Supervision Leadership Motivation Communication Functions of Directing Elements of Directing

2. Directing

3. ▶ Definition
▶ Functions of Directing
▶ Elements of Directing
Learning Objectives

4. ➢Direction is a function of management performed by top
level management in order to achieve organizational goals.
It is a very important and necessary function of
management.
➢Management has to undertake various activities like guide
people, inspire and lead them as well as supervision of their
activity is required in order to achieve desired results.
DIRECTING

5. “Direction consists of the process and techniques
utilized in issuing instructions and making
certain the operations are carried as originally
planned.”
DEFINITION

6. ➢ 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.
FUNCTIONS OF DIRECTING

7. ➢Telling people what is to be done and explaining how
to do it.
➢Issuing instructions and orders to subordinates.
➢Inspiring them to contribute towards the achievement
of objectives.
➢Supervising their activities; and
➢Providing leadership and motivation.
DIRECTING INVOLVES

8. ➢Supervision
➢Leadership
➢Motivation
➢Communication
ELEMENTS OF DIRECTING

9. ➢ Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing
work& workers.
➢ Motivation- means inspiring, stimulating or encouraging the sub-ordinates with passion to work. Positive,
negative, monetary, non-monetary incentives may be used for this purpose.
➢ Leadership- may be defined as a process by which manager guides and influences the work
of subordinates in desired direction.
➢ Communications-is the process of passing information, experience, opinion etc from one
person to another.
ELEMENTS OF DIRECTING

10. ➢ Refers to day to day relationship between manager/superior and his subordinate.
➢ It should not aim primarily at fault finding but at education and guidance.
➢ Definition:
➢ “It’s a management activity which is carried out by SUPERVISORS to oversee the productivity
and progress of employees who report directly to the supervisors
➢ It’s essentially an Educational Process.
➢ Educate less qualified or less experienced by better qualified and better experienced
ones.
➢ Supervisors are the key people among managers at different levels. They are the link
between the top and middle management and the workers
SUPERVISION

11. ➢Directing (Wide) ➢Supervising (Narrow)
➢It include motivation, communication,
supervision, training & leadership. ➢It is only one of the elements of direction.
➢ Direction is generally at top level. ➢ It is restricted to the lower level management.
➢ Generally, direction is related to supervision which
is the intermediate link between the workers and
management
➢ He has to deal, guide and lead workers directly
under his commands.
➢ Direction being at the top level, formulates polices
and takes important decision.
➢ Supervision at lower level only for implementation.
➢ Financial & non financial incentives. ➢ It cannot provide incentives but if can only
recommend rewards in special case.
➢ Leads the efforts of medium and lower Level
executives.
➢ Efforts of employee under his commands.

12. ➢ Helps employees to understand their role clearly and perform effectively.
➢ It helps in achieving co-ordination and mutual understanding which in turn,
leads to industrial harmony and increased productivity.
➢ Communication improves managerial efficiency and ensures cooperation of
the staff.
➢ Effective communication helps in molding attitudes and building up
employees’ morale.
➢ Communication is the means through which delegation and decentralization
of authorities successfully accomplished in an
organization.
COMMUNICATION

13. ➢ Leadership improves the performance of the employees.
➢ Leaders can motivate the followers to work and thereby
increase their performance level.
➢ With continuous support and guidance, leaders are able to
build confidence among the followers, thereby increasing
speed and accuracy and decreasing wastage.
➢ With friendly and cooperative efforts the leader is able to build
employees’ morale which in turn contribute to higher
productivity.
LEADERSHIP

14. MOTIVATION
➢ With proper motivation there can be maximum utilization of the
factors of production like men, money, material etc.
➢ If employees are motivated it will reduce employee turnover and
absenteeism.
➢ Motivation fosters a sense of belongingness among the employees
towards the organization and also improves their morale.
➢ Motivation helps in reducing the number of complaints and
grievances.

15. Highly motivated people
perform better than
unmotivated people.

16. 1. Providing Financial Rewards:
➢ In most health services, the major part of the current
budget is spent on salaries and staff benefits.
➢ Even though, most health staff feel unpaid.
➢ Better financial rewards can be allowed through:
• Increasing other benefits (Ex.- House Allowance)
• Providing more supportive services (Ex.- free travels, child care
center,….)
• Creating opportunities for merit awards (Ex.- training)
HOW CAN THE ORGANIZATION ENHANCE
MOTIVATION?

17. 2. Meeting the Needs for Recognition and Status:
➢ Provision of status symbols; office size, furnishing, vehicle
use, …… etc.
➢ A leave for staff who have satisfactorily completed the hard
work.
➢ Praise for good work and use words like “Thank you”, “You
did a good job” …… etc.
➢ Permission to attend training or conferences.

18. 3. Encourage Team Work & Friendships:
➢ Team learning during training.
➢ Create work team within organizational units.
➢ Reward group performance.
➢ Encourage social activities.

