DIRECTING:

 Meaning, features amd importance of Directing

 Elements of directing
 Motivation: (i) Meaning and features of motivation
 (ii) Maslow’s Need Hierarchy Theory of Motivation.
 (iii) Financial and Non Financial incentives
 Leadership: Meaning and features
 Styles of leadership:
Authoritative, Democratic and Laissez faire/Free rein leader.
 Communication: Meaning and elements of communication
 Formal and informal communication
 Barriers to communication.
 Improving Communication Effectiveness

Meaning of directing
Directing, as a function of management, refers to the process of
instructing, guiding, counselling, motivating and leading people in the
organisation to achieve its objectives. It is the force which gives the life to
the organisational structure.
Directing comprises of:
a) Issuing orders and instructions by a superior to his subordinates.
b) Supervising the employees when they are performing job.
c) Motivating them to perform to the best of their abilities.
d) Leading them towards the achievement of overall goals of the concern.
Features: ITCF
1. Directing initiates action: The other functions of management
prepare a set-up base for action, but directing initiates action in the
organisation. Planning, organising and staffing, are passive
functions.
2. Directing takes place at every level of Management (Pervasive):
Every manager from top executive to supervisor performs the
function of directing.
3. Directing is a continuous process of supervision,
communication, leadership and motivation. It continues throughout
the life of the organisation.
4. Directing flows from top to bottom: It is initiated at the top level
and flows to the bottom through organisational hierarchy .
Importance of Directing: ( “Directing is the heart of management process”
Do you agree? Give reasons. 2009) IIMBF
1. Initiates Action: It helps to initiate action by the people in the
organisation towards attainment of desired objectives. The
employees start working only when they get instructions and
directions from their superiors. It is the directing function which
starts actual work to convert plans into results.
2. Integrates Employee’s Efforts:
 Directing coordinates and integrates the efforts of the
employees working at various levels and positions in the
organization. It integrates the activities of subordinates by
supervision, guidance and counselling.
 For example. A manager with good leadership abilities will
be in a position to convince the employees working under
him that individual efforts and team efforts will lead to
achievement of organizational goal.

3. Means of motivation: Motivation is an important element of

Directing.
 Directing motivates the subordinates to work efficiently and
 effectively and to contribute their maximum efforts towards
the achievement of organisational goals by satisfying their
needs.
 A good leader can always identify the potential of his
employees and motivate them to extract work up to their full
potential.
4. Facilitates changes: Employees often resist changes due to fear of
adverse effects on their employment and promotion. Directing
facilitates introduction of needed changes in the organization.
Directing instills the spirit of cooperation and commitment among
work force to adopt new changes for the betterment of the
organization and good future for employees.
5. Brings stability and balance in the organisation:
 Managers while performing directing function instruct, guide,
supervise and inspire their subordinates in a manner that they are
able to strike a balance between individual and organisational
interests.
 It improves the spirit of cooperation among the people working at
various levels and in various departments within the organization.

Elements of Directing:

Motivation
Supervision

Leadership Elements of Communicatio

n
Directing

1. Supervision: It means observing the subordinates at work to see

that they are working in accordance with plans and to help them in
solving their problems. The important thing in supervision is that it
 involves face to face contact between superiors and subordinates.
Supervisor’s position is immediately above the worker.
2. Motivation:
 In the context of an organization, motivation means
stimulating employees of all levels to work with greater
enthusiasm and more efficienciently for the accomplishment
of the objectives of the enterprises. It involves arousing needs
and desires in people so as to initiate and direct their behaviour
in a purposive manner.
 “Motivation is the process of stimulating people to action
to accomplish desired goals.”
3. Leadership:
 Leadership is the art or process of influencing people so that
they will strive willingly and enthusiastically towards the
achievement of group goals.
 Leadership indicates the ability of an individual to maintain
good interpersonal relations with the followers and motivate
them to contribute for achieving organizational objectives.
Managers at all levels are expected to be the leaders of their
subordinates.
 “Leadership is the ability of the managers to induce
subordinates to work with confidence and zeal”
4. Communication: Communication means an exchange of ideas,
facts opinions and information between two or more persons to
reach common understanding.
According to Oxford English Dictionary:
Communication means “The imparting, conveying, exchange
of ideas, knowledge etc. whether by speech, writing or signs.
I. Motivation
Meaning: Motivation means a process of stimulating people to action to
accomplish desired goals.
Motivation means inspiring the employees to work with greater
enthusiasm and more efficiently for the accomplishment of the objectives
of the enterprise. It involves arousing needs and desires in people so as to
initiate and direct their behaviour in a purposive manner.
Bridging the gap between ability to do a certain work and willingness to
do a certain work- Motivation.
Features
1. Motivation is an Internal feeling: Motivation is an internal feeling
which means it cannot be forced on employees. The internal feeling
such as urge, drives needs, desires, aspirations etc. influence human
behaviour to behave in a particular manner.
2. Produces Goal Directed Behaviour: It induces people to behave in
such a manner so that they can achieve their goals. A motivated
person works towards the achievement of desired goals.
For example: the promotion in the job may be given to employee
with the objective of improving his performance.
3. Motivation can be either positive or Negative: Positive motivation
means inspiring people to work better and appreciating a work that is
well done e.g., pay increase, promotion, recognition. Negative motivation
means forcing people to work by threatening or punishing them. e.g.,
issue of memo, demotion, stopping increments etc.
4. Complex Process: It is a complex process as the individuals are
heterogeneous in their expectations, perceptions and reactions. Any
type of motivation may not have uniform effect on all the members.
MASLOW’S NEED HIERARCHY-THEORY OF MOTIVATION:
 Maslow’s Theory focuses on the needs as the basis for motivation. It
classifies human needs into five categories.

(i) Physiological Needs: These needs are the basic needs like food,
clothing shelter etc .Satisfaction of such needs is essential for
survival and maintaining human life. An employer can satisfy the
physiological needs of its employees by offering basic salary.
(ii) Safety or security needs: These needs refer to the needs to get
security and protection from physical and emotional harm.
Safeguard against deprivation of physiological needs,e.g., job
security, stability of income, pension plan etc.
(iii) Affiliation/belonging needs: These needs refer to affection, sense of
acceptance, companionship, belongingness etc. which are innate in
every individual. (natural desire to socialise or interact with others).

(iv) Esteem needs: Esteem needs are concerned with the desire to prove
one’s worth in the eyes of others and self, e.g., self-respect, self
confidence, a feeling of personal worth, for oneself and the
prestige or status of self in the eyes of others.
(v) Self actualization needs: These needs are the highest level of need
in the hierarchy. These needs reflect a desire to become what one is
capable of becoming.
These need include Growth, self fulfillment and achievement of
goals.
Assumptions: Maslow’s theory is based on the following assumptions.

(i) People’s behaviour is based on their needs.

(ii) People’s needs are in hierarchical order.
(iii) A satisfied need can no longer motivate a person.
 (iv) A person moves to the next higher level of hierarchy only when the
lower need is satisfied.

Financial and Non-Financial Incentives: Incentive means all measures

which are used to motivate people to improve performance.

Financial Incentives (which can be measured in terms of money) PPPP BRS

(i) Productivity linked wage incentives: Aims at linking payment of wages to
increase in productivity.

(ii) Bonus: An incentive offered over and above the wages/salary.

(iii) Profit sharing: It means to provide a share to employees in the profits. It

creates a feeling of ownership to employees.

(iv) Co-partnership/Stock option: employees are offered company’s share at a

price which is lower than market price.

(v) Retirement benefits: Such as provident fund, pension and gratuity etc.
(vi) Perquisites: Such as car allowance, medical help etc. these measures help to
provide motivation to the employees.

Non-Financial Incentives (which cannot be measured in terms of money) SOCRJJEE

1. Status: Status means ranking of positions in the organisation. The authority,

responsibility, rewards, recognition, etc. of a job indicate the status given to a
person. Psychological, social and esteem needs of an individual are satisfied by
the status given to their job.
2. Organisational climate: It indicates the characteristics which describe the
organization and distinguish one org. from another. The positive measures
regarding characteristics like individual autonomy, reward orientation
develop better organizational climate. Employees can be motivated with
favourable atmosphere.
3. Career advancement opportunity: Works as a tonic and encourages
employees to exhibit improved performance.
4. Job enrichment: It means providing an opportunity to employees to
improve their skills to be promoted to higher levels of job.Appropriate skill
 development programmes and sound promotion policy provide career
advancement opportunity to the employees. If jobs are enriched and made
interesting, the job itself becomes a source of motivation to the employees.

5. Employees recognition programmes: It means acknowledging and

appreciating the work performed by the employees to motivate them to perform
at higher levels.
6. Job security: Employees want their job to be secured and it is a strong
motivator but on the other hand it makes the employees lazy.
7. Employee participation: It means involving employees in the decision
making.
8. Employee empowerment: Means giving more autonomy and powers to
subordinates
.
LEADERSHIP :.

 Leadership is the art or process of influencing people so that they will strive
willingly and enthusiastically towards the achievement of group goals
 Leadership indicates the ability of an individual to maintain good
interpersonal relations with the followers and motivate them to contribute
for achieving organizational objectives. Managers at all levels are expected
to be the leaders of their subordinates.
 “Leadership is the ability of the managers to induce subordinates to work
with confidence and zeal
Features of leadership
a) Leadership indicates ability of an individual to influence others.
b) Leadership tries to bring change in the behaviour of others.
c) Leadership indicates interpersonal relations between leaders and
followers.
d) Leadership is exercised to achieve common goals of the organization.
e) Leadership is a continuous process.
 Styles of Leadership.
A leader may use all styles over a period of time but one style tends to predominate as
his normal way of using power.

TYPES OF LEADERSHIP STYLE

1. Autocratic or Authoritarian Leader:

 It is a leadership style in which a leader gives orders and expects his subordinates
to obey those orders.
 There is only one way communication with the subordinates only to act according to
the command given by the manager.

An autocratic leader gives orders and insists that they are obeyed. He determines the
policies for the group without consulting them.

He does not give information about future plans but simply tells the group what immediate
steps they must take.

Under this style, all decision making power is centralized in the leader. He does not
give the subordinates any freedom to influence his decisions.
It is like “bossing people around.” This style should normally be used on rare occasion.
A

A is the leader – (Boss – Centered – Leadership) When

 DEMOCRATIC STYLE OF LEADERSHIP

It is a leadership style in which a leader develops action plans and takes decisions in
consultation with his subordinates.
Democratic leader gives order only after consulting the group and works out the policies with
the acceptance of the group.

He never asks people to do things without working out the long term plans on which they
are working. He favours decision making by the group as shown in the diagram. This
improves the attitude of the employees towards their jobs and the organization thereby
increasing their morale.
Using this style is of mutual benefit - it allows them (subordinates) to become part of the team
and helps leaders (seniors) to make better decisions.

A is the leader (Group Centered-Leadership) When

should Participative/democratic leadership be applied?

• It works best in situations where group members are skilled and eager to share
their knowledge.

• It is also important to have plenty of time to allow people to contribute, develop a

plan and then vote on the best course of action.

This style should NOT be used:

In situations where roles are unclear or time is of the essence, democratic leadership can
 lead to communication failures and incompleted projects.

(iii) LAISSEZ FAIRE STYLE OF LEADERSHIP

 It is a leadership style in which a leader gives a high degree of independence to his

followers to formulate their own objectives and ways to achieve them.
 The leader does not believe in the use of power unless it is absolutely essential.

Free rein leader gives complete freedom to the subordinates. Such a leader avoids use
of power. He depends largely upon the group to establish its own goals and work out
its own problems. Group members work themselves as per their own choice and
competence. The leader exists as a contact man with the outsiders to bring information
and the resources which the group requires for accomplishing the job.

Note: This is also known as laissez faire which means no interference in the affairs

A
B C

E A is the leader D

(Subordinate - Centered - Leadership)

When should laissez faire/free rein leadership be applied This is an
effective style to use when:

• Followers are highly skilled, experienced and educated.

• Followers have pride in their work and the drive to do it successfully
 on their own.
• Outside experts, such as staff specialists or consultants are being used.
• Followers are trustworthy and experienced.
This style should NOT be used when:

• Followers feel insecure at the non - availability of a leader.

