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DIRECTING - A Function of Management
1. DIRECTING
A function of management
Sugandha Vidge
80
Shweta Gupta
82
Varun Bhatnagar
83
Nupur Vashisth
2. MