DIRECTING

Directing

• Direction is the process of instructing, guiding,

leading, and motivating human resources to
achieve organisational objectives.
• Theo has defined direction as follows:
“Direction consists of the process and
techniques utilized in issuing instructions and
making certain that operations are carried out
as planned”.
 Features of Direction
• Objective Oriented- Every organisation needs to have specific and well
defined objectives. The departmental managers direct their subordinates
to achieve their department goals.
• Continuous process- Directing is a continuous in nature. The managers
direct the activities of the subordinates. The activities are directed as long
as the organisation exists.
• All Pervasive- Directing is applicable to all types of organisation- business
organisation, non- business organisation such as educational institutes and
charitable trusts.
• Unity of Command- A subordinate should receive orders and instructions
from only one superior. In turn , the subordinate should report only to one
superior.
• Unity of Direction- The manager should give same directions to all the
employees doing similar activities. A particular activity must be directed
with the help of a single plan.
• While managers direct their subordinates, It covers three main
elements/components
– Leading, Communicating and Motivation
 Features of Direction
• It is an Art- Directing is a creative function. It is an art because the
managers use their creativity and judgement in issuing orders and
instructions to their subordinates.
• It is a Science Directing is a science as well. Science is a systematic
body of knowledge. The managers can perform directing function
only when they have the right information with them. The
information should be accurately analysed so that they can direct
the right subordinates at the right time.
• Scalar Chain- It refers to the line of command that’s flows from the
top level to the lowest level in the organisation
• Involves Delegation- When the superior directs the subordinates, it
may involve delegation of authority. Delegation is a process by
which superior transfers formal authority to his subordinate.
 Importance of Direction
• Direction initiates actions to get the desired results in an
organization.
• Direction attempts to get maximum out of employees by
identifying their capabilities.
• Direction is essential to keep the elements like Supervision,
Motivation, Leadership and Communication effective.
• It ensures that every employee work for organizational
goals.
• Coping up with the changes in the Organization is possible
through effective direction.
• Stability and balance can be achieved through directing.
 Leadership and Leader
• Leadership is the activity of influencing people
to strive willingly from group objectives.
• Leadership is the ability to secure desired
actions from a group of followers voluntarily,
without the use of coercion.

• Leader is a person who takes charge of or

guides a performance or activity.
 Qualities / Traits of a Leader
• Good Personality- Personality is the sum total of physical, mental and social
qualities. Successful leaders do have good personality.
• Intelligence- A leader should have good educational or technical knowledge.
He needs to have superior knowledge than that of his followers.
• Initiative- Leaders need to have the quality of initiative. They should be in
the right position to do the right things at the right time without being told
by others.
• Innovative- A leader needs to have an innovative mind. He should have the
imagination to develop new ideas or new ways in handling the activities.
• Self Confidence- A leader must have self-confidence. This will enable him to
solve problems and face challenging situations.
• Communication Skills- Good leaders are effective communicators. He should
not only issue orders and instructions, but should ensure that the followers
have understood his orders clearly.
 Qualities / Traits of a Leader
• Coach and Guide- The leader should act as a coach and a guide to direct the
efforts of his subordinates. As a coach, he may actively direct his followers as
to what to do, how to do, and when to do a particular activity. As a guide, he
may provide advise as and when the followers require to carry out their
activities.
• Proper Judgment- He must be in a position to judge certain situations
effectively.
• Human Skills- A good leader is the one who commands popular following. The
knowledge of human skills is very important to the leader as he constantly
interacts with his followers.
• Administrative Skills- A good leader should have the ability to plan, to
organize, to direct, and to control the activities of his group.
• Discipline- A good leader must be a disciplined person.
• Patience- Most of all, a leader needs to have good patience to take
appropriate decisions, listen to views, opinions and complaints of his followers.
 Leadership Styles
1. Autocratic- An autocratic is the one who takes all decision by himself and
expects to be obeyed by his subordinates.
The superior makes the decision
The superior does not consult the subordinates in decision making.
The superior is responsible for the decision.
The relations between superior and subordinates are formal.
2. Bureaucratic- This type of leadership style is more followed in
government departments. The bureaucrats abide by the rules and
regulations in totality. They strictly follow the scalar chain principle, even
in case of urgency.
The bureaucrat takes the decision by strictly following formalities,
rules or regulations.
The subordinates are often not consulted.
The bureaucrat may avoid responsibility.
The relations between superior and subordinates are formal.
 Leadership Styles
3. Consultative- In this type, the leader consults his subordinates before
taking a decision. This type of leader is more open minded.
The superior consults the subordinates before making a decision
The subordinates may give their suggestions or comments, which the
superior may or may not accept.
The superior makes the decision and is responsible for the decision.
The relations between superior and subordinates are informal.

