DIRECTING

Directing is considered to be one of the essential functions of management and a managers vital outcome. It deals with the process of guiding, motivating, leading and supervising the subordinates in order to achieve the organisational goals.

Direction may be defined as A managerial function that is related with instructing , guiding and inspiring the human factor in the organisation to achieve organisation objectives. According to Dale Directing Means Telling people what to do and seeing that they do it to the best of their ability.

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FEATURES OF DIRECTING

It is a human Activity : directing involves guiding and inspiring the human resources in the organisation hence it is a human activity. It is one of the vital managerial function without which the organisation cannot survive. Directing is pervasive ( spread throughout ) because it is to be performed at each and every level of the organisation. Directing is a continuous process because it deals with the continuous guidance to be provided by the superiors to their subordinates. Directing always follows a top down approach i.e. directing is initiated at the top level of the organisation and slowly down upto the down most level of the organisational hierarchy. Directing always aims towards performance because it guides action and action lead to the outcome. Directing provides linkage between other managerial functions such as planning, organizing and staffing.

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MOTIVATION

Motivation has its origin from the latin word movere which means to move. Another related term to motivation is motive, which may be defined as Any cause, incentive, purpose or intention that causes a person to act A process that starts with a physiological or psychological deficiencies or need that activates a behavior or a drive that is aimed at a goal or incentive A motive is an inner state that energizes, activates, or moves and directs or channels behavior goals. Berelson and Steiner
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NATURE OF MOTIVATION

Motivation is a Physiological phenomena which generates within an individual. A person feels the lack of certain needs, to satisfy which he feels working more. The need satisfying ego motivates a person to do better than he normally does. Motivation is an inner feeling which energizes a person to work more. The emotions or desires of a person prompt him for doing a particular work. There are unsatisfied needs of a person which disturb his equilibrium. A person moves to fulfill his unsatisfied needs by conditioning his energies. There are dormant (lying inactive ) energies in a person which are activated by channelising them into actions.
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Types of Motivation

POSITIVE MOTIVATON :- Positive motivation or incentive motivation is based on reward. The workers are offered incentives for achieving the desired goals. The incentives may be in the shape of more pay, promotion, recognition of work. Etc. NEGATIVE MOTIVATION :- Negative motivation or fear motivation is based on force or fear. Fear causes employees to act in a certain way. In case they do not act accordingly then they may be punished with demotion or layoffs ( temporary discharge of work).
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IMPORTANCE OF MOTIVATION

HIGH PERFORMANCE LOW EMPLOYEE TURNOVER AND ABSENTEEISM BETTER ORGANISATIONAL IMAGE BETTER INDUSTRIAL RELATIONS ACCEPTABILITY TO CHANGE

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COMMUNICATION

The word communication has been derived from the Latin word communis which means common. Thus, communication means sharing of ideas in common. when we communicate, says Wilbur Schramn, We are trying to establish a commonness with someone. That is we are trying to share information, an idea or an attitude.

Louis A. Allen defines communication as, Communication is the sum of all the things one person does when he wants to create understanding in the mind of another. It is a bridge of meaning. It involves a systematic and continuous process of telling, listening and understanding.
Fred G. Meyer says, Communication is the intercourse by word, letters or messages, intercourse of thoughts or opinions. It is an act of making ones ideas and opinions known to others.
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ELEMENTS OF COMMUNICATION

1. Communicator :- The sender , speaker, issuer, or writer who intends to convey or transmit a message. 2. Communicatee :- The receiver for whom the communication is meant. He receives the information, order or message. 3. Message :- The subject matter of communication .i.e. the content of the letter , speech , order, information, idea, or suggestion. 4. Communication Channel :- The media by which the information and understanding are passed from the sender to the receiver. It serves as a link between the communicator and the communicatee. 5. Response or Feedback :- The effect , reply or reaction of the information transmitted, on the communicatee i.e., successful , no communication or miscommunication.
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THE PROCESS OF COMMUNICATION

The communicator first of all, formulates a clear idea about the facts, opinions or information he wants to convey. The idea is then translated by him into words( spoken or written ) , symbols or some other form of message which he expects the receiver to understand. This process is known as encoding of the message. The communicator selects a suitable media for the transmission of the message. e.g. telephone, telegraph, or television. The message is conveyed with the help of the media selected. The message is then received by the communicatee. He tries to understand it by decoding the message. The communicatee acts upon the message as he has understood it. Finally , the effectiveness of communication is measured through feedback. If the communication brings in the desired changes in the actions or behavior of the receiver, it is said to be successful communication. In case, there is no change in the actions or behavior , there is no communication, and if it leads to undesirable changes it is a case of miscommunication.
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IMPORTANCE OF COMMUNICATION

Basis of decision making and planning. Smooth and Efficient working of an organisation. Facilitates Co-ordination. Increases Managerial Efficiency. Promotes Co-operation and Industrial Peace. Helps in Establishing Effective Leadership. Motivation and Morale. Increases Managerial Capacity. Effective Control. Job Satisfaction. Democratic Management. Increases Productivity and Reduces Cost. Public Relations.

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LEADERSHIP

Koontz & ODonnell Leadership is the ability of a manager to induce subordinates to work with confidence and zeal. The ability of an individual to influence, motivate, and enables others to contribute toward the effectiveness and success of the organizations of which they are members.
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NATURE AND CHARACTERISTICS OF LEADERSHIP

Leadership is a personal quality. It exists only with followers. If there are no followers, there is no leadership ? It is the willingness of people to follow that makes person a leader. Leadership is a process of influence. A leader must be able to influence the behavior , attitude and beliefs of his subordinates. It exists only for the realisation of common goals. It involves readiness to accept complete responsibility in all situations. Leadership is the function of stimulating the followers to strive willingly to attain organisational objectives. Leadership styles do change under different circumstances. Leadership is neither bossism nor synonymous with 5/16/2013 12 management.

LEADERSHIP STYLES OR TYPES OF LEADERS

Autocratic or Authoritarian Style Leader :- An autocratic, also known as authoritarian style of leadership implies yielding absolute power. Under this style, the leader expects complete obedience from his subordinates and all decision making is centralised in the leader. There is no participation by subordinates in decision making process. No suggestions or initiative from subordinates is entertained. All decisions , major or small, are taken by the leader and subordinates are forced to obey them without questioning.
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Laissez-Fare or Free Rain Style Leader

Under this type of leadership, maximum freedom is allowed to subordinates. They are given free hand in deciding their own policies and methods and take their own decisions. The leader provides help only when required by his subordinates otherwise he does not interfere in their work . This type of leadership creates self-confidence in the subordinates and provides them an opportunity to develop their talent.
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Democratic or Participative Style Leader

Under this style , the leader acts according to the mutual consent and the decisions are reached after consulting the subordinates. Subordinates are encouraged to make suggestions and take initiative. It provides necessary motivation to the workers by ensuring their participation and acceptance of work methods. Mutual trust and confidence is also created resulting in Job satisfaction and improved morale of workers.
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Bureaucratic or Rule-Centerd Leadership

It is a type of leadership where everything is influenced by rules, regulations, and procedures. The leader sets up a procedure for adhering to the rule book. All decisions are taken on the basis of rules and regulations. No deviation of set of principles is allowed under all situations. The employees are not encouraged to take initiatives. Over dependence on rules and procedures bring red tapism (excessive formalities) in the working.
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Manipulative Leadership Style

Under this style the leader tries to achieve organisational goals by exploiting the weak points of employees. The need and aspirations of employees are used as tools for achieving organisational objectives. The employees are exploited through different means for extracting more and more work from them and not compensating them for their additional efforts.
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Paternalistic Style Leader

This style of leadership is based upon the sentiments and emotions of people. A Paternalistic leader is like a father figure to the subordinates. The leader looks after the needs and aspirations of subordinates and also helps their families. He helps, guides and protects all of his subordinates but they do not grow under him. The subordinates becomes dependent on the leader.
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Formal and Informal Leaders

A formal leader is one who is formally appointed or elected to direct and control the activities of the subordinates .He is a person created by the formal structure , enjoys organisational authority and is accountable to those who have elected him in a formal way. The formal leader has a twofold responsibility. On the one hand , he has to fulfill the demands of the organisation, while on the other he is also supposed to help, guide and direct his subordinates in satisfying their needs and aspirations.

Informal Leader are not formally recognised. They derive authority from the people who are under their influence. In any organisation we can always find some persons who command respect and who are approched to help. Guide and protect the informal leaders have only one task to perform. i.e. to help their followers in achieving their individual and group goals. Informal leaders are created to satisfy those needs which are not satisfied by the formal leaders. An organisation can make effective use of informal leaders to strengthen the formal leadership.
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THANKS
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