Unit - IV

Directing

Meaning of Directing

• Literally directing implies moving into action.

• Directing involves issuing orders and instructions and taking steps to get
them carried out properly.

• In other words of Ernest Dale, Directing is telling people what to do and

setting that they do it the best of their ability.

• It consists of all those activities by which a manager influences the

actions of subordinates to ensure that they perform their tasks according
to the plans.

Process of Direction

The process of direction consists of the following elements

[Link] orders and instructions to subordinates

[Link] guidance and supervision of employees to ensure that they carry

out their assignments in the proper manner.

[Link] subordinates to work efficiently for the achievement of

organizational objectives.

[Link] with employees to understand their needs, aspirations ,

problems and suggestions.

[Link] discipline and rewarding those who perform efficiently and

[Link] leadership to the subordinates so that they work with zeal and
confidence.

Issuing of Orders and Instructions

• Issuing of orders and instructions is essential to direct the subordinates so

that they may work effectively for the realization of pre-determined
objectives.

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 • The giving of orders and instructions to subordinates is an indispensable
component of directing and no manager can get things done without
them.

Nature of Direction

Direction is characterized by the following features:

1. Continuing Function

• Direction is a dynamic and continuing function. It is management in

action, the essence of management practice.

• With changes in plans and organizational relationships, the methods and

techniques of direction have to be changed.

• A manager has to supervise and guide his subordinates at all times to

secure desired results.

• His job is not complete after issuing orders and instructions.

• He can never cease to guide, supervise and motivate subordinates.

[Link] a Link

• Planning, organizing and staffing are preparatory Functions. Control is

checking on the progress of work in the light of plans.

• Direction serves as a connecting and actuating link between these

functions.

• Directing initiates effective action towards the accomplishment of

organizational objectives. Without it planning becomes meaningless and
controlling function will not arise.

• Direction lends meaning to planning and provides the material (actual

performance) for control.

3. It is Essence is Performance

• Direction produces results by creating goals directed behaviour.

• Nothing happens unless and until the business automobile is put into
gear and the accelerator depressed.

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 • Direction is a creative function that makes things happen. It converts
plans into performance. It is the nucleus around direction.

• As a performance oriented function ,direction ensures the continuity of

operations. Effective

4. Pervasive Functions

• Direction is performed by managers at all levels and in all organizations.

• Directions is apart and parcel of every managers job irrespective of the

level of authority and the number of subordinates.

• It is not performed only by supervisors who directly with the workers.

• executive must motivate, supervise ,lead and communicate with his

subordinates to get the work done.

• However, the time spent on direction decreases at higher levels of

authority.

5. Involves Human Factor

• Direction is concerned with relationships between people.

• It seeks to create cooperation and harmony among the members of a

group.

• It involves the management of human behaviour.

• Management of human factor is a very difficult task because the needs,

aspirations and expectations underlying human behaviour in order to
manage the people effectively.

Principles of Direction

A manager can however increase his efficiency of direction by observing the

following principles:

1. Harmony of Objectives

• Direction is effective to the extent to which individual objectives in

cooperative activity are harmonised with group objectives.

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 • In order to reconcile personal objectives with organizational goals, an
executive should design a system under which peoples can satisfy their
personal interests by working for enterprise goals.

2. Unity of Command

A subordinate should at a time receive orders from and be accountable to

only one superior.

3. Individual Contribution

• Efficient direction leads to the attainment of objectives at minimum cost

.

• Performance is effective when every individual in the organization makes

a distinct and maximum contribution to enterprise objectives.

[Link] Supervision

• Effective direction requires direct personal contact with subordinates in

addition to formal and objective methods of supervision.

• Personal supervision improves the motivation and morale of subordinates

and improves their loyalty to the organization.

5. Appropriate Techniques

The techniques of direction should be efficient and appropriate to the people

the tasks and the situation.

6. Managerial Communication

• Executive is the primary means of communication.

• Two –way flow of information is the most effective means of securing

understanding and cooperation among the members of an organization.