4. Participative (Democratic)- The leader not only consults the

subordinates, but allows them to take part in decision making. The
following points are to be noted.
The superior consults his subordinates before making a decision.
The leader along with the group take part in the decision making.
Both the leader and the group share responsibility for making the
decision.
The relations are informal.
 Leadership Styles
5. Laissez – faire/ Delegative style- In this style, the leader shares the
problem with the group.
The superior allows the subordinate to take decision.
The superior acts more as a guide in arriving at decision.
The superior and subordinates share the responsibility.
The relations are very informal.
6. Paternalistic- This style aims at creating a family atmosphere within the
organisation. The leader is treated and respected as a father figure by the
subordinates.
The leader consider himself as a Parent figure and thus, advises,
guides, consoles, and helps the subordinates even during their
personal hardship.
The Leader may consult his subordinates.
Mostly leaders take the decision and is responsible for decision
making.
The relations are very homely.
 Leadership Styles
7. Sociocratic – Sociocrats attempt to run their organisation like a special
club. They believe in a warm and pleasant social atmosphere. For them,
the interest of the subordinates comes first, and then that of an
organisation.
The superior takes a decision by keeping the interest of the
subordinates. The interest of organisation may be secondary.
8. Neurocratic – A neurocrat is highly task oriented and wants to get the
things done at any cost.
He is highly sensitive, emotional and gets quickly upset at failures.
The leader may not consult the subordinates in decision making.
The leader takes the decision and is responsible for decision making,
but may shift the responsibility on to his subordinate incase of
failure.
9. Situational- Nowadays, in most well managed organisations, the
managers follow situational leadership style. This means the leadership
style varies depending upon the situation.
 Leadership Theory
• GREAT MAN THEORY
• TRAIT THEORY
• The OHIO State University Theory
• University of Michigan Theory
• Managerial Grid Theory
• Fiedler’s Contingency Theory
• Hersey & Blanchard’s model
• Path Goal Theory
 Great Man Theory of Leadership
• The Great Man Theory dates back to the ancient
Greek and Roman times, when leadership used to
be correlated with mental, physical and
personality traits of a leader. The Great Man
Theory of Leadership is based on the notion that
leadership is an inborn quality. According to this
theory, great leaders are born and not made. The
great leaders have inborn qualities, which clearly
distinguishes them from the masses. Examples of
such leaders include Mahatma Gandhi, Winston
Churchill, Martin Luther King, and others.
 Trait Theory of Leadership
• The Trait Theory of Leadership is the modification
of the Great Man Theory. According to this theory
leadership qualities can be acquired. The
leadership qualities always need not be inborn.
This theory states that great leaders are great
people. To be a great leader, one needs to have
great qualities. The great qualities of a leader
may be inborn to a certain extent, but they can
be developed or refined through training,
education and experience.
 The Ohio State University Theory
• The Ohio State University Leadership Studies
Program began in late 1940s under the direction
of Ralph Stogdill. This research was aimed to
identify leadership behavior that helps to achieve
group and organizational goals. The leadership
behavior can be described on the basis of the two
main dimensions: Consideration and Initiating
Structure. It emphasizes on a leader being
compassionate both to the needs of his team
and to the goals of his organization.
The University of Michigan Theory
• At about the same time of the Ohio State University
Studies research, the researchers at the Michigan
University also attempted to identify behaviors
responsible for effective leadership. The Michigan
researchers also identified two dimensions of leadership
behavior. They called them as Employee-oriented and
Production-oriented. Leaders who were employee-
oriented were described as emphasizing interpersonal
relations; they took a personal interest in the employees
needs and accepted individual differences among
members. There were others who were production
oriented who laid higher emphasis on reaching the
goals set by the organization.
 Managerial Grid Theory
• Robert Blake and Jane Mouton developed the
managerial grid theory of leadership. Based on
the previous research, which indicated the
importance of a manager's concern for
production and people, Blake and Mouton
developed this theory.
• Blake and Mouton identified two behavioral
dimensions of leadership:
• Concern for people, and
• Concern for production
 MANAGERIAL GRID
High PEOPLE High PEOPLE
Consideration Consideration
Low PRODUCTION High PRODUCTION
Consideration Consideration

