module 2(part 2)

directing and controlling

DIRECTION

MEANING

According to Haimann, "Directing consists of the process and techniques

utilised in issuing instructions and making certain operations are carried on
as originally planned.

The function of direction thus breakdown into two major activities

[Link] orders to employees and

[Link] and Motivating them

Requirements or Principles of effective direction:

1. Harmony of objectives:
a. The goals of its members must be in complete harmony with the goals of an
organization
b. The manager must direct the subordinates in such a way that they that they
perceive their goals to be in harmony with enterprise objectives.
c. For Example the company’s profits may be associated with the employee’s
gains by giving additional bonus or promotion.
2. Unity of Command:
The subordinates must receive orders and instructions from one supervisor
only the violation of which may lead to conflicting orders, divided loyalties
and decreased personal responsibility for results.
3. Direct supervision:
Every supervisor must maintain face-to-face contact with his subordinates
which boosts the morale of the employees, increases their loyalty and
provides them with feedback on how well they are doing.
4. Efficient Communication:
a. Communication is an instrument of direction through which the supervisor
gives orders,allocates jobs and explains duties and ensures performance.
b. Is a two way process which enables the superior to know how his
subordinates feel about the company and how the company feels on a number
of issues concerning them.
c. In communication comprehension is more important than the content.
5. Follow-through:
It is an act of following through the whole performance of his subordinates to
keep check on their activities, help them in their cat and point out deficiencies
if any and revise their direction if required.

GIVING ORDERS:
MEANING:
The order is a device employed by a line manager in directing his immediate
subordinates
 to start an activity
 stop it
 modify it.
Mary Parker Follett lays down the following principles which should be
followed in giving orders :
[Link] attitude necessary for the carrying out of an order should be prepare in
advance.
[Link]-to-Face suggestion are preferable.
[Link] order should be depersonalised.
Chester Barnard lays down four condition which make an order acceptable.
These are
[Link] should be clear and complete,
[Link] should be compatible with the purpose of organisation.
[Link] should be compatible with the employee's personal interest and
[Link] should be operationally feasible.
Order may be communicated in verbally or in writing. Written order are
appropriate when
[Link] subject is important
[Link] details are involved and
[Link] is geographical distance between the order-giver and receiver.
A manger may follow four types of methods to ensure compliance to his
orders:
[Link]:
"Do what I say or else........"
[Link]:
"Do what I say because I am god to you"
[Link]:
"You do as I say in certain respect and I do as you say in certain other
respect".
[Link] of objectives:
"If we perform together each will achieve his goal".

MOTIVATON
DEFINE MOTIVATION
"Getting work done through done"
Motivation is the process of channelling a person's inner drives so that he
wants to accomplish the goals of the organisation.

NATURE OF MOTIVATION
The following points involved in understanding a true motivation
[Link] differ in their motivation
 view point of individuals
example: A strange man ask question to three person "my friend,What
are you doing?"
source of satisfaction of individual is differ
1st person:"I am working for 10 skilling a day"
 satisfied wages he earned
 job satisfaction very little
2nd person: "I am squaring this stone, see I have to make edges
absolute straight"
 job only the outstanding satisfaction to 2nd person.
3rd person: "I am helping to built cathedral. Is 't it great.?
 job satisfied by completion of his group work.
[Link] the individuals himself is unaware of his motivation
Its like a iceberg.
example: complaining about the supervisor to the same look which the
worker hate, because of unaware of motivation he/she losses.
3,motivation change:
Motivation change from time-to-time of each individuals.
example: temporary worker produce more to become permanent and
permanent produce more to get promotion and so on.
[Link] are expressed differently
 one individual with strong security need play safe &avoid
responsibility fear of failing or fired.
 Another individual for same security need makes seek
responsibility for fear of fired for low performance.
[Link] is complex
difficult to predict & explain the behaviour of workers.
example: In a factory of sight -convenience changed light as blue-green light,
output of men increased ,but women workers decreased ,later investigation
knew that for women the light makes them look "simply ghastly".
[Link] motivation make the choice of goals difficult for an individuals
3 types of motivational conflicts person's choice of goal difficult
[Link]- approach conflict
[Link] -Avoidance conflict
[Link]-avoidance conflict
MOTIVATION THEORIES
1. Maslow’s need hierarchy theory:
An unsatisfied need is the basis for the motivation process and the starting
point and begins the chain of events leading to behaviour as shown in the
figure below.
Order of priority of human needs begins with the person’s unsatisfied need at
the lowest level-identification of the need develops in the form of as goal
which leads to the fulfilment of the need to achieve the goal. These needs are
arranged in the form of a ladder of five successive categories as shown in the
figure above.

