The document discusses the key functions and concepts of management including planning, organizing, staffing, directing, and controlling. It specifically focuses on the directing function and covers topics like the nature and purpose of directing, foundations of individual and group behavior, motivation theories like Maslow's hierarchy and Herzberg's theory, techniques to improve motivation like incentives and job enrichment, leadership, communication, and ensuring job satisfaction. The document is about the principles of management with a focus on the directing function and how to guide and inspire human resources to achieve organizational goals.

1. PRINCIPLES OF MANAGEMENT
MG8591
POM - Unit II
Prepared By,
Mrs.S.SRIDEVI

2. Functions of
Management
Planning
activities to
achieve the
organization's
objectives
Organizing
resources and
activities to
achieve the
organization’s
objectives
Staffing
the
organization
with qualified
people
Directing
employees’
activities
toward
achievement
of objectives
Controlling
the
organization’s
activities
to keep it
on course
4:28 AM

3. PRINCIPLES OF
MANAGEMENT
UNIT IV DIRECTING
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.

4. DIRECTING –
INTRODUCTION

5. Directing
 Directing is defined as the process of instructing,
guiding, and inspiring human factors in the
organization to achieve organization objectives.
 It is not only issuing orders and instructions by a
superior to his subordinates but also including the
process of guiding and inspiring them to work
effectively
 Directing includes the following elements:
Leadership
Motivation
Communication
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6. DIRECTING – NATURE AND
PURPOSE

7. Nature of Directing
i. Activity initiation function
ii. Pervasive function
iii. Continuous activity
iv. Dual objective
v. Flow from top to bottom level
vi. Delegate human function
vii. Creative Activity
viii. Facilitates Co-ordination
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8. Scope of Directing
i. Conveys management perspective of the
organization to the individuals
ii. Integrates the employee’s individual efforts to make
it effective to achieve the organization objectives
iii. Without having a proper motivation, leadership and
communication, individual’s capability and potential
may not be fully utilized.
iv. Any changes in the society where the organization
exists will affect the organization structure and the
individuals within it.
v. Directing with its elements provides the stability in
the organization and maintains the balances in the
different parts of the organization.
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9. FOUNDATIONS OF
INDIVIDUAL & GROUP
BEHAVIOUR

10. Foundations of Individual Behaviour
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11. Definition of Group
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12. Need for a Group
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 Better communication of individuals with each other.
 Group efforts required for task completion
 Group efforts affect an individual, his attitude and
behavior.
 Group has the ability to satisfy the needs of its
members.
 A group can judge in a better way as compared to an
individual.
 Creative & innovative ideas can be made in a group.
 Groups help in making participative management
more effective.
 Groups make the environment at workplace more
lively.
 Co-operation among groups works effectively in an

13. Classification of Group
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1. Functional or formal group
2. Task group
3. Command group
4. Informal group
a. An interest group
b. Friendship group
c. Membership group
d. Reference group

14. Foundations of Group Behaviour
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1. Group formation and development
a. Organizational motives to join groups
b. Personal motives to join groups
a. Interpersonal attraction
b. Interest in group activities
c. Support for group goals
d. Need for affiliation
e. Instrumental benefits
2. Stages of group development
1. Mutual acceptance
2. Communication and decision-making
3. Motivation and productivity
4. Control and organization

15. Foundations of Group Behaviour
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3. Characteristics of mature groups
a. Role structures
b. Behavioral norms
c. Cohesiveness
d. Informal leadership

16. Creativity and Innovation
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1. Creativity process
i. Saturation
ii. Preparation
iii. Frustration and incubation
iv. Inspiration and illumination
v. Verification
2. Characteristics of creative people
i. Self-confidence and independence
ii. Curiosity
iii. Approach to problems
iv. Some personal attributes

17. Creativity and Innovation
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3. Innovation
• The unexpected event, failure or success
• The fact that the difference between what
is assumed and what really is
• The process or task which needs the
improvement
• Change in the market or industry
improvement
• Change in human populations
• Change in meeting or in the way things
are perceived.

18. MOTIVATION

19. Motivation - Definitions
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20. Nature of Motivation
• Motivation is an unending process
• Motivation is a psychological concept
• Motivation is a behavioural concept
• A person cannot be partially motivated
because he is a self-centered and
inseparable unit.
• Frustrated man who fails in satisfying his
basic needs cannot be further motivated
until his basic needs are fulfilled.
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21. Nature of Motivation
• Motivation can either be positive or
negative.
• Motivation is a complex process because
of the nature of needs and the type of
behaviour which are attempted to satisfy
those needs.
• Motivation is system oriented, it is the
result of 3 group of factors
• It influences to operate within an individual
• It influences to operate within the organization
• It forces to operate in the external
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22. Importance of Motivation
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23. Motivation Process
According to Michael J.Jucius, the
following steps can be adapted in the
motivation process:
1. Analysis of situation
2. Preparing, selecting, and applying a
set of appropriate motivating tools
3. Follow-up
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24. Types of Motivation
i. Positive motivation
ii. Negative motivation
iii. Extrinsic motivation
iv. Intrinsic motivation or power motive
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25. MOTIVATION THEORIES

26. Motivation theories
i. Carrot and Stick approaches of
motivation
ii. Mc-Gregor’s Theory X and Theory Y
iii. Dual-Model theory (Miles Theory)
iv. Maslow’s hierarchy of needs theory
v. Herzberg’s Theory – Hygiene Approach
to Motivation
vi. Vroom’s Expectancy theory
vii. Porter and Lawler Expectancy theory
viii. Equity theory
ix. Needs of McClelland’s theory
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27. Carrot and Stick approaches of motivation

39. MOTIVATION TECHNIQUES

40. Special Motivational techniques
1. Money
2. Participation
3. Quality of working life
4. Job security
5. Effective communication
6. Power of authority
7. Financial and Non-financial incentives
1. Pecuniary incentives
1. Individual incentives
2. Group incentives
2. Non-pecuniary incentives
1. Work challenge
2. Recognition and status
3. Job security
4. Responsibility
5. Competition
6. Opportunity for growth
7. Knowledge of results
8. Supportive relationship
9. Participation
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41. JOB SATISFACTION

42. Job Satisfaction
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43. Job Satisfaction
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44. Job Satisfaction
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45. Factors relating to job Satisfaction
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1. Personal factors
• Individual employee’s personality, age, sex,
educational level, intelligence, etc
2. Job factors
• The type of work to be performed, skill
required for work performance, occupational
status involved in the job etc.
3. Organization factors
• Security, wages, salary, fringe benefits,
opportunities for advancement, working
conditions etc.