UNIT IV – DIRECTING
DIRECTING:
Directing is the process of d r i v i n g e n t i r e w o r k f o r c e
towards
objective of organization without deviation.
DIRECTING:
Every organization is composed of individuals.
Unless a manager understands individual’s behavior,
he / she cannot get the things done by others.
DIRECTING
Meaning and concept of Directing :
Directing is an important element of
management without which nothing in
the managerial process can achieve
success. Direction is the very essence of
management. Infact, it is the sum total
of all managerial efforts to see the
organisation marching towards its
defined goals.
Definition of
Directing :
• According to S.S Chatterjee, “Direction is the sum total of managerial efforts that is applied for
guiding and inspiring the working teams to make better accomplishments in the organisation.”
• According to Dale Opines, “Direction is telling people what to do and seeing that they do it to the
best of their ability.It includes making assignments, explaining procedures ,seeing that mistakes
are correcred, providing on the job instruction and of course issuing orders.”
Thus, directing is concerned with instructing, guiding, supervising and inspiring people in the
organisation to achieve its objectives. It is the process of telling people what to do and seeing that
they do it in the best possible manner. The directing function thus, involves:
• Telling people what is to be done and explaining to them how to do it.
• Issuing instructions and orders to subordinates to carryout their assignments as scheduled.
• Supervising their activities.
• Inspiring them to meet the mangers expectation and
contribute towards the achievement of organisational objectives.
Features of Directing :
They are explained as follows :
i)Directing Initiates Action:
Other functions prepare a base or setting of action, i. e., how action has to be carried on the
directing initiate or start action. By giving directions or instructions the managers get the work
started in the organisation.
ii)Directing takes place at every level:
Directing is a pervasive function as it is performed by managers at all levels and in all locations.
Every manager has to supervise, guide, motivate and communicate with his subordinate to get
things done. However, the time spent in directing is comparatively more at operational level of
management. Directing takes place wherever superior subordinate relation exists.
iii)Directing flows From Top to Bottom:
Directions are given by managers to their subordinates. Every manager can direct his immediate
subordinate and take directions from immediate boss. Directing starts from top level and flows
to lower level.
iv) Performance Oriented:
Directing is a performance oriented function. The main motive of directing is bringing efficiency in
performance. Directing converts plans into performance. Performance is the essence of directing.
Directing functions direct the performance of individuals towards achievement of organisational goal.
v) Human Element:
Directing function involves study and molding of human behaviour. It improves interpersonal and
intergroup relationship. It motivates employees to work with their best ability.
Importance of Directing :
Plans remain mere plans unless they are put into action. In the absence of direction, subordinates will have
no idea as to what to do. They will probably not be inspired to complete the job satisfactorily.
Implementation of plans is, thus, largely the concern of directing function. As a function of management,
directing is useful in many ways. They are as follows :
i) It guides and helps the subordinates to complete the given task properly and as per schedule.
ii) It provides the necessary motivation to subordinates to complete the work satisfactorily and
strive to do them best.
iii) It helps in maintaining discipline and rewarding those who do well.
iv) Directing involves supervision, which is essential to make sure that work is performed according
to the orders and instructions.
v) Different people perform different activities in the organisation. All the activities are interrelated.
In order to co-ordinate the activities carried out in different parts and to ensure that they are
performed well, directing is important. It thus, helps to integrate the various activities and so also
the individual goals with organisational goals.
vi) Directing involves leadership that essentially helps in creating appropriate work environment and
build up team spirit.
Principles of Direction :
They are explained as follows :
i)Principle of Maximum Individual Contribution:
According to this principle, management should adopt that directing policy through which the
employees get motivated and give their maximum individual contribution for the achievement
of organisational objective.
ii)Principle of Harmony of Objectives:
According to this principle, there must be full coordination between organisational and
individual objectives. Employees work in an organisation with an objective to get better
remuneration, promotion, etc. On the other hand, organisational goal can be to earn more
profits and to increase market share.
Sometimes it is seen that there is a conflict between the objectives of both the parties, e.g.,
organisation wants that it should get a major share of profit whereas employees perceives that
as they work directly on the job, so more profit must be shared among them in the form of
bonus. Management here must establish coordination between the objectives of both the
parties/factors by adopting suitable method of direction.
iii) Principle of Unity of Command:
According to this principle, a subordinate should get directions from one officer at a time. If the subordinate gets
directions from more than one officer, the subordinate will be unable to priorities his work. As a result,
situation of confusion, conflict and disarrangement is created. By following this principle, effective direction
takes place.
iv) Principle of Appropriateness of Direction Technique:
According to this principle, appropriate direction techniques should be used, e.g., to supervise effectively, to
provide able leadership, to adopt free communication and to motivate through right medium.
v) Principle of Managerial Communication:
According to this principle, it should be monitored by the management that the subordinates get the same
meaning for what has been said. This simplifies the job of the subordinates and they need not go to the
managers repeatedly for enquiring.
vi) Principle of Use of Informal Organisation:
According to this principle, there must be a free flow of information between the seniors and the subordinates.
The success of direction depends upon effective exchange of information to a great extent. Information
should be given both through formal and informal mediums. Special attention should be given to the
informal organisation. This strengthens the formal organisation.
vii) Principle of Leadership:
According to this principle, while giving directions to the subordinates a good leadership must be provided by
the managers. By this, subordinates get influenced by the managers. In this situation, subordinates act according
to the wish of the managers.
vii) Principle of Follow Through:
According to this principle, it must be monitored by management as to what extent the policies framed and
issued directions have been enforced. Thus, it must be seen whether the employees are following the
management or not.
If yes, then to what extent. As per this principle, the job of managers is not to sit idle after framing policies or
issuing directions but to continuously take feedback. The advantage of this will be that if there is any problem in
implementing a policy or a direction it can be removed then and there.
Components/Elements of Direction :
The important components of direction are as follows :
i) Motivation:
It is the process of inspiring and encouraging the people to do work. It is a skill of using the capability of
manpower for the organization. It is a mental and physical presence of employee to do work. Effective
motivation helps to raise the effective direction. Therefore, motivation is important aspect of direction.
ii) Leadership:
It is another important aspect of direction. It is defined as the process of influencing people to perform work
effectively. In other words, it influences the behavior of employees or subordinate. According to time, situation
and behaviour of followers, a leader must conduct his followers. therefore, it is an important aspect of
direction.
iii) Communication:
Communication means transferring information from one person to another. In other words when the
information is transmitted from one person to another and information receiver easily take the information,
it is known as communication. It includes sending message and receiving message. After sending message
receiver receives the message and understands it. Therefore message receiver responds and reacts about
the message. In an organization manager must develop an effective communication system so that s/he
may give instruction and guidance to the subordinates and motivate them to do the work to the best of
their ability.
iv) Coordination:
It is also an important aspect of direction. When the coordination activity is not conducted effectively.
Direction is not effective. Coordination is the process of linking activity of resources and various
departments so that desired goal can be achieved easily. It is inter-related with all managerial function.
v) Supervision:
It is another important aspect of direction. Direction is not only to issue order but also supervising job of
subordinates. It is an important function of every manager. So the manager’s duty is to look after their
work and examine that whether they have done according to the order issued or not and also help in
solving their work problems.
LEADERSHIP AND TYPES
LEADERSHIP:
Leadership is defined as the process of influencing a group to
achieve goals.
Leadership is defined as the process of influencing and supporting others to
work enthusiastically towards achieving objectives.
IMPORTANCE OF LEADERSHIP:
1. M o t i v a t i n g employees:
Higher the motivation, higher would be the performance.
A g o o d l e a d e r s h i p itself will motivate a n employee to perform
better.
IMPORTANCE OF LEADERSHIP:
2. To develop team work:
Three vital determinants of team work are leader, subordinates and work
environment.
Leadership will make the environment to work efficiently.
IMPORTANCE OF LEADERSHIP:
3. B e t t e r u t i l i z a t i o n of h u m a n resource:
With proper plan n ing of policies programs, l e a d e r s h i p
and
u t i l i z e s t h e m a n p o w e r p r o p e r ly.
IMPORTANCE OF LEADERSHIP:
4. Creating confidence to followers:
A good leader create confidence, by giving proper guidance and advise.
IMPORTANCE OF LEADERSHIP:
5. Directing:
Being an example, a leader can motivatethe
entire team towards goal.
IMPORTANCE OF LEADERSHIP:
6. Building morale:
Attitudes of employees towards organization, management and cooperation
will improve by good leadership.
IMPORTANCE OF LEADERSHIP:
7. Maintaining discipline:
A good leadership can ensure proper decorum in an organization leading
towards goal attainment.
LEADERSHIP QUALITIES:
1. P a t i e n c e
LEADERSHIP QUALITIES:
2. Confidence
LEADERSHIP QUALITIES:
3. Honesty
R.Arun Kumar, AP/Mech, RIT
LEADERSHIP QUALITIES:
4. Lo ng t e r m visio n
LEADERSHIP QUALITIES:
5. D e d i c a t i o n
LEADERSHIP QUALITIES:
6. M o t i v a tio n
LEADERSHIP QUALITIES:
7. M u l t i p l i c i t y i n roles
LEADERSHIP QUALITIES:
8. U n i q u e n e s s
LEADERSHIP STYLES:
1. A u t o c r a t i c lea d er sh ip :
Leader takes a l l by h im se lf with ou t
decisions con su lting
subordinates.
LEADERSHIP STYLES:
1. A u t o c r a t i c lea d er sh ip :
1a) Strict autocrat (leader follows negative motivation)
1b) Benevolent autocrat (leader follows positive motivation)
1c) Incompetent autocrat (to hide his / her ability)
LEADERSHIP STYLES:
2. Democratic leadership:
Subordinates are consulted and their feedback
is taken into account during decision making.