19. Controlling
Control consists in verifying whether everything occurs in
conformity with the plans, instructions and principles
established. – Henry Fayol
Control is checking current performance against pre-
determined standards contained in the plans, in order to
ensure adequate progress and satisfactory performance.
– E F LBrech
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20. Features of Controlling
 Controlling is a positive force.
 Controlling is a dynamic and continuous process.
 Controlling is goal-oriented.
 Controlling is forward looking.
 Control process is universal.
 Control is based on planning.
 Delegation is key to control.
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21. TECHNIQUES OF
CONTROLLING
THE TEN TYPES OF TRADITIONAL TECHNIQUES OF CONTROLLING ARE DISCUSSED BELOW :-
1. DIRECT SUPERVISION AND OBSERVATION
'DIRECT SUPERVISION AND OBSERVATION' IS THE OLDEST TECHNIQUE OF CONTROLLING.
THE SUPERVISOR HIMSELF OBSERVES THE EMPLOYEES AND THEIR WORK. THIS BRINGS HIM
IN DIRECT CONTACT WITH THE WORKERS. SO, MANY PROBLEMS ARE SOLVED DURING
SUPERVISION. THE SUPERVISOR GETS FIRST HAND INFORMATION, AND HE HAS BETTER
UNDERSTANDING WITH THE WORKERS. THIS TECHNIQUE IS MOST SUITABLE FOR A SMALL-
SIZED BUSINESS.

22. • 2. Financial Statements
•
All business organisations prepare Profit and Loss Account. It gives a
summary of the income and expenses for a specified period. They
also prepare Balance Sheet, which shows the financial position of
organisation at the end of the specified period. Financial statements
are used to control the organisation. The figures of the current year
can be compared with the previous year's figures. They can also be
compared with the figures of other similar organisations.

23. •
3. Budgetary Control
•
A budget is a planning and controlling device. Budgetary control is a
technique of managerial control through budgets. It is the essence of
financial control. Budgetary control is done for all aspects of a business
such as income, expenditure, production, capital and revenue.
control is done by the budget committee.
• 4. Break Even Analysis
•
Break Even Analysis or Break Even Point is the point of no profit, no loss.
For e.g. When an organisation sells 50K cars it will break even. It means
that, any sale below this point will cause losses and any sale above this
point will earn profits. The Break-even analysis acts as a control device.
helps to find out the company's performance. So the company can take
collective action to improve its performance in the future. Break-even
analysis is a simple control tool.

24. • 5. Return on Investment (ROI)
•
Investment consists of fixed assets and working capital used in business. Profit
the investment is a reward for risk taking. If the ROI is high then the financial
performance of a business is good and vice-versa.
• ROI is a tool to improve financial performance. It helps the business to compare
its present performance with that of previous years' performance. It helps to
conduct inter-firm comparisons. It also shows the areas where corrective actions
are needed.
• 6. Management by Objectives (MBO)
•
MBO facilitates planning and control. It must fulfill following requirements :-
• Objectives for individuals are jointly fixed by the superior and the subordinate.
• Periodic evaluation and regular feedback to evaluate individual performance.
• Achievement of objectives brings rewards to individuals.

25. • 7. Management Audit
•
Management Audit is an evaluation of the management as a whole. It critically
examines the full management process, i.e. planning, organising, directing, and
controlling. It finds out the efficiency of the management. To check the efficiency of
management, the company's plans, objectives, policies, procedures, personnel
and systems of control are examined very carefully. Management auditing is
by a team of experts. They collect data from past records, members of management,
clients and employees. The data is analysed and conclusions are drawn about
managerial performance and efficiency.
• 8. Management Information System (MIS)
•
In order to control the organisation properly the management needs accurate
information. They need information about the internal working of the organisation
also about the external environment. Information is collected continuously to identify
problems and find out solutions. MIS collects data, processes it and provides it to the
managers. MIS may be manual or computerised. With MIS, managers can delegate
authority to subordinates without losing control.

26. • 9. PERT and CPM Techniques
•
Programme Evaluation and Review Technique (PERT) and Critical Path
Method (CPM) techniques were developed in USA in the late 50's. Any
programme consists of various activities and sub-activities. Successful
completion of any activity depends upon doing the work in a given
sequence and in a given time.
• 10. Self-Control
•
Self-Control means self-directed control. A person is given freedom to set
his own targets, evaluate his own performance and take corrective
as and when required. Self-control is especially required for top level
managers because they do not like external control.
• The subordinates must be encouraged to use self-control because it is not
good for the superior to control each and everything. However, self-
does not mean no control by the superiors. The superiors must control the
important activities of the subordinates.

