1. D ir e c t in g

2. Definit
on
•Is the interpersonal aspect
of managing by which
•Process through subordinates are led to
which a manager understand and contribute
communicates with effectively to the
attainment of enterprise
the other members of objectives.
the organization. • is the process to make
people do what you have
planned them to do in
•Process through
previous
which the manager functions of management
energizes the in order to achieve stated
organization to action. goal of the organization.

3. How to effectively carry out the
Managerial Function of Directing
• Make subordinates understand
their jobs and according to the
instructions presented.
• Whatever plans are presented,
can be employ only once the
actual work starts. So there’s a
need for the manager to
constantly initiate the activity
with them.
• Inspire the workers so they
can do best.
• Maintain discipline and positive
environment.

4. How good are the results that
you get from your subordinates
•Output/production-
works should be
finish on time
•Quality and
workmanship-
minimum/zero error
•Cost and budget
control- manage
resources well

5. Dir ingA AT
ect s ool
• The managers should take the
management responsibilities if there is
employee’s misconduct or actions.
• The organization and the people
always go together. Managers helps its
people in professional planning and
development.
• Includes inspiring, communicating,
and guiding.

6. ELEMENTS OF
DIRECTING
 LEADERSHIP
COMMUNICATION
DELEGATION
DECISION MAKING
POLICIES AND PROCEDURES
SUPERVISION
COORDINATION
MOTIVATION
STAFF DEVELOPMENT
CONFLICT MANAGEMENT

7. MOTIVATION
•Is a difficult subject to approach because the
management theorist no using ideas and
discoveries and sociologist and psychologist.
•To arouse, excite or influence behavior

8. COMMUNICATION
•Communication is IDEATION
regarded as basic to the
functioning of the RESPONSE
organization, in its ENCODING
absence, the organization
would cease to exist. It is
the process through DECODING
which two or more TRANSMISSION
persons come to
exchange ideas and
understanding among RECIEVING
themselves.

9. LEADERSHIP
•True Leadership is
about taking people to a
place that they will not go
to by themselves

10. To assign
specific tasks to
workers
DELEGATION

11. SUPERVISION
Means overseeing
the activities of
others. It is
inspecting, guiding,
evaluating and
improving the work
performance of
employees.

12. Direction initiates actions to get
the desired results in an
organization.
Direction attempts to get
maximum out of employees by
identifying their capabilities.
Direction is essential to keep
the elements like Supervision,
Motivation, Leadership and e
anc
ort
Communication effective.
It ensures that every employee
I mp
work for organizational goals.
Coping up with the changes in
the Organization is possible
through effective direction.
Stability and balance can be
achieved through directing.

13. NATURE OF PEOPLE

14. Maslow’s Hierarchy of
Needs
Need to realize one’s full potential as a person
Need to be recognized as having valued
skills
Need to be accepted by others
Concerning one’s survival needs
Refers to basic needs

15. Herzberg’s Two Factory Theory
of Motivation
MOTIVATORS SATISFIERS
 Achievement  Company Policies and
 Recognition Administration
 Advancement  Quality of Supervision
 Work Challenge  Relationship Supervisor
 Possibility for Growth  Peer Relations
 Responsibility  Pay
 Job Security
 Working Conditions
 Status

16. David Mclelland’s Theory

17. Harold Leavitt
Motivational Theory
People do
best in a
chain of
command.
Hierarchy is
best .

18. Legitimate Power
• This power comes by virtue of a person’s
occupying a position in an organization. As an
example, the school teacher is generally
expected to what subject matter should be
discussed, in what order, using what teaching
method.

19. Expert Power
• This is the capacity to influence which arises from
expert knowledge that the influencer has. As an
example, we generally do what the doctor tells us
to do when we’re suffering from an ailment, even
though the doctor is not our superior in the
organization

20. Referent Power
• This is power that comes by virtue of some
personal characteristic of the person which
others identify with. As an example, Before the
February Revolution, Cory Aquino could move
hundreds and thousands of Filipinos to boycott
certain business establishments even though
she occupied no position in government at that
time.

21. Reward Power
• This is power that comes by virtue of a person’s
ability to give or withhold resources which are
valued by others. Thus, many politicians in our
country have power which results from their
ability to dispense patronage.

22. Punishment Power
• Closely related to Reward Power, this is the
power which comes from the capacity to deprive
a person of something of value. As an example,
A robber with a gun over our head has power
over us.

23. Relationship Power
• This is the power which comes from a system of
informal personal obligations which has been
built up between people. As an example, In the
Philippines, Utang na Loob and long standing
family alliances (especially in rural areas)are
ready examples of this source of influence.

24. T
AN S
RT LE
PO IP
IM INC
PR

25. The Principle of Directing
Objective
• The basic purpose of Directing is
contained in the principle that the more
effective the directing process, the greater
will be the contribution of subordinates to
organizational goals

26. Principle of Harmony
Objective
• The more effective Directing is, the more
individual will perceive that their personal
goals are in harmony with enterprise
objectives.

27. Principle of Unity of
Command
• The more completely an individual as a
reporting relationship to a single superior,
the less the problem of conflict in
instructions and the greater the feeling of
personal responsibility for results.

29. Group 3
Lerica Ann Baldonanza
Angelica Fatima Del Rosario
Camille Francesca Ferolino
Uzziel Jeenne Raquepo
Cyrene Santos