DIRECTING is said to be a process in which the managers instruct, guide and oversee the

performance of the workers to achieve predetermined goals. Directing is said to be the heart of
management process.Planning,organizing, staffing have got no importance if direction function does
not take place.

Directing is influencing people's behavior through motivation, communication, group

dynamics, leadership and discipline. Managers give this function a variety of names. Higgins calls it
leading. Other labels are: influencing, coaching, motivating, interpersonal relations, and human
relations.

Definition

It is the directing style wherein managers tell their personnel what to do, how to do it and
when to have it completed by. They assign roles and responsibilities, set standards, and define
expectations.

Directing is the fourth phase of the management process. This phase could also be referred as
coordinating, or activating. It is the action phase of management, requiring the leadership and
management skills necessary to accomplish the goals of the organization

It is the issuance of orders, assignments and directions that enable the nursing personnel
understand what are expected of them. Directing includes supervision and guidance so that in doing
their job well, nurses can maximally contribute to the organization’s goal in general and into nursing
service objective in particular.

PURPOSE:

The purpose of directing is to channel the behavior of all personnel to accomplish the
organization's mission and objectives while simultaneously helping them accomplish their own
career objectives

PHILOSOPHY OF DIRECTING:

Directing initiates action and it is from here actual work starts. Direction is said to be
consisting of human factors. In simple words, it can be described as providing guidance to workers is
doing work. In field of management, direction is said to be all those activities which are designed to
encourage the subordinates to work effectively and efficiently. According to Human, “Directing
consists of process or technique by which instruction can be issued and operations can be
  carried out as originally planned” Therefore, Directing is the function of guiding, inspiring,
overseeing and instructing people towards accomplishment of organizational goals

Direction represents one of the essentials functions of management because it deals

with human relations. Direction is also, infrequently and by some, labeled as ‘actuating’. Once the
organizational plans have been laid down, the structure being designed and competent people
brought in to fill various positions in organization. Direction is the managerial function of guiding,
motivating, leading, supervising the subordinates to accomplish desired objectives. Acquiring
physical and human assets will not suffice; what is more important is that people must be directed
toward organizational goals. Without proper direction and supervision employees become inactive,
dull and inefficient and consequently the physical assets like machinery and plant will be put to
ineffective use.

Basic Concepts about Directing

 Direction consists of the process and techniques utilizing in issuing instruction
and making certain that operations are carried out as originally planned.
 Direction is a complex function that includes all those activities which are
designed to which encourage subordinates to work effectively and efficiently
in both short and long run.
 Direction is telling people what to do and seeing that they do it to the best of
their ability.
 Directing deals with the steps a manager takes to get subordinates and others
to carry out plans.
 Direction provides link between different functions in an organization.

Directing Function of Management

 Directing is influencing people's behavior through motivation,

communication, group dynamics, leadership and discipline. The purpose of
directing is to channel the behavior of all personnel to accomplish the
organization's mission and objectives while simultaneously helping them
accomplish their own career objectives.

 Managers give this function a variety of names. Higgins calls it leading.

Other labels are: influencing, coaching, motivating, interpersonal relations,
and human relations.

The directing function gives the manager an active rather than a passive role in
employee performance, conduct and accomplishments. Managers accomplish their
objectives through people. In blaming others for her or his human resource problems,
a manager is denying the management responsibilities inherent in the directing
function.
 The directing function gives managers a second responsibility: helping people in the
organization accomplish their individual career goals. Organizations do not succeed
while their people are failing. Helping people in the organization with career planning
and professional development is an integral part of the directing function.

In Management Excel, the directing function in Managing for Success has included:
motivation, communication, performance appraisal, and discipline and conflict
management. Several Management Excel teams have offered situational leadership as
an advanced course for Managing for Success graduates. Management Excel team
leader in-services have included group dynamics and team building.

Direction has got following characteristics:

1. Pervasive Function - Directing is required at all levels of organization.

Every manager provides guidance and inspiration to his subordinates.
2. Continuous Activity - Direction is a continuous activity as it continuous
throughout the life of organization.
3. Human Factor - Directing function is related to subordinates and therefore
it is related to human factor. Since human factor is complex and behavior is
unpredictable, direction function becomes important.
4. Creative Activity - Direction function helps in converting plans into
performance. Without this function, people become inactive and physical
resources are meaningless.
5. Executive Function - Direction function is carried out by all managers and
executives at all levels throughout the working of an enterprise, a
subordinate receives instructions from his superior only.
6. Delegate Function - Direction is supposed to be a function dealing with
human beings. Human behavior is unpredictable by nature and
conditioning the people’s behavior towards the goals of the enterprise is what the executive
does in this function. Therefore, it is termed as having
delicacy in it to tackle human behavior.