27. MANAGEMENT BY
EXECEPTION
MANAGEMENT BY EXCEPTION IS A SYSTEM OF IDENTIFICATION AND
COMMUNICATION OF THAT SIGNALS TO A HIGHER LEVEL MANAGER
WHEN HIS ATTENTION IS NEEDED.
MANAGEMENT BY EXCEPTION HAS SIX BASIC INGREDIENTS-
 MEASUREMENT
 PROJECTION
 SELECTION
 OBSERVATION
 COMPARISON
 DECISION MAKING

28. BENEFITS OF MANAGEMENT BY
EXECEPTION
 SAVING TIME OF MANAGEMENT
 FOCUS ON MAJOR PROBLEMS
BETTER DELEGATION OF AUTHORITY
 BETTER USE OF KNOWLEDGE
 IDENTIFICATION OF CRISES AND CRITICAL PROBLEM
 QUANTITATIVE AND QUALITATIVE YARDSTICKS
 ENHANCED DEGREE OF COMMUNICATION

29. STEPS IN CONTROLLING
2

30. STEPS IN CONTROLLING
3
Step 1: Setting of standards
 Standards are the targets against which actual
performance will be compared.
 Standards are the criteria of performance, they serve as
benchmarks as they specify acceptable levels of
performance.

31. STEPS IN CONTROLLING CONT..
3
Standards which can be quantified.
Example: Production level,
rejection level, profit, labor-hours,
speed of service, sales volume,
expenses etc.
Standards which are qualitative.
Example: Employee morale, brand
image, company image, goodwill,
industrial relations etc.
Quantitative Standards Qualitative Standards
Step 1: Setting of standards
 Control standards are broadly divided into two types:

32. STEPS IN CONTROLLING CONT..
3
Step 2: Measurement of performance
• The actual performance measurement has to be
complete in all respects.
• All aspects of the job has to be measured and not
just the ones that are more evident.
Completion
• Performance at work should be measured in an
objective manner without fear, favour and bias.
Objective
• The management of any performance should
support the belief that effort and performance lead
to improvement, both from the personal and
organizational point of view.
Responsiveness
Aspects of
measurement

33. STEPS IN CONTROLLING CONT..
3
Step 3: Comparison of actual performance with standards
 The third step in control process is to compare the actual
performances with established standards and
ascertaining the causes of deviation.
 Deviations are thoroughly analyzed and properly
presented.
 Statistical methods are usually adopted to look at
deviation from a border perspective.

34. STEPS IN CONTROLLING CONT..
3
Step 4: Taking corrective measures
 The final step in control process consists of taking
remedial actions so that deviation may not occur again in
future.
 Corrective steps are initiated so that any defects in the
actual performance may be rectified.

35. STEPS IN CONTROLLING CONT..
3
Step 4: Taking corrective measures
 Corrective actions may include the following activities:
 Change in methods, rules, procedures, strategies etc.
 Introduce training programs.
 Job redesign or Replacement of personnel.
 Re-establishing budgets and standards.
 Better compensation packages to employees.
 Changing machinery and processes.
 Identifying recurring bottle necks and avoiding them.

36. THE CONTROL PROCESS
3
Comparison
of actual
performance
with standards
Measuring of
actual
performance
Setting of
standards
Taking
corrective
measures
Step I Step II Step III Step IV
Feedback

37. ESSENTIALS OF A SOUND CONTROL
PROCESS CONT..
3
Suitability of control system
Simplicity
Focus on key area
Clear definition of objectives and
standards
Selecting efficient control
techniques
Control process should be
easy to understand and
theimplement
employees
so that
can interpret
the same in right way and
ensure implementation.
Simplicity

38. ESSENTIALS OF A SOUND CONTROL
PROCESS CONT..
3
Suitability of control system
Clear definition of objectives and
standards
Selecting efficient control
techniques
Simplicity
Focus on key area
Control system should
focus on key areas which
to
and
are critical
performance
profitability.
Focus on key area

39. ESSENTIALS OF A SOUND CONTROL
PROCESS CONT..
3
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system must be
responsive and flexible
to new developments
including the failure of
original control process
itself.
Flexibility

40. ESSENTIALS OF A SOUND CONTROL
PROCESS CONT..
4
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system must be
reasonable, practical,
justifiable and attainable. If
expectations are too high
and un-achievable, they
de-motivate employee, and
the control process
becomes meaningless.
Reasonable and practical

41. ESSENTIALS OF A SOUND CONTROL..
4
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system shouldbe
economical and easy to
maintain. It should justify
the expenses involved.
Economical

42. ESSENTIALS OF A SOUND CONTROL.
• If each department or
team has its own control
system, it becomes much
easier. These sub-system of
self-control can be tied
together by the overall
control system.
4
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Self-Control

43. ESSENTIALS OF A SOUND CONTROL
4
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Controls become more
acceptable when they are:
 Objective, i.e., based on
factual and verifiable info.
 Quantifiable
 Understood by one and allAcceptable to all

44. THANK YOU