Directing & controling

2. Unit-4: Directing & Controlling
Meaning and nature of directing Leadership
styles, Motivation Theories,
Communication - Meaning and importance,
Coordination meaning and importance and
Techniques of Co –ordination, Meaning
and steps in controlling, Methods of
establishing control, Essentials of a sound
control system

4. Directing the efforts of your
people and resources will help
your company accomplish its
planned objectives.
Directing is the
process of guiding
and supervising
employees, often one-on-
one, while they
work.

5. Leading (Influencing) means guiding the activities
of the organization members in appropriate
directions. Objective is to improve productivity.

6. Leading
 Getting others to perform the
necessary tasks by motivating them to
achieve the organization’s objectives
 Crucial element in all functions

7. The final step in managing –
Controlling helps you take
corrective action if things are
not working out as planned.
Controlling is the
process of comparing
expected results
(objectives) with
actual performance.

8. 1. Gather information that mmeeaassuurreess rreecceenntt ppeerrffoorrmmaannccee
22.. CCoommppaarree pprreesseenntt ppeerrffoorrmmaannccee ttoo pprree--eessttaabblliisshheedd ssttaannddaarrddss
33.. DDeetteerrmmiinnee mmooddiiffiiccaattiioonnss ttoo mmeeeett pprree--eessttaabblliisshheedd ssttaannddaarrddss

9. Controlling
 Process by which a person, group, or
organization consciously monitors
performance and takes corrective
action

10. Importance of Directing
•It provides the necessary motivation to subordinates to
complete the work satisfactorily and strive to do the best.
•Directing involves supervision.

11.  Leadership
Motivation
 Communication
 Coordination

12. “Management is doing things right,
leadership is doing the right things”

13. The ability to positively influence people and systems to have a
meaningful impact and achieve results.
Leading People
Influencing People
Commanding People
Guiding People

14. 1. Leader must have followers
2. It is working relationship between leader and followers
3. Purpose is to achieve some common objectives or objectives
4. A leader influences his followers willingly not by force
5. Leadership is a power relationship
6. It is a continuous process

15.  AAuuttooccrraattiicc lleeaaddeerrsshhiipp ssttyyllee
 DDeemmooccrraattiicc lleeaaddeerrsshhiipp ssttyyllee
 Free Rein leadership style
© PhotoDisc

16.  A lleeaaddeerrsshhiipp ssttyyllee wwhheerree tthhee
lleeaaddeerr mmaakkeess aallll ddeecciissiioonnss
iinnddeeppeennddeennttllyy oorr wwiitthhoouutt
ccoonnssuullttiinngg wwiitthh ootthheerrss
 AAddvvaannttaaggeess:: ggoooodd iinn cceerrttaaiinn
cciirrccuummssttaanncceess,, ssuucchh aass uurrggeenntt
ttaasskkss oorr mmiilliittaarryy aaccttiioonnss
 DDiissaaddvvaannttaaggeess:: ppoooorr ddeecciissiioonnss,,
ppoooorr lleevveell ooff eemmppllooyyeeee
mmoottiivvaattiioonn
AAuuttooccrraattiicc

18.  AA lleeaaddeerrsshhiipp ssttyyllee wwhheerree
aa lleeaaddeerr eennccoouurraaggeess
eemmppllooyyeeee ppaarrttiicciippaattiioonn
iinn ddeecciissiioonn--mmaakkiinngg
 TTyyppee ooff ccoonnssuullttaattiivvee
 AAddvvaannttaaggeess:: bbeetttteerr
ddeecciissiioonnss,, eemmppllooyyeeee
mmoottiivvaattiioonn
 DDiissaaddvvaannttaaggeess:: ddeellaayyeedd
ddeecciissiioonn,, lloonngg
ccoonnssuullttaattiioonn
AAuuttooccrraattiicc
DDeemmooccrraattiicc

20.  A leadership style where
employees are encouraged
to make their own
decisions.
 Advantages: more freedom
for employees
 Disadvantages: few
guidelines, little incentive,
poor motivation, maybe a
mess
Autocratic
Democratic
Free Rein
© PhotoDisc

21.  Leadership Styles
◦ Autocratic leadership—boss makes decisions on their
own without consulting employees
◦ Democratic leadership—involves subordinates in
making decisions
◦ Free-reign leadership—leader believes in minimal
supervision, leaving most decisions to subordinates

24. “Motivation means a process of
stimulating people to action to
accomplished desired objectives”

25.  Helps in satisfying needs of the Employees
 Change the negative attitude to Positive attitude
 Helps in introducing changes
 Improves level of efficiency of employees
 Creating friendly and supportive relationship

26. Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation

27.  Positive motivation induces people to do work in the
best possible manner and to improve their performance.
 An example of Positive motivation :
when a Boss tells his subordinate , "if you achieve the
target on the time I will give you promotion “

28.  Negative motivation is generally resorted to when positive
incentive does not works and a psychological set back has to
be given to employees.
 An example of Positive motivation :
When a Boss tells his subordinate , "if you do not achieve the
target on the time I will give you demotion”

29. Those incentives which satisfy the subordinates by providing them
rewards in terms of rupees.
Money has been recognized as a chief source of satisfying the needs
of people.
Money is also helpful to satisfy the social needs by possessing
various material items.

30. Besides the monetary incentives, there are certain non-financial
incentives which can satisfy the ego and self- actualization needs of
employees.
The incentives which cannot be measured in terms of money are under
the category of “Non- monetary incentives”.
Non- financial incentives can be of the following types:-
Security of service-
Praise or recognition-
Promotion opportunities

32.  Managers developed a strategy of
forcing people to work by
threatening to punish or dismiss
them or cut their rewards if they
did not work well.
 This philosophy is characterized
by thinking of aggressiveness and
authorities managers
 Their was a tight control and rigid
supervision over workers.

33.  This theory tried to establish a
direct relationship between
efforts and rewards.
 Bases of Piece rate system of
wages
 Based on the standard manager
should decide on degree of
rewards and penalties

34.  This theory suggest a combination of both
rewards and penalties for motivation
 This is based on the strategy of putting
carrot in the front of the donkey and hitting
it with the stick so it has to run
 Carrot refers to the incentives
 Stick refer to the penalties

35.  Abraham Maslow is well renowned for
proposing the Hierarchy of Needs Theory
in 1943.
 Maslow was of the view that needs have
priority, i.e., needs are satisfied in an
order.
 As soon as the lower level needs are
satisfied. Those on the next higher level
emerge.
 Thus, he considered an individual's
motivation behavior as a predetermined
order of needs. Abraham Maslow

36. desire for gaining more knowledge, social- service, creativity
reputation, prestige, power, status, recognition and respect of
others.
reputation, prestige, power, status, recognition and respect of
others.
needs for belongingness, friendship, love, affection, attention and
social acceptance.
needs for belongingness, friendship, love, affection, attention and
social acceptance.
security of job and need for a predictable, secure and safe
environment
security of job and need for a predictable, secure and safe
environment
food, water, air, shelter, food, water, air, shelter, s sleleeepp, ,t hthirisrst,t ,e etctc. .

38. •Communication is the process by which two or
more persons come together to exchange ideas and
understanding amongst themselves.’
•Communication is a basic organizational function,
which refers to the process by which a person
(known as sender) transmits information or
messages to another person (known as receiver).

39. INDIVIDUALS
 To share knowledge and information
 To present ideas
 To influence others
 To build relationships
 To express emotions
GROUPS
 To achieve common objectives
 To ensure effective completion
of a task
 To reach a common
understanding
 To share common values/
systems
 To build relationships

40. Modes of Communication
Types Examples Usefulness
Written Letters, Memos, Reports,
etc.
It is relatively permanent
and accessible.
Oral Conversations,
Interviews, Phone calls,
Speeches, etc.
It is the easiest when one
needs to communicate
urgently.
Kinesics Facial expressions,
Actions, Tone
Body unconsciously does
90% of communication.

41.  Communication takes place through the formal channels of the
organization structure along the lines of authority established by
the management.
 Such communications are generally in writing and may take any
of the forms; policy; manuals: Procedures and rule books;
memoranda; official meetings; reports, etc.

42.  Communication arising out of all those channels of communication that fall
outside the formal channels is known as informal communication.
 Informal communication does not flow lines of authority as is the case of
formal communication.
 It arises due to the personal needs of the members of the organization.
 At times, in informal communication, it is difficult to fix responsibility about
accuracy of information. Such communication is usually oral and may be
covered even by simple glance or smile or silence.