LEADERSHIP STYLES:
3. L a i s s e z – Fa ire lea d e r s h ip :
Subordinates are g iv e n f r e e d o m i n d e c i s i o n m a k i n g .
They will hold responsibility for all their actions.
R.Arun Kumar, AP/Mech, RIT
LEADERSHIP THEORIES
EARLY LEADERSHIP THEORIES:
The early leadership theories focused on l e a d e r a n d i n t e r a c t i o n
of l e a d e r with group members.
1. Tr a i t theories
2. B e h a v i o r a l theories
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Research focused on identifying personal characteristics that differentiated
leaders from non-leaders was unsuccessful.
Later research on the leadership process identified seven traits
associated with successful leadership.
Drive, the desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, and extraversion.
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Drive
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Desire to l e a d
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Honesty a n d i n t e g r i t y
R.Arun Kumar, AP/Mech, RIT
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Self confidence
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Intellig ence
EARLY LEADERSHIP THEORIES:
1. Trait theories:
Job relevant skills
EARLY LEADERSHIP THEORIES:
1. Trait theories:
E x tr a v e r s io n
EARLY LEADERSHIP THEORIES:
2. B e h a v i o r a l theories:
EARLY LEADERSHIP THEORIES:
2. B e h a v i o r a l theories:
EARLY LEADERSHIP THEORIES:
2. B e h a v i o r a l theories:
CONTINGENCY LEADERSHIP THEORIES:
1. F ie d le r Model:
Proposed t h a t effective group performance depended on properly
m a t c h i n g leader ’s style a n d s i t u a t i o n .
Fiedler developed Least – Preferred Coworker
(LPC)
q u e s ti o n n a ir e .
On the basis of 18 pairs of contrasting adjectives respondents were
asked to rate their leader on the s c a l e b e t w e e n 1 to 8.
R e l a t i o n s h i p o r i e n t e d – if he/she scores 64 or above.
Ta s k o r i e n t e d – if he/she or scores 57 or less.
Leaders can’t c h a n g e t h e i r style based on situation.
CONTINGENCY LEADERSHIP THEORIES:
1. F ie d le r Model:
Unfriendly 1 2 3 4 Friendly
5 6 7
8
Unpleasant 1 2 3 4 Pleasant
5 6 7
8
Rejecting 1 2 3 4 Accepting
5 6 7
8
Tense 1 2 3 4 Relaxed
5 6 7
8
Cold 1 2 3 4 Warm
5 6 7
8
Boring 1 2 3 4 Interesting
5 6 7
8
Backbiting 1 2 3 4 Loyal
5 6 7
8
Uncooperative 1 2 3 4 Cooperative
5 6 7
8
Hostile 1 2 3 4 Supportive
5 6 7
8
Guarded 1 2 3 4 Open
5 6 7
8
Insincere 1 2 3 4 Sincere
CONTINGENCY LEADERSHIP THEORIES:
1. F ie d le r Model:
CONTINGENCY LEADERSHIP THEORIES:
2. Hersey and Blanchard’s Situational Leadership Theory:
Successful leadership depends on followers’ readiness.
Acceptance: leadership effectiveness depends on
whether
followers accept or reject a leader.
Readiness: the extent to which followers have the ability and willingness to
accomplish a specific task.
CONTINGENCY LEADERSHIP THEORIES:
2. H e r s e y a n d Blanchard’s S it u a t io n a l L e a d e r s h i p
Theory:
L e a d e r s h i p Styles:
1. Telling: high task-low relationship leadership
2. Selling: high task-high relationship leadership
3. Participating: low task-high relationship leadership
4. Delegating: low task-low relationship leadership
CONTINGENCY LEADERSHIP THEORIES:
2. H e r s e y a n d Blanchard’s S it u a t io n a l L e a d e r s h i p
Theory:
S t a g e s of followers readiness:
1. R1: followers are unable a nd unwilling
2. R2: followers are unable but willing
3. R3: followers are able but unwilling
4. R4: followers are able a nd willing
CONTINGENCY LEADERSHIP THEORIES:
3. P a t h – g o a l theory:
Most respected approach, proposed by R o b e r t House.
States t h a t leader’s job is to a s s i s t f o llo wers a n d to g u i d e t h e
p a t h w a y for th e m .
CONTINGENCY LEADERSHIP THEORIES:
3. Path – goal theory:
Four leadership behaviors are:
1. Directive leader: Gives guidance, make subordinates to understand
what is expected.
2. Supportive leader: Shows concern for subordinates needs.
3. Participative leader: Consults with subordinates before
decision
making.
4. Achievement oriented leader: Sets challenging goals and extract work from
subordinates.
Note: Assumed that leadership styles are flexible.
CONTINGENCY LEADERSHIP THEORIES:
3. P a t h – g o a l theory:
CONTINGENCY LEADERSHIP THEORIES:
3. P a t h – g o a l theory:
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