Low PEOPLE Low PEOPLE

Consideration Consideration
Low PRODUCTION High PRODUCTION
Consideration Consideration
 Fiedler’s Contingency Theory
• Fred E. Fiedler and his associates at the
University of Illinois have developed a
contingency theory of leadership. This theory
holds that people become leaders not only
because of their personality or traits but also
because of various situational factors and the
interactions between leaders and group
members.
 Hersey and Blanchard’s Model
• The situational leadership model developed
by Paul Hersey and Kenneth Blanchard
suggests that the most important factor
affecting the selection of a leader’s style is
development level of subordinates. It
emphasizes the importance of creating new
leaders from lower rungs of the organization.
 Path Goal Theory
• The path-goal theory of leadership was first
introduced by Martin G Evans and subsequently
further developed by Robert House and others.
The path goal theory states that a leader should
use organization structure, support and reward
employees and create a conducive work
environment so as to enable employees to
attain organizational and personal goals. In
other words, subordinates will respond favorably
to the leader only when they are convinced that
the leader will help them in progressing towards
their various goals.
Motivation
 Definition of Motivation
• Motivation means a process of stimulating
people to action to accomplish the desired
goals.
• Motivation is the act of stimulating someone
or oneself to get a desired course of action, to
push the right button to get desired results.
 Motivational Factors
– Monetary Factors
• Attractive salary/wages and allowances.
• High rate of bonus.
• Liberal monetary incentives
• Allowances such as over time allowance,
medical allowance, etc.
 Motivational Factors
– Non-monetary Factors
• Job security and enrichment.
• Fair treatment to employees.
• Recognition of good work.
• Encouragement for self-development and
career development.
• Delegation of authority to subordinates.
• Congenial working conditions.
• Helpful attitude of management.
• Fair opportunity of promotion.
• Labor participation in management.
• Designation and status.
MASLOW's NEED HIERARCHY THEORY
• Abraham Maslow was an American psychologist who
developed a hierarchy of needs to explain human
motivation. His theory suggested that people have a
number of basic needs that must be met before people
move up the hierarchy to pursue more social,
emotional, and self-actualizing needs.
• Maslow's hierarchy of needs is a theory of motivation
which states that five categories of human needs
dictate an individual’s behavior. Those needs are
physiological needs, safety needs, love and belonging
needs, esteem needs, and self-actualization needs.
MASLOW's NEED HIERARCHY THEORY