• It provides an opportunity to the subordinates to express their feelings.

• Effective communication removes misunderstanding.

7. Comprehension

• The communication should ensure that the receiver actually understands

it .

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 • In other words the manager should ensure direct flow of information
which is most effective for communication.

8. Principle of Follow Through

• Direction is a continuous process.

• Mere issuing of orders is not sufficient and a manager should take action
to ensure the orders and instructions are well understood and properly
carried out by the subordinates.

9. Strategic use of Informal Organization

Managers should accept and use the informal organization to supplement and
support the formal channels of communication.

10. Effective Leadership

• Dynamic leadership is essential to effective direction.

• An effective leader guides and counsels his subordinates on work

problems as well as on their personal problems.

• A good leader can win the trust and confidence of subordinates to make
direction effective.

Leadership
A leader is a person who influences the attitudes and behaviour of others.

According to chester I. Barnard , Leadership is the quality of the behaviour of

individuals whereby they guide people or their activities in organised effort.
Managers who possess such quality may be called Leaders.

A leader is one who guides and influences other people. He gives purpose and
direction to the efforts of his followers by influencing their behaviour. A leader
posses the ability to induce the subordinates to work with confidence and zeal.

Nature of Leadership
The foregoing description reveals the following features of leadership:

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1. Leadership is a process of influence exercised by the leader on group
members. It involves exercise of inter-personal influence. Successful leader is
able to influence the attitudes and behaviour of followers.

2. Leadership is a continuous process by which an executive guides, influences

and directs the behaviour of his subordinates.

3. Leadership is also quality of behaviour and the people who possess this
quality are known as leaders.

[Link] is related to a particular situation at a given point of time and

under a specific set of circumstances. This implies that a leader may adopt
different styles or behaviours to influence the subordinates under different
conditions.

[Link] involves reconciliation of organisational goals with individual

goals. A leader is considered successful when he is able to create a goal
congruency in such a manner that the group work for the embers
enthusiastically work for the achievement of common objectives.

6. Leadership is a function of interaction between the leader, the followers and

the situation. A person can be a successful leader when he is accepted by his
subordinates. Followers will be situated with the leader’s style when the leader
acts as a representative of the group and protects the interests of group
members. The objective of good leadership is to provide material satisfaction to
the group as well as to its members.

Types of Leadership

[Link] Leader

2. Informal Leader

1. Formal Leader
A formal leader is one who has been appointed by the top management. He
possesses organizational authority to direct and control the activities of his
subordinates. He can issue orders and instructions to his subordinates by virtue
of his formal authority in the organization. A formal leader influences the
members of a work group in connection with the accomplishment of
organizational goals.

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[Link] Leader
An informal leader is not appointed but selected by the workers themselves. He
does not hold any official position in the organisation. Informal leaders emerge
when the managers fail to provide the type of leadership desired by the workers.
Workers follow one of their colleagues as their informal leader when they find
that can he can fulfil their psychological needs. In such cases informal leaders
become more acceptable to workers and formal leaders become mere
figureheads. Management does not appoint informal leaders.

Functions and Techniques of Leadership

The main functions of leader are as follows:

[Link] Subordinates

The first major task of managerial leadership is to create and sustain enthusiasm
for organizational objectives. I order to develop enthusiasm among the
subordinates the leader must fully understand and respond to their attitudes and
feelings. He must have those personal qualities which subordinates look for in a
good leader.
[Link] Morale
The second main job of a leader is to develop and maintain morale of his
followers. Morale building is a difficult task. In order to build morale, a leader
has to create self confidence and zeal among the employees. A leader can win
the confidence of people by establishing this superiority in knowledge and by
providing psychological support to them. Every subordinate should be provided
required information about his job and its relationship with other jobs. This is
called orientation. Regular training, continuous supervision and job security
should also be provided to develop morale.
3. Guiding Subordinates
A leader acts as a guide and teacher to his followers. He develops a community
of interests in the work group. He has to set an example through his conduct and
behaviour.
4. Representation
A leader serves as the spokesman and guardian of his subordinates. He takes
initiative in all matters concerning the interests of his group. He is expected to
defend the integrity and welfare of the group from external pressures and
unwarranted criticism.

