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DIRECTING
Meaning:
Direction is called management in action. In the words of Thco Haimann, "In order to make any
managerial decision really meaningful, it is necessary to directing.
Definition:
In the words of Koontz and ODonnel, "Directing is the inter!ersonal as!ect of managing "y which
su"ordinates are led to understand and contri"ute effecti#ely and efficiently to the attainment of
enter!rises o"$ecti#es".
Nature or Characteristics of direction:
%& It is a Dynamic 'unction
(& It Initiates )ction
*& It +ro#ides ,ecessary -ink .etween /arious 0anagerial 'unction
1& It is a 2ni#ersal 'unction
3& It is 4oncerned 5ith Human 6elationshi!s7
Principles of effective direction:
8ffecti#e direction leads to greater contri"ution of su"ordinates to organization goals. The directing
function of management can "e effecti#e only when certain well acce!ted !rinci!les are followed.
The following are the "asic !rinci!les of effecti#e direction7
I& Harmon of !"#ectives: it is an essential function of management to make the !eo!le realize
the o"$ecti#es of the grou! and direct their efforts towards the achie#ement of their o"$ecti#es.
The interest of the grou! must always !re#ail o#er indi#idual interest. 8ffecti#e direction fosters
the sense of "elongingness among all su"ordinates in such a way that they always identify
themsel#es with the enter!rise and tune their goals with those of the enter!rise.
II& $nit of Command: This !rinci!le states that one !erson should recei#e orders from only one
su!erior, in other words, one !erson should "e accounta"le to only one "oss. If one !erson is
under more than one "oss then there can "e contradictory orders and the su"ordinate fails to
understand whose order to "e followed. In the a"sence of unity of command, the authority is
undermined, disci!line weakened, loyalty di#ided and confusion and delays are caused.
III& $nit of Direction: To ha#e effecti#e direction, there should "e one head and one !lan for a
grou! of acti#ities ha#ing the same o"$ecti#es. In other words, each grou! of acti#ities ha#ing
the same o"$ecti#es must ha#e one !lan of action and must "e under the control of one
su!er#isor.
I/& Direct %upervision: The directing function of management "ecomes more effecti#e if the
su!erior maintains direct !ersonal contact with his su"ordinates. Direct su!er#ision infuses a
sense of !artici!ation among su"ordinates that encourages them to !ut in their "est to achie#e
the organizational goals and de#elo! all effecti#e system of feed9"ack.
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/& Participative or Democratic Management: The function of directing "ecomes more effecti#e
if !artici!ati#e or democratic style of management is followed. )ccording to this !rinci!le, the
su!erior must act .according to the mutual consent and the decisions reached after consulting
the su"ordinates. It !ro#ides necessary moti#ation to the workers "y ensuring their !artici!ation
and acce!tance of work methods.
/I& Effective Communication: To ha#e effecti#e direction, it is #ery essential to ha#e an effecti#e
communication system which !ro#ides for free flow of ideas, information, suggestions,
com!laints and grie#ances.
/II&&ollo'($p: In order to make direction effecti#e, a manager has to continuously direct, guide,
moti#ation and lead his su"ordinates. ) manager has not only to issue order and instructions
"ut also to follow9u! the !erformance so as to ensure that work is "eing !erformed as desired.
He should intelligently o#ersee his su"ordinates at work and correct them whene#er they go
wrong.
Importance of Direction:
Directing #arious em!loyees in an organization is an im!ortant managerial task. It is indis!ensa"le
for achie#ing enter!rise o"$ecti#es. 8ffecti#e direction !ro#ides the following ad#antages7
%& Initiates )ction: Direction is re:uired to initiate action. The function of !lanning, organizing,
staffing etc., will "e taken u! only when direction is gi#en to initiate them. Direction starts the
actual work for achie#ing enter!rise o"$ecti#es.
(& Improves Efficienc: ) manager tries to get ma;imum work from his su"ordinates. This will "e
!ossi"le only through moti#ation and leadershi! and these techni:ues are a !art of direction.
*& Ensures Co(ordination: Direction hel!s in ensuring mutual understanding and team work. The
indi#idual efforts are directed in such a way that !ersonal !erformances hel! in achie#ing
enter!rise o"$ecti#es. The integration of #arious acti#ities is !ossi"le through direction.
1& Helpful in Implementing Changes: ) "usiness o!erates in a changing en#ironment. ,ew
situation de#elo! e#ery now and then. ) !ro!er system of moti#ation will hel! em!loyees in
taking u! new challenges.
3& Provides %ta"ilit: 8ffecti#e leadershi!, su!er#ision and moti#ation will hel! in the smooth
growth of an enter!rise. ) growing concern will !ro#ide sta"ility to its acti#ities.
<& Motivation: 0oti#ation is an im!ortant element of direction. 0oti#ation is a factor which
encourages !erson to gi#e their "est !erformance and hel! in achie#ing enter!rise goals. )
strong !ositi#e moti#ation will ena"le the increased out!ut of em!loyees. ) key element in
direction is moti#ation. It hel!s in getting willing co9o!eration of em!loyees. 8#ery organization
makes efforts that its em!loyees contri"ute ma;imum for achie#ing goals.
=& %upervision: Direction in#ol#es gi#ing instruction to em!loyees for undertaking some work in
order to see whether em!loyees are doing the thing as !er targets or not there is a need for
su!er#ision. In su!er#ision all the acti#ities of the em!loyees are controlled and efforts are
made to ensure !ro!er achie#ement of targets. In case the !erformance is less than the targets
then remedial ste!s are taken for im!ro#ing the !erformance. >o su!er#ision is an integral !art
of direction.
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?& Co(ordination: Direction will "e effecti#e only when there is a !ro!er co9 ordination. In
direction, different !ersons are asked to !erform s!ecific task. In order to see that efforts of
e#ery em!loyee are in the direction of achie#ing organizational goals there is a need to co9
ordinate #arious acti#ities. In the a"sence of co9ordination e#ery !erson will go in his own
direction without "othering for the enter!rise target. 5hen #arious acti#ities are co9originated
then o#erall enter!rise o"$ecti#es will "e easily achie#ed.