• The leader cannot or will not provide regular feedback to his followers.

COMMUNICATION:
Meaning of Communication:

Communication is defined as a process of exchange of ideas, views, opinions,

facts, feelings etc., between or among people, to create common
understanding.

Elements of communication Process:

1. Sender: Who conveys his thoughts or ideas to another person, the receiver.

2. Message: is the subject matter of communication. Ideas, feelings, suggestions

order etc.
3. Encoding: Converting the message into communication symbols such as
words/pictures etc.
4. Media: Path/Channel through which encoded message is transmitted to receiver
e.g., face to face, phone call, internet etc.
5. Decoding: It is the process of Converting encoded symbols of the sender to interpret
and understand the message.
6. Receiver: Who receives communication of the sender.
7. Feedback: All those actions of receiver indicating that he has received and
understood the message of the sender.
8. Noise: Some obstruction or hindrance to communication like poor telephone
connection, an inattentive receiver, faulty decoding etc.
FORMAL COMMUNICATION:

I. Formal Communication refers to official communication which takes place

through the officially established chain of command. Usually it is written
communication such as letters, memos, reports, statements etc. Classification of
formal communication-

1. Vertical Communication: Flows vertically i.e., upwards or downwards through

formal channels.

(i) Downward Communication: involves flow of information from Higher

level to lower levels like plans, policies, rules etc.
(ii) Upward Communication: involves flow of communication from
Subordinate to superiors like suggestions, grievances, reports etc.

2. Horizontal/lateral Communication: refers to communication between persons

holding positions at the same level of the organisation e.g., production manager
may contact marketing manager about product design, quality etc.

Merits and demerits of formal communication

Merits
1. Orderly flow of information
2. Easy knowledge of source of information
3. Fixation of responsibility
4. Easy in control
Demerits:
1. Slow process 3. Rigidity
2. Lack of personal interest 4. Overload of work
II. Informal Communication: Communication that takes place without following
the formal lines of communication is said to be informal communication. There
is no fixed direction or path for the flow of information. It is based on informal
relations and arises out of personal and social needs of the employees.
Merits and demerits of Informal communication

Merits

1. Fast communication
2. Improved relation
3. Social satisfaction
4. Fill the gaps
Demerits :
1. Misrepresentation of messages
2. Carry rumours
3. Unorganised and irregular
4. Leakage of important facts
Difference between Formal & Informal Communication

Basis Formal Communication Informal Communication

1. Meaning Follows the official Between individuals and groups
chain of command which are not officially
recognised.
2. Channel Through a definite path No definite path.
3. Speed Slow: because all information Very fast - Cuts across all
has to pass through an the official channels.
established scalar chain.
4. Nature More rigid and cannot be Flexible and varies from
Modified individual to individual.
5.Expression It is mostly expressed in It mostly tends to be oral.
written form.
6. Purpose Achieve organisation goals. Meet personal and social needs
of employees.
BARRIERS TO COMMUNICATION: ( 4 CATEGORIES)

I. Sementic Barriers: BBST Fun

Semantic Barriers: Concerned with problems and obstructions in the process of
encoding or decoding of message into words or impressions. Semantic barriers are as
follows:.

(i) Badly Expressed Message: Sometimes due to omission of words, use of wrong
words or inadequate vocabulary, the manager may not be able to communicate
his messages clearly.
(ii) Symbols With Different Meanings: words with different meanings confuses the
receiver. Sometimes, one word might have several meanings and if these are not
understood in the manner in which they are expressed, then a communication
gap arises.
(iii) Faulty Translations: faulty translation of the message may transfer wrong
message. Sometimes the communication originally drafted in one language (e.g.
English) needs to be translated to workers in another language , e.g. Hindi. If
the translator is not proficient with both the languages, mistake may creep in,
giving different meaning to the communication.
(iv) Unclarified assumptions: Some communication may have certain assumptions
which are subject to different interpretations. Unclarified assumptions may
hamper effective communication as different
interpretations may result in confusion.
(v) Technical Jargon: While communicating with the subordinates the superior may
use technical words which may not be understood by them.
(vi) Body Language And And Gesture Decoding: Along with verbal communication
another important mode of communication is body language and gestures
shown by person who is talking. If the verbal communication is not matching
with the body language, then workers may get confused and misunderstand the
meaning.
Example: If manager is telling a joke but there are signs of anger on his face
then worker will get confused.
 II. Psychological/Emotional barriers: DLL P
1. Premature evaluation: judgment before listening completely leads to
misunderstanding. Sometimes people assess the message even before it is complete,
which may lead to misinterpretationof the message.
2. Lack of attention: Sometimes when the sender is communicating , the receiver does
not pay proper attention. The listener may be physically present but mentally absent.
Sometimes people are lost in their own thoughts because of some personal problems.
The pre-occupied mind of the receiver acts as a major psychological barrier.
3. Loss by transmission and poor retention: When oral communication passes
through various levels, successive transmissions of the message result in loss
of accurate information

