted from one person to another
and information receiver easily take the information, it is known as
communication. It includes sending message and receiving message.
 After sending message receiver receives the message and understands it.
 Therefore message receiver responds and reacts about the message.
 In an organization manager must develop an effective communication system
so that s/he may give instruction and guidance to the subordinates and motivate
them to do the work to the best of their ability.

53. Coordination:
 It is also an important aspect of direction. When the
coordination activity is not conducted effectively.
 Direction is not effective. Coordination is the process of
linking activity of resources and various departments so
that desired goal can be achieved easily.
 It is inter-related with all managerial function.

54.  Supervision:
 It is another important aspect of
direction. Direction is not only to issue
order but also supervising job of
subordinates. It is an important function
of every manager. So the manager’s duty
is to look after their work and examine
that whether they have done according
to the order issued or not and also help
in solving their work problems.

55. Quality and characteristic of effective
leader
 A definite sense of purpose and direction
 A willingness to do anything and
everything asked of others
 A sensitivity to any interest other a lot of
attention to other needs
 Demand more of ownself and keep on
growing
 Powerful well integrated and
communication
 Have conditional strength and keep self

56.  The colleagues and subordinate believe
in him and have trust and confidence
 They have tremendous security of
resourcefulness
 They have high degree of analytical
ability to ask question rather than living
preoccupied with good answer
 They are flexiable and adopt themselve
to the community or system needs and
demand

57. According to Fayol
 A leader should have :-
 Health and capacity
 Sensibility and mental ability
 Moral qualities
 Equality
 Administrative skills

58. Overall characteristic
 Self confidence
 Courageous
 Trustful
 Honest
 Sincere
 Have tolerance
 Capacity to test the followers
 Decision maker
 Act as a role model
 Innovative

59.  Empathetic
 Have analytic ability
 Competent
 Have flexible attitude

60. Quality of a nurse leader
 Have a clear perception of the goal
towards which efforts should be directed
 Have a capability to identify critical
issues
 Demonstrate a commitment and
determination to reach the goal
 Have confidence both from the
knowledge with skills and experience

61.  Be able to select from a variety of
opinions, those of policies, strategies
procedure or objective which appears
most likely to achieve the agree end
 Inspire a level of trust and confidence
which promotes motivation in others
toward attainment of the goal
 Keeps the morale of workers high so that
they can work in a spirited manner
 Be a good listener so as to listen the

62. Elements of leadership training
programmes
 A knowledge of general characteristic of
human nature as covered in general and
applied psychology needs, motives,
personality characteristics of people and
particularly those in the health system
 Self knowledge of ones own unique
combination of qualities with varying
degree of strength and weakness
 Possession of right attitude to deal with
people in different situations with

63.  Deliberate and consistent effort at
boardening of total personality in a
defined direction

64. Process of developing leaders
 Selection of persons with leadership
potentials and behavior
 Experience as an understudy
 Challenging opportunities
 Short term and long term course at
institutional state, regional or national
levels
 Syndicate method of leadership
development
 Systematic personal conferences

65. Leadership style
 Directing :- directing the people with
control over time in a structural way.
 Coaching :- directing and supporting the
people in achieving the goal.
 Supporting :- in this type of leadership-
style the leader should praise, listen &
facilitates the followers.
 Delegating :- it means giving some of
authority to high competent people for
day to day decisions. In other words,

66. Leadership style appropriate with
various developmental level
Sr.no. Development level Leadership style
1. Low competence, high commitment Directing
2. Some competence, low commitment Coaching
3. High competence, variable commitment Supporting
4. High competence, high commitment Delegating

67. Type of leadership
 Authoritative
 Democratic
 Laizze faire leadership
 Indigenous leadership

68. Authoritative
 Authoritative leader believe in action
arbitrarily. As authoritarian leader does
not seek advice from anybody. He issues
order and get them complied. He keep
all rights into his hand. He orders for
work without seeking workers
cooperation

69. Democratic
 This type of leadership style believe in
working with cooperation with workers.
The workers are consulted for the
decision. They are treated with love and
affection

70. Laizze faire leadership
 Everything is left on workers about the
determination of objectives and running
the administration voluntarily

71. Indigenous leadership
 The stress in this type of leadership style
is laid on in-formalism. Here informal
relation are taken full advantage for
achieving the goal