Section IV

What is Directing?
Orchestrating interpersonal activities, leading, and motivating employees to work effectively and efficiently in pursuit of organizational goals.

 Directing is the active element which initiates action

to translate decision into productive activities

Lower Level Management spends more time in

directing than Higher Level Management

Clarity of objectives and Unity of Command and

Direction

Proper communication

Feedback and Follow-up are one of the important

constituents

The meaning of motivation

The driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation
The degree to which an individual wants and chooses to engage in certain behaviour.

The needs and expectation of people at work

Figure 5.2

A basic motivational model

Figure 5.1

Main theories of work motivation

Figure 5.4

Motivation Theories
Content theories
prescriptive in nature, assume people have similar needs recommend characteristics that should be present in jobs

Process theories
stress differences in individual needs focus on cognitive processes that create differences

Intrinsic and extrinsic motivation

Extrinsic motivation Intrinsic motivation Related to psychological rewards, e.g. a sense of challenge and achievement, receiving appreciation

Related to tangible rewards, e.g. salary, security, promotion, conditions of work

Maslows Theory of Needs

Maslows Hierarchy

SelfActualization Self-Esteem Needs Social Needs Safety Needs Physiological Needs

 Everybody has a set of needs that need to be satisfied. Once the needs on one level have been satisfied, they can move on to the next
level of needs.

Basic Human Needs

Food

Air
Water

Clothing

Physiological Needs

Safety
Protection Stability

Safety Needs

Social
Affection

Social Needs

Acceptance

Inclusion

Esteem

Esteem Needs

Self-Respect

Self-Esteem
Respected by Others

Self-Actualization
Achieve full potential Fulfillment

Views of Satisfaction-Dissatisfaction
Traditional View
Satisfaction Dissatisfaction

Herzbergs View
Motivators Satisfaction No Satisfaction

Hygiene Factors No Dissatisfaction Dissatisfaction

Herzbergs Two-Factor Theory

Original research based on interviews with 200

accountants & engineers using critical incident technique

Two sets of motivators identified

Motivators (intrinsic factors) Hygiene's (extrinsic factors)

Herzbergs Two-Factor Theory

Highly Satisfied Motivation Achievement Recognition Responsibility Work itself Personal growth

Area of Satisfaction

Motivators Influence Satisfaction Level

Neither Satisfied Nor Dissatisfied

Hygiene Factors Working conditions Area of Pay and security Dissatisfaction Company policies Supervisors Interpersonal relationships
Hygiene Factors Influence Satisfaction

Highly Dissatisfied

Mc Gregors Theory X and Theory Y

Individual management
philosophy reflects one of two sets of assumptions about workers

The two sets were called

Theory X and Theory Y

McGregors Assumptions
Theory X Employees
Dislike work Motivated by threats Avoid responsibilities Value security

Theory Y Employees
Enjoy work Committed to goals Accept responsibilities Have mental potential

Management Tenets
Theory X
Organizes productive elements
according to human needs

Theory Y
Organizes the elements according
to economic ends

Directs people to fit needs of

organization organizational needs

Assists people to recognize and

develop responsibility of experiences

People are passive and resistant to People become passive as a result Management gets things done
through other people

People achieve own goals by

directing their own efforts toward organizational objectives

Leadership: Definition
Koontz
Leadership is the ability of a manager to induce the followers to work with confidence and zeal

George Terry
Leadership is the activity of influencing people to strive for mutual objectives

Leadership Styles

Autocratic Bureaucratic Democratic/Participative Coercive Transactional Transformational Laissez-Faire Charismatic Intellectual Situational

Charismatic
Robert House (1977) used define charismatic leadership:

Dominant. Strong desire to influence others. Self-confident. Strong sense of ones own moral values

Conger & Kanungo describe behavioral attributes of Charismatic Leaders:

Vision and articulation. Sensitivity to the environment. Sensitivity to member needs. Personal risk taking. Performing unconventional behavior.