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Communication

The term communication has been derived from a Latin word communis which
means communication. Communication is the process of passing information
and understanding from one person to another to bring about commonness of
interest, purpose and efforts. It is more than simply writing or talking to people.

Communication is a two way process as communication is not complete unless

the receiver of the message has understood the message properly and his
reaction or response is known to the sender. Therefore communication has been
defined as an exchange of facts, ideas, opinions or emotions by two or more
persons.

Nature of Communication
The following are the characteristics of communication
[Link] involves interchange of facts and thoughts from one person to
another to bring about mutual understanding.
[Link] is a two way process involving sending of a message and
receiving the reaction to that message. One person alone cannot communicate.
3. Communication is a continuous or never ending process. A manager must
always be in touch with his subordinates and superiors to get things done
efficiently and effectively.
4. Communication is a pervasive function. It applies to all phases of
management and to all levels of authority.
5. The basic purpose of communication is to create mutual understanding and
unity of purpose.
The Communication Purpose
Communication is a process involving interchange of information, ideas and
viewpoints between two or more persons in order to create mutual
understanding between them. The various steps or elements in the process of
communication are as follows:
1. Communication
The communication process begins when the communicator or sender has a
message to communicate to others. Communicator or sender is the person who
wants to convey the message to achieve understanding or change the behaviour
of the receiver. The communicator serves as the source and initiates the
communication process.

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[Link]
Message is the body or subject matter of communication. It contains words,
symbols, pictures or some other form which will make the receiver understand
the message.
3. Encoding
The communicator or sender of information expresses his idea into words,
symbols or signs or gestures to convey the message. This is known as encoding
of message. The use of symbols increases the speed of communication and
helps in keeping the message secret.
[Link] channel
Channel is the media through which the message passes from the sender to the
receiver. It may be formal or informal, written or oral. Etc. the encoded message
is transmitted to the receiver with the help of communication channel.
[Link]
The person who receives the message is known as receiver. It is the receiver to
whom the message is directed and communication process is incomplete
without the existence of the receiver of the message.
[Link]
The receiver of the message decodes the message to derive meaning from the
message.
7. Feedback
The reaction,reply or response which the receiver of the message sends to the
sender is called feedback. The communication process is said to be complete
when the feedback information is received by the communicator. Feedback is
the return flow of communication.
Channels or Types of Communication
A communication channel is the route or path through which messages are
transmitted from the sender to the receiver. Channels of communication may be
broadly be divided into two categories
1. Formal Communication
2. Informal communication
1. Formal Communication
Formal channel of communication refer to the paths of communication which
are officially created by the management. Various authority levels in the chain
of command serves as formal communication channels. Formal channels are
linked with the status or position of the sender and the receiver in the

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organisational hierarchy. Formal communication is based upon the scalar chain
of the organization. Formal communication usually flows in three directions-
a. downward b. upward c. horizontal.
2. Informal Communication
Infromal communication refers to communication among people through
informal contacts. It flows through unofficial channels not specified in the
organization structure. Informal communication exists along with the formal
communication in the organization. Members of the organization develop
informal communication channels when the barriers in the formal channels or
when formal communication does not satisfy their psychological needs.
Managers may use also use informal communication to gather information
which cannot be collected through the formal channels. Informal
communication is also known as grapevine.
Methods of Communication
1. Oral communication
2. Written communication
3. Gestural communication
1. Oral communication
Oral communication involves exchange of messages through spoken words.
It may takes place (i) by face to face contacts and (ii) through mechanical
devices like phone. Face to face conversation is the most natural way of
transmitting the message. It is very speedy and helps to interchange feelings and
attitudes. Face to face communication may take place through lectures, group
discussions, interviews ,committee meetings, broadcast and social gatherings.
2. Written communication
Written communication is transmitted through written words in the form of
letters, circulars, memos, bulletins, instruction cards, manuals, hand books,
reports, returns etc. Managers frequently use written communications in the
course of performing their functions. It is frequently used to issue specified
orders and instructions to subordinates.
3. Gestural communication
Communication through gestures or postures is known as Gestural
communication or body language. It is often used to supplement oral
communication. Gestural communication is very useful in conveying feelings,
emotions and attitudes.
Essentials of Sound Communication System