Directing Style
Managers tell people what to do, how to do it and when to have it completed by.
They assign roles and responsibilities, set standards, and define expectations.
•

Communications - It is one way. The manager speaks, employees listen and

react. The only feedback managers ask for is - "Do you understand what
needs to be done?"
•

Goal-Setting - The manager establishes short-term goals with specific

deadlines.
•

Decision-Making - The manager makes most if not all decisions. When

problems arise the manager evaluates options, makes decisions and directs
employees as to what actions to take.
•
Providing Feedback - The manager provides candid, detailed instructions as
to what changes the employee needs to make.
•

Rewards and Recognition - Managers reward and recognize people for

following directions.

Points to Remember When Using the Directing Style

 Organize your thoughts before you begin to speak.

 Start with the big picture, and then discuss the details.

 Make sure your directions are clear and specific.

 If possible show employees the desired output. Take the mystery and guess

work out of what you want.

 Assign due dates.

 Provide written instructions if the directions are complex or lengthy.

 Get feedback -test the transfer. Ask the employee to explain in his or her

own words what you want done.

Elements of Directing

The directing functions of the manager include the following:

1. Delegation

2. Supervision

3.Leadership

4.Motivation

5.Communication

6. Coordination
A. DELEGATION:
Delegation (also called deputation) is the assignment of authority and responsibility to another
person (normally from a manager to a subordinate) to carry out specific activities. However the
person who delegated the work remains accountable for the outcome of the delegate work.

It allows a subordinate to make decisions, i.e. it is a shift of decision-making

authority from one organizational level to a lower one.

Delegation, if properly done, is not abdication. The opposite of effective delegation is

micromanagement where a manager provides too much input, direction, and review
of delegated work.

Delegation is a vital skill for team leaders. Genuine delegation leads to a

team owning its success and increasing its capacity for achievement. Yet
letting go of control can be hard.

FIVE TIPS FOR DELEGATION:

1. Provide Context

It is essential to be clear about what is required, and why it is important. Framing the delegated work
within the broader context energises recipients. They're clear how the work you are delegating
contributes to the overall success of the team. Recipients should also be clear how their tasks help the
team achieve the vision or success criteria.

2. Delegate Authority and Responsibility

Delegation of the responsibility to complete a task is relatively easy. Delegating the necessary
authority is less so. Delegation of authority requires confidence in the individual, since the leader is
relinquishing some control over team activities. Yet without the necessary authority and room for
decision making, people are not empowered to complete the tasks they have been given. This is
particularly vital in a voluntary organization. Jethro advised Moses to set up an organization with
both responsibility and authority (Exodus 18:13-26).

3. Support don't Abdicate

Delegation does not mean complete withdrawal. Particularly in the early stages, people need support
and encouragement to take on additional responsibility. They may need skill training, or encouraging
feedback as they stretch themselves in previously untested areas. Prayer support is equally important.
Abdication can leave the delegated person feeling that if anything goes wrong they are left isolated.
4. Only Delegate When Appropriate

Check that the recipients of the delegation have the necessary skills, information, authority and
capability to carry out the delegated responsibilities. If not, then the work will not get done and the
individual concerned may lose motivation.

5. Look at Team and Sub-team Structure.

Map out what is delegated to the various individuals and sub-teams on your team. Check for
consistency and overlaps, and ensure that there is clear communication within the team as to who has
responsibility for which areas. This is even more important within a team setting than in a traditional
one-to- one, manager to subordinate relationship.

ELEMENTS
1. Responsibility – entails an obligation to fulfill the work assigned to certain
position.
2. Authority - deciding what must be done to achieve the purpose, functions to
be performed, which will carry them out and the authority and
Responsibilities they will have to accomplish the tasks.
3. Accountability– process of establishing an obligation to perform the work
and to make a decision within the set limits.

BASIC PRINCIPLES

1. A clear outline of duties, responsibilities and relationship should be

Established.

2. Authority should be delegated within specially defined limits to avoid

stepping to other’s right.

3. Defining objective and suitable measure for determining performance. The most effective measure
is based on performance standards which are checked against objectives, programs, schedules and
budgets.

4. Delegated responsibility must be accompanied with corresponding authority.

5. Every supervisor is held completely accountable for the methods and results
of the work assigned to him.
ADVANTAGES OF DELEGATION

1. Freeing the supervisors from routine task.

2. Send message to employees that supervisors has confidence in their ability.
3. It is a powerful motivation tool.
4. It is a training tool for those who have leadership potentials.

BARRIERS TO DELEGATION

a. Belief in the fallacy “if you want it done right, do it yourself”

b. Lack of confidence and trust in workers.
c. Vague job definition or information
d. Fear of competition
e. Lack of control
f. Poor examples set by the managers who don’t delegate

PREPARED BY:

MC DRIS