4. Poor Retention is another problem. usually people cannot retain the

information for a long time if they are inattentive or not interested.

5. Distrust: If the parties to communicate do not have faith in each other/ or they do not
believe each other, they will not be able to understand each other’s message in the
original sense and meaning.
III. ORGANISATIONAL BARRIERS:( OSCOR)
1. Organisational Policy:If organizational policy does not support free flow of
information it creates problem.

2. Rules and regulations: Rigid rules and regulations may lead to red tapism
resulting in hurdle to communication and delay of action.

3. Status: Status conscious managers may not allow subordinates to express their
feelings freely.
4. Complexity in organization structure: When there are lot of managerial levels in an
org. it can lead to delayed and distorted communication.
5. Organisational Facilities: In the absence of facilities for timely and smooth
communications, the effectiveness of communication may get hampered.
IV. PERSONAL BARRIERS: (OF SUPERIORS AND SUBORDINATES.) FULL
1. Fear Of Challenge To Authority : In case superior feels that a particular
communication can hamper his status, power and authority, he or she may
try to avoid such communication.
2. Lack Of Confidence Of Superior In His Subordinates: Communication is
hindered in case superiors do not have confidence on their subordinates. In such
cases subordinates are not encouraged to give their suggstions and opinions.
 3. Unwillingness To Communicate. When subordinates feel that their interest will be
adversely affected by communication, they become unwilling and reluctant to
communicate. e.g., fear of punishment/demotion.
4. Lack Of Proper Incentives: If there is no motivation or incentive or encouragement
for communication, it stops the subordinates to offer useful suggestions.
For example if there is no reward or appreciation for a good suggestion, the
subordinate may not be willing to offer useful suggestions.

Improving Communication effectiveness

Measures to overcome communication barriers are

1.Clarify the ideas before communication:

 The problem to be communicated to subordinates should be clear in all its
perspective to the executive himself.
 The entire problem should be studied in depth, analysed and stated in such a manner
that is clearly conveyed to subordinates.
2. Communicate according to the needs of receiver:
 The level of understanding of receiver should be crystal clear to the communicator.
 Manager should adjust his communication according to the education and
understanding levels of subordinates.
3. Consult others before communicating:
 Before actually communicating the message, it is better to involve others in
developing a plan for communication.
 Participation and involvement of subordinates may help to gain ready acceptance and
willing cooperation of subordinates.
4. Be aware of languages, tone and content of message:
 The contents of the message, tone, language used, manner in which the message is to
be communicated are the important aspects of effective communication.
 The language used should be understandable to the receiver and should not offend
the sentiments of listeners. The message should be stimulating to evoke response
from the listeners.
5. Convey things of help and value to listeners:
6. While conveying message to others, it is better to know the interests and needs of
the people with whom you are communicating.
7. If the message relates directly or indirectly to such interests and needs it certainly
evokes response from communicatee.
8. Ensure proper feedback:
9. The communicator may ensure the success of communication by asking
questions regarding the message conveyed.
10. The receiver of communication may also be encouraged to respond to
communication.
The communication process may be improved by the feedback received to make it more
 responsive.
11. Communicate for present as well as future:
12. Follow up communication helps to remove hurdles, misunderstanding of
information given by managers to subordinates.
13. Be a good listener.
Manager should be a good listener.
Patient and attentive listening solves half of the problems.
Managers should also give indications of their interest in listening to their
subordinates.