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Effective communication is essential for successful management. Therefore it is
the duty of every manager to ensure that there is no communication gap
between him and his subordinates. An effective system of communication
should be developed so that there is a smooth flow of information and ideas
both upwards and downward the chain of command. A good communication
system must satisfy the following requirements.
[Link] of Communication
The process of communication begins with a message. The message must be as
clear and unambiguous as possible. A message can be transmitted effectively
only when the communicator is clear in his mind about what he wants to
convey. The words and language used in the message must be simple and
known to the receiver, Every message must be directed to a purpose and a
person.
2. Adequacy of communication
The message must be complete both in terms of contents and the information
flow. Incomplete message will create misunderstanding and inefficient action.
Every subordinate must be provided with the information required for the
effective performance of his job.
[Link] of communication
The message must always be consistent with the objectives and policies of the
organization. It should support the chain of command and should not be
contradictory to the earlier messages. In case the new message is an amendment
of the old one, this fact should be stated clearly so that there is no confusion
among the receivers. The communication system must reflect the needs and
character of the organization.
4. Proper Training
All messages should be sent at the right time. A delayed communication creates
doubt and gives rise to rumours. The communicator can get the desired response
to his message only when it is conveyed at the right time. Communication must
be a continuous programme and each executive must consider it an integral part
of his job.
5. Feedback
It should be remembered that communication is a two way process. The
communicator must make an attempt to find out the reaction or response of the
receiver. In direct personal communication, feedback is available on the spot
but in other types of communication, the sender will have to use some signals to
get the feedback. Communication must flow freely in both directions.

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[Link]
The cost of communication should be kept reasonable without sacrificing the
efficiency of communication. This can be done by avoiding unnecessary
transmissions. The lines of communication must be direct and short as possible.
7. Human Factor
While sending messages the human relationships should be kept in view. The
sender must understand the world of the receiver. He should try to communicate
without causing injury to the sentiments of the receiver. Management must
create a climate of mutual trust and confidence. Management must tap the
supervisors knowledge of what employees are doing and thinking.

Motivation
Introduction

Before this we talk about the motivation process, it is important to know what is
motivation? The behavior of an individual is directed towards some goals by an
inner drive is called motivation and the process that allow us to motivate people
to do some specific job is called the process of motivation. In fact the human
behavior is energized, directed & sustained by the motivation Process.

In the area ofHRM the motivation is defined as the desire of an employee to

perform his job in an excellent way or to exercise the full potential for
performing the tasks assigned to the employee. The main characteristic of
motivation is that it guides the human behavior towards objectives.

Motivation is important in acquisition & retaining of employees. The employees

are linked with the organizational objectives through the glue of motivational
tools. In addition to this, the creativity & performance of the employees are also
enhanced through the motivational factor.

The Process of Motivation

The process of motivation starts with the need which may be the perception of
deficiency in an individual. For example, an employee in the organization
considers the need for higher pay, more challenging work, for time off etc.
These needs influence the thought processes of employee that directs him to
satisfy the needs by adopting a particular pattern of action. In case the selected
course of action of an employee leads him towards expected results in the form
of reward than he will definitely be motivated by the similar reward to give the
same performance in the future. On the other hand, if the anticipated rewards
are not resulted by adopting a certain line of action, then the employee would

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not be likely to repeat his behavior. So the rewards of certain action, act as a
feedback mechanism that supports the employee to evaluate the consequences
when he is considering his future action.

Fundamental Phases – Process of Motivation

Following are the basic phases of the process of motivation.