• Physiological needs
• Safety or security needs
• Social needs
• Esteem needs
• Self actualization needs
 MASLOW's NEED HIERARCHY THEORY
• Physiological needs- The first of the id-driven lower needs on Maslow's
hierarchy are physiological needs. These most basic human survival needs
include food and water, sufficient rest, clothing and shelter, overall health,
and reproduction. Maslow states that these basic physiological needs
must be addressed before humans move on to the next level of
fulfillment.
• Safety or security needs- Next among the lower-level needs is safety.
Safety needs include protection from violence and theft, emotional
stability and well-being, health security, and financial security.
• (parents, siblings, children) and chosen family (spouses and partners).
 MASLOW's NEED HIERARCHY THEORY
• Social needs- The social needs on the third level of Maslow’s hierarchy relate
to human interaction and are the last of the so-called lower needs. Among
these needs are friendships and family bonds—both with biological family
• Esteem needs- The higher needs, beginning with esteem, are ego-driven
needs. The primary elements of esteem are self-respect (the belief that you
are valuable and deserving of dignity) and self-esteem (confidence in your
potential for personal growth and accomplishments). Maslow specifically
notes that self-esteem can be broken into two types: esteem which is based
on respect and acknowledgment from others, and esteem which is based on
your own self-assessment. Self-confidence and independence stem from this
latter type of self-esteem.
 MASLOW's NEED HIERARCHY THEORY
• Self actualization needs- Self-actualization describes the fulfillment of
your full potential as a person. Sometimes called self-fulfillment needs,
self-actualization needs occupy the highest spot on Maslow's pyramid.
Self-actualization needs include education, skill development—the
refining of talents in areas such as music, athletics, design, cooking, and
gardening—caring for others, and broader goals like learning a new
language, traveling to new places, and winning awards.
Deficiency Needs vs. Growth Needs on
Maslow’s Hierarchy
• Maslow referred to self-actualization as a “growth
need,” and he separated it from the lower four levels
on his hierarchy, which he called “deficiency needs.”
According to his theory, if you fail to meet your
deficiency needs, you’ll experience harmful or
unpleasant results. Conditions ranging from illness and
starvation up through loneliness and self-doubt are the
byproducts of unmet deficiency needs. By contrast,
self-actualization needs can make you happier, but
you are not harmed when these needs go unfulfilled.
Thus, self-actualization needs only become a priority
when the other four foundational needs are met.
Mc Gregor’s Theory X and Theory Y
• In the 1960s, social psychologist Douglas
McGregor developed two contrasting theories
that explained how managers' beliefs about
what motivates their people can affect their
management style. He labelled these Theory X
and Theory Y. These theories continue to be
important even today.
Mc Gregor’s Theory X and Theory Y
• If you believe that your team members dislike their work
and have little motivation, then, according to McGregor,
you'll likely use an authoritarian style of management. This
approach is very "hands-on" and usually involves
micromanaging people's work to ensure that it gets done
properly. McGregor called this Theory X.

• On the other hand, if you believe that your people take

pride in their work and see it as a challenge, then you'll
more likely adopt a participative management style.
Managers who use this approach trust their people to take
ownership of their work and do it effectively by themselves.
McGregor called this Theory Y.
Mc Gregor’s Theory X and Theory Y
FACTORS THEORY - X THEORY - Y

Creativity People are not creative. They People are creative. They can
are dull and lack rational come up with innovative
thinking. ideas, if properly motivated.

Responsibility Average persons are People are responsible. They

irresponsible. They try to accept responsibility for their
transfer or pass the tasks.
responsibility onto others.

Activeness People are basically lazy. They People are active and alert.
love to hate work. They give They take work as sports if the
excuses for not doing work. conditions are favourable.

Challenges People prefer to do routine People prefer challenging

work. They do not like to have a tasks. They derive satisfaction
change in their work. by implementing challenging
and difficult tasks.
Mc Gregor’s Theory X and Theory Y
FACTORS THEORY - X THEORY - Y

People prefer to be followers. People prefer to be

independent. They want
Followers/Leaders They seek guidance and
directions from their superiors freedom in their work. They
at all times. would like to lead and guide
others.

People are orthodox in nature. People are ready to accept

Orthodox/Flexible They do not want to accept change withThey
new ideas. prefer to
the changing
new ideas. situations.

People do not take advantage People are ambitious and are

Opportunities of opportunities that come in willing to grab opportunities.
their way.

Motivational Needs like job security Needs like esteem dominate

Needs dominate individuals individuals
Mc Gregor’s Theory X and Theory Y
FACTORS THEORY - X THEORY - Y
People lack self-motivation,
Self Motivation: require to be controlled by People are self-directed and
seniors and closely prefer self control
supervised.

Nature of People are selfish and work People are selfless and work
for their personal interest in the interest of their
People: only. organization.

Leadership Emphasis on autocratic Emphasis on situational

Style leadership style. leadership style.

Centralization
v/s Centralization of authority Decentralization of authority.
Decentralization