a. Physiological needs: Arise of the basic physiology of life like the need for
food, water, air, [Link] must be at least satisfied partially for continued
survival.
b. Security needs: Needs to feel both economically secure and
psychologically secure. That is free from economic threat and physical harm
which need protection from arbitrary lay-off and
dismissal, disaster and avoidance of the unexpected.
c. Social needs: are needs to associate with other people and be accepted by
them.
d. Egoistic needs: are the needs which relate to respect and prestige the need
for dominance for example. This can be further classified as self-esteem and
esteem from others. Self-esteem is the need for worthiness of oneself and the
esteem is the necessity to think others that he is worthy.
e. Self-fulfilment needs: are the needs to realize ones potential that is
realizing one’s own capabilities to the fullest-for accomplishing what one is
capable of to the fullest. For example, a musician must make music etc.
According to Maslow, people attempt satisfy their physical needs first. As long
as the needs are unsatisfied they dominate and after they become reasonably
satisfied and progress to the next level
and so on.
2. Herzberg’s Two-factor theory:
Original study based on the research by Fredrick and Herzberg who
interviewed 200 engineers and accountants and were asked about the good
times and bad times they think about their jobs.
Out of these interviews two factors emerged called the ‘Maintenance factors’
and ‘Motivators or satisfiers’.
I. Maintenance factors (Factor 1)
1. Fair company polices and administration
2. A supervisor who knows the work
3. A good relationship with one’s supervisor.
4. A good relationship with one’s peers.
5. A good relationship with one’s subordinates.
6. A fair salary
7. Job security
8. Personal life
9. Good working conditions
10. Status
II. Motivators or satisfiers (Factor 2)
1. Opportunity to accomplish something significant
2. Recognition for significant achievements
3. Chance for advancement
4. Opportunity to grow and develop on the job
 5. Chance for increased responsibility
6. The job itself.
Some facts about the two factors:
1. Motivators are job centered
2. Maintenance factors are related working conditions and
environmental conditions.
3. These two groups of factors are also known as intrinsic and extrinsic
rewards.
4. These two sets of factors are unidirectional.

COMMUNICATION
● Communication means Exchange of opinions, facts ideas or emotions by
two or more persons.
● The sum of all things what one does to create an understanding in the
minds of others.
● It is the process of passing information, correct understanding and with
right Interpretation from
one person to another.
Importance of communication:
✔ The importance of communication rose from the fact that earlier business
was considered only a technical and formal structure.
✔ But by Hawthorne’s experiments, it was realized that every organization
requires structure is a social system involving the interactions of the people
working at different levels and proper
communication is required to achieve the goals of the organization.
✔ It is the basis to an organization’s existence from the birth to continuing of
the organization on through its continuing life.
✔ When communication stops, organized action comes to an end. Thus,
communication is the foundation of cooperative group activity.
LEADERSHIP
DEFINITION:
According to Peter Drucker"Leadership is lifing of man's vision to higher
sights ,rights of man's performance to higher standard ,building of man's
personality beyond its normal limitations".

DIFFERENCE BETWEEN A LEADER AND A MANAGER

1. A person emerges as a leader. The question whether
he will or will not emerge as leader always depends on a
number of situational factors. A manager, on the other
hand, is always put into his position by appointment.
2. A leader always has some personal power (i.e., ability
to influence) that enables him to lead. He may or may not
have positional power (i.e., the right to command). A
manager, on the other hand, always has some positional
power He may or may not have personal power. If he has
also personal power, then he will be that much more
effective as a manager.
3. A leader focuses on people and generally seeks those
very objectives which are the objectives of his followers.
Thus there is mutuality of objectives between the leader
and his followers. A manager, on the other hand, focuses
on systems and structures and seeks those objectives
which his subordinates do not regard as their own. Thus
there is clash of objectives.
4. A leader generally looks at the horizon and not just the
bottom line. He is innovative, challenges the status quo
and believes in doing right things. A manager, on the other
hand, is generally bureaucratic, accepts the status quo
and believes in doing things right, according to the rules,
to cope with complexity.
It should be noted that in today's changing business
environment, notwithstanding the above difference, even
managers are in leadership roles. Therefore, in this
chapter, the terms 'leaders' and managers' are used
interchangeably.

CHARACTERISTICS OF LEADERSHIP
Some important characteristics of leadership are as
follows.
1. Leadership implies the existence of followers
We appraise the quality of a person's leadership in
practice by studying his followers. We ask: How many and
what kind of followers does he have? How strong is their
commitment as a result of his leadership? How long will
their commitment last? By answering questions of this
nature we get to know the quality of leadership. We must
not, however, forget that leaders within organizations are
also followers. The supervisor works for a branch head,
who works for a division manager, who works for the vice-
president of a department and so on. Thus, in formal
organizations of several levels, a leader has to be able to
wear both hats gracefully, to be able to relate himself both
upward and downward.
2. Leadership involves a community of interest
between the leader and his followers
In other words, the objectives of both the leader and his
men are one and the same. If the leader strives for one
purpose and his team of workers for some other purpose,
it is no leadership. In the words of G.R. Terry, "Leadership
is the activity of influencing people to strive willingly for
mutual objectives."
3. Leadership involves an unequal distribution of
authority among leaders and group members
Leaders can direct some of the activities of group
members; that is the group members are compelled or are
willing to obey most of the leader's directions.
The group members cannot similarly direct the leader's activities,
though they will obviously affect those activities in a
number of ways.
4. Leadership implies that leaders can influence their
followers or subordinates in addition to being able to
give their followers or subordinates legitimate
directions
In other words, leaders not only tell their subordinates
what to do by way of command but also influence by their
behaviour and conduct. The use of command by leaders
succeeds only in bringing about a temporary behavioural
change in the followers. Permanent attitudinal change in
followers comes through the use of influence only.
According to Hersey and Blanchard6 leadership of the first
type though successful is not effective. The second type of
leadership is both successful and effective.
APPROACHES TO LEADERSHIP
Under behaviour Approach research's have leadership behaviour of 3 points
[Link]
[Link]
[Link]
[Link]

[Link]:
AUTOCRATIC DEMOCRATIC FREE-REIN

[Link]

[Link]

[Link]-REIN
[Link]

I. Employee-oriented:

II. production-oriented:
COORDINATION
MEANING:
coordination is the management of interdependent in work situations.
It is orderly synchronised or fitting together of interdependence efforts of
individuals in order to attain common goal.
Types of Coordination:
CONTROL
MEANING
[Link] MEASURE PROGRESS

2.
3.