1. Need Identification

In the first phase of the process of motivation is the employee feels certain need
that is unsatisfied & hence he identifies that need. Then the unfulfilled need
stimulates the employee to search certain goal by creating tension in him. This
tension acts as driving force for the accomplishment of the set goals which can
satisfy the tension creating need.

2. Exploring Ways to Fulfill the Need

In this phase of the process of motivation, different alternative ways are

explored that can satisfy the unsatisfied need that is identified in the first phase.
In fact the unsatisfied need stimulates the thought processes of the employee
that direct him to adopt a certain course of action.

3. Selecting Goals

In the third phase of the process of motivation, the goals are selected on the
basis of identifying needs and alternative course of actions.

4. Performance of Employee

In the fourth phase of Motivation Process, the identified need stimulates the
employees perform in a certain way that has already been considered by him. So
the employee performs certain course of action to the satisfaction of unsatisfied
need.

5. Rewards/Punishments as Consequences of Performance:

If the consequences of the particular course of action followed by an employee

are in the form of rewards, then the employee would be motivated to perform
the same level of efforts for acquisition of similar rewards in future. Whereas
when the anticipated results of the actions of an employee lack the rewards, then
he would not be willing to repeat his behavior in the future.

6. Reassessment of Deficiencies of Need

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When an employee feels satisfaction for his certain unsatisfied need through the
rewards of a certain line of action, then he again reassesses any further
unsatisfied need and resultantly the whole process is repeated again.

The Process of Motivation – Motivational Process Theories

The motivational theories answer the question that why one kind of job is
motivating & satisfactory for the employees as compared to any other job. The
managers must comprehend the motivational factors of the employees because
motivated employees perform quite well than non-motivated ones. Following
are the theories of motivation that are helpful to understand the motivation of
employees.

1. Maslow’s Need Hierarchy

This theory of motivation is presented by the Abraham Maslow, who

organized the major human needs into five categories in a hierarchal manner.
According to Maslow, people tend to satisfy these organized needs in some
specific order which means that the lower level need is fulfilled first then the
next upper level need is considered. These organized needs are given below in
an ascending order.

 Physiological (related to water , food & shelter)

 Safety & Security ( related to protection against deprivation & theft)
 Social (related to affection, belonging, friendship & love)
 Ego ( related to freedom, achievement, independence, recognition, status
& self-esteem)
 Self-Actualization (related to the realization of the full potential about
one’s self)

According to this theory, the lower level need is satisfied first before going
towards the satisfaction of higher level need. Furthermore, when a certain need
is satisfied then that need cannot be regarded as the powerful motivator. The
theory of Maslow is not much realistic & it has certain drawbacks, but there are
three main contributions that are provided through his theory. These
contributions are as follows.

01- The influential categories of needs are identified by the Maslow that can be
helpful for the managers in the organizations to utilize them as positive
reinforces.

02- Through this theory two normal levels of needs are identified which are
lower level needs and higher level needs and lower level needs are satisfied
first.

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03- The importance of self-actualization 7 personal growth is presented to the
managers of the organizations by the theory of Maslow.

3. McGregor’s Theory X & Theory Y

This theory is presented by McGregor in which he explains two sub theories

which are Theory X & Theory Y. The theory X explains that the employees in
the organization are lazy & they are not interested in their jobs so they should
be stimulated to perform their duties. On the other hand the theory Y shows
opposite side, which is that the employees of the organization are creative,
mature &n complex ones that are interested to perform their jobs. The
McGregor explains that the employees of the organization show their talents &
ingenuity in their work when they are placed under the right circumstances.
Furthermore the employees of the organizations are provided with the freedom
to enhance their talents & therefore they have the choice of selecting the
methods for accomplishing their task which ultimately accomplish the goals of
the organization. This theory explains that the needs of the employees should be
aligned with the needs of the organization by the managers so that the
employees can show better performance by regulating their own actions. This
theory promotes further investigation in the area of motivation.

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