43. Who to communicate
When to communicate
What to communicate
Whom to communicate
Media for communication

44. Importance of Communication
Communication helps employees to understand their role clearly
and perform effectively
•Communication improves managerial efficiency and ensures
cooperation of the staff.
•Effective communication helps in molding attitudes and
building up employees’ morale

45. If everyone is moving forward together then the
success takes care of itself.

46. “Coordination” must exist. Or there is no
organization only “experience”.

48.  If there is teamwork with no coordination, there will be no
success
 One should coordinate the whole team for success

49.  Co-ordination is not a distinct function but the very essence
of management.
 It is a basic responsibility of management.
 Co-ordination does not arises spontaneously or by force.
 Heart of co-ordination is the unity of purpose.
 Co-ordination is a continuous or an on going process.
 Co-ordination is required in group efforts not in individual
effort.
 Co-ordination is the responsibility of each and every
manager.

50. EFFECIENCY AND EFFECTIVENESS
 Coordination helps to improve the efficiency of operations by
avoiding overlapping efforts and duplication of work. Quality
of coordination determines the effectiveness of organized
efforts.
UNITY OF DIRECTION
 Coordination helps to ensure unity of action in the face of
disruptive forces. It helps unity of action and helps to avoid
conflicts between line and staff elements

51. HUMAN RELATION
 Coordination helps to improve team spirit and morale of
employees. In a well coordinated organization
ESSENCE OF MANAGEMENT
 Coordination is all inclusive concept and the end result of
management process.
 Coordination helps in the accomplishment of organizational
objectives.

53. TECHNIQUES OF COORDINATION

54. SOUND PLANNING
 Planning is the ideal stage for coordination. Clear cut
objectives, policies and unified procedures and rules
ensure uniformity of action.
SIMPLIFIED ORGANISATION
 A simple and sound organization is an important
means of coordination.
 Clear cut authority relationships help to reduce
conflicts and to hold people responsible.

55.  Modification of functioning of department in such a
way that each department coordinates with other
departments , it can be done by horizontal
communication.
EFFECTIVE COMMUNICATION
 Open and regular communication is the key to coordination.
 Effective interchange of opinions and information helps in
resolving difference and in creation mutual understanding.

56. EFFECTIVE LEADERSHIP AND SUPERVISION
 Effective leadership ensures coordination both at the
planning and the execution stage.
 Sound leadership can influence subordinates to have
identity of interest and too adopt a common outlook.
CHAIN OF COMMAND
 Authority is the supreme coordinating power in an
organization.
 Exercise of authority through the chain of command
or hierarchy is the traditional means of coordination.

58. 58
 Controlling
◦ A process of monitoring performance and taking action to
ensure desired results.
◦ It sees to it that the right things happen, in the right ways, and
at the right time.

60.  Control is reciprocally related to planning :
 Draws attention to situations where new planning is needed.
 Provides data upon which plans can be based.
 Various steps in control process which are necessary in its
relationship to planning :
 Establishment of control standards.
 Measurement of performance.
 Comparison between performance and standards and the
communication.
 Correction of deviation from the standards.

61.  The control process begins with planning and the
establishment of performance objectives.
 Performance objectives are defined and the standards
for measuring them are set.
 There are two types of standards:
◦ Output Standards - measures performance results in terms of
quantity, quality, cost, or time.
◦ Input Standards - measures work efforts that go into a
performance task.

62.  Measurements must be accurate enough to spot
deviations or variances between what really occurs and
what is most desired.
 Without measurement, effective control is not possible.

63.  Accurate standards and accurate measurement of actual
performance are very important for clear revelation of
variations.
 Required standards achieved :
 No further managerial action is necessary.
 Control process is complete.
 Required standards not achieved :
 Extent of variation may differ from case to case, depends
upon the type of activity.

64.  Actions should be taken to maintain the desired degree of
control in the system or operation.
 Control actions :
 Review of plans and objectivess and change therein on
the basis of such review.
 Change in the assignment of tasks.
 Change in existing techniques of direction.
 Change in the organization structure.
 Provision for new facilities.

65. Preliminary
Sometimes called the feedforward controls, they are
accomplished before a work activity begins.
They make sure that proper directions are set and that
the right resources are available to accomplish them.
65

66. Concurrent
Focus on what happens during the work process.
Sometimes called steering controls, they monitor
ongoing operations and activities to make sure that
things are being done correctly.
66

67. Postaction
Sometimes called feedback controls, they take place
after an action is completed. They focus on end results,
as opposed to inputs and activities.
67