Intellectual
Professional Expert Has the technical qualification,knowledge and
practical experience Has the capacity and the ability to give correct advise Subordinates respect his views and opinion

Autocratic
Manager retains power (classical approach) Manager is decision-making authority Manager does not consult employees for input Subordinates expected to obey orders without
explanations

Motivation provided through structured rewards

and punishments

When to use Autocratic

New, untrained employees Employees are motivated Employees do not respond to any other
leadership style High-volume production needs Limited time for decision making Managers power is challenged by an employee

Bureaucratic
Manager manages by the book Everything must be done according to
procedure or policy

If it isnt covered by the book, the manager

refers to the next level above him or her

Police officer more than leader

When to use Bureaucratic

Performing routine tasks
Need for standards/procedures Use of dangerous or delicate equipment Safety or security training being conducted Tasks that require handling cash

Democratic
Often referred to as participative style Keeps employees informed Shares decision making and problem solving
responsibilities

Coach who has the final say, but

Gathers information from staff members

before making decisions

Democratic
Help employees evaluate their own performance Allows employees to establish goals Encourages employees to grow on the job and be
promoted

Recognizes and encourages achievement

Can produce high quality and high quantity work

for long periods of time

When to use Democratic

To keep employees informed
To encourage employees to share in decisionmaking and problem-solving

To provide opportunities for employees to develop

a high sense of personal growth and job satisfaction

Complex problems that require a lots of input

To encourage team building and participation.

Coercive
Power from a persons authority to punish
Most obvious types of power a leader has. Good leaders use coercive power only as a last
resort:
In todays sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it.

When to use Coercive

To meet very short term goals

When left with no other choice

In times of crisis

Transactional
Motivate followers by appealing to their own selfinterest

Motivate by the exchange process.

EX: business owners exchange status and wages for the work effort of the employee.

Focuses on the accomplishment of tasks & good

worker relationships in exchange for desirable rewards.

Encourage leader to adapt their style and behavior

to meet expectations of followers

When to use Transactional

Leader wants to be in control When there are approaching deadlines
that must be met Relationship is short term

Transformational
Charismatic and visionary

Inspire followers to transcend their self-interest for

the organization

Appeal to followers' ideals and values Inspire followers to think about problems
new or different ways in

Common strategies used to influence followers

include vision and framing
Research indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.

Transformational
Instils feelings of confidence, admiration and
commitment Stimulates followers intellectually, arousing them to develop new ways to think about problems. Uses contingent rewards to positively reinforce desirable performances Flexible and innovative.

When to use Transformational

When leaders want members to be an active
part of the organization and have ownership to it

When leaders are building a sense of

purpose

When the organization has a long term plan When people need to be motivated

Laissez-Faire

Also known as the hands-off style Little or no direction Gives followers as much freedom as possible All authority or power is given to the followers Followers must determine goals, make decisions, and resolve problems on their own.

When to use Laissez-Faire

Employees are highly skilled, experienced,
and educated Employees 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 Employees are trustworthy and experienced

Situational
New kind of Style Proposed by Paul Hersey

and Ken Blanchard They categorized from S1 to S4 Flexible approach Combination of all types of leadership Leader adopts the style after studying the situation

Leadership Traits
Personal Traits
Self confidence

Initiative Charisma Emotional Maturity Intelligence Communication Personality Foresight Responsible

Leadership Traits
Managerial Traits
Technical Interpersonal Conceptual Diagnostic Decision-making Time-management

Controlling
Koontz
The managerial function of control is the measurement and correction of the performance of subordinates in order to make sure that enterprise objectives and the plan devised to attain them are accomplished

Control means
To check To regulate To compare with a standard To exercise authority over To curb or restrain

Control Process
Setting Up Standards Measuring Performances Comparing & Identifying any deviation Corrective Measures Follow up

Advantages of Controlling
Facilitates achievement of targets Facilitates regular consultation Co-ordination and efficiency Avoids deviation from the objectives Avoids wastage Raises employee morale Corrective steps can be taken

Essentials of an Effective Control System

Focus on strategic control points Well defined standards Direct control Flexible Stress on facts Motivating effect Forward looking Suitability Prompt Economical Simple format Control in the right hands

Control Techniques
Traditional Techniques
Budgetary controls Cost Control Break even analysis Statistical control Financial statement Direct supervision & observation

Control Techniques
Modern Techniques
CPM-PERT Return on Investment (ROI) Management Audit Management Information Systems (MIS) MBO(SMART method) Self Control

Co-Ordination
Mc Farland
Co-ordination is the process whereby an executive develops and orderly pattern of group efforts among subordinates and secures unity of action in the pursuit of a common purpose

Mooney and Reiley

The achievement of orderly group efforts and unity of action in pursuit of common purpose

 Managerial function which involves adjusting,

integrating or interlinking activities to achieve objectives Integral part of every function of management Crucial for survival of any enterprise Continuous process Minimizes conflict and avoids confusion Interlinks department or functions towards a unified goal

Importance of Co-ordination

Develops Team Spirit Unity of Purpose Raises Employee Morale Optimum Utilization of Resources Acts as a driving force Cordial relations Corporate Image

END