A short presentation on Directing and/or Decision Making processes in MANAGEMENT INFORMATION SYSTEMS (MIS).

1. MANAGEMENT INFORMATION
SYSTEMS (MIS)
– DIRECTING/ DECISION MAKING
~ JALPA RATHOD

2.  WHAT IS DIRECTING?
 IMPORTANCE OF DIRECTING?
 ELEMENTS OF DIRECTING
 QUALITIES OF A LEADER
 LEADERSHIP STYLES
 SITUATIONAL LEADERSHIP APPROACH
OVERVIEW

3. WHAT IS DIRECTING?
 “Directing deals with the
steps a manager takes to get
sub-ordinates and others to
carry out plans” - Newman
and Warren.
 A basic management function
that includes building an
effective work climate &
creating opportunities for
motivation, supervising,
scheduling & disciplining to
achieve individual’s and the
organisation’s goals.

4. IMPORTANCE OF DIRECTING
 Initiates actions.
 Attempts to get maximum out of employees.
 Integrates employee efforts for achieving the
organisation’s objectives.
 Facilitates changes in the organisation.
 Achieving Stability & Balance.

5. ELEMENTS OF DIRECTION
 SUPERVISION
 COMMUNICATION
 MOTIVATION
 LEADERSHIP

6. SUPERVISION
 "Guiding and directing efforts of employees and
other resources to accomplish stated work
outputs" - Terry and Franklin.
 Elements of Supervising:
1. Specific Instruction
2. Monitor Efforts
3. Accountability Review

7. COMMUNICATION
 "Communication is the transfer of information
from one person to another person. It is a way of
reaching others by transmitting ideas, facts,
thoughts, feelings and values.”
- Newstrom and Davis.

8. ADVANTAGES & BENEFITS
 Permits employees to make more decisions.
 Encourages a sense of identification, on the
part of staff.
 Reduces day-to-day conflict.
 Helps staff feel a part of the organization.

9. MOTIVATION

10.  “Motivation is something
that moves the person to
action, and continues him in
the course of action already
initiated.” - Dubin.
 “Motivation is the art of
stimulating someone or
oneself to get a desired
course of action, to push
the right button to get a
desired reaction.” -
Michael Jucious.

12. MOTIVATION THEORIES
 MASLOW’s NEED HIERARCHY THEORY
 McGREGOR’s THEORY X & THEORY Y
 FREDERICK HERZBERG TWO-FACTOR THEORY

13. MASLOW’S NEED HIERARCHY THEORY

14. MCGREGOR’S THEORY X AND Y

15. FREDRICK HERZBERG’S 2-FACTOR THEORY

16. LEADERSHIP
 "Leadership is a
continuous process
of influencing people
to strive willingly for
group objectives" -
George R. Terry.
 “The task of the
leader is to get his
people from where
they are to where
they have not been.”
– Henry K.

17. QUALITIES OF A LEADER
 Strong Character
 Intelligence
 Administrative Skills
 Initiative & Innovative
 Self Esteem
 Communication Skills
 Decision Making
 Human Skills
 Discipline
 Patience & Good Listener
 Responsible

18. LEADERSHIP STYLES
 MAJOR STYLES OF LEADERSHIP ARE:
1. AUTOCRATIC STYLE
2. PARTICIPATIVE STYLE
3. LASSIEZ-FAIRE (FREE-REIGN) STYLE

19. AUTOCRATIC LEADERSHIP STYLE
I want both of you to. . .

20. PARTICIPATIVE LEADERSHIP STYLE
Let's work together to solve this. . .

21. LAISSEZ-FAIRE (FREE REIGN)
LEADERSHIP STYLE
You two take care of the problem while I go. . .

22. SITUATIONAL LEADERSHIP APPROACH
 The leadership style
varies depending
upon the situation.
 It can be autocrat,
consultative,
participative at times
depending upon the
decision & the
situation.

23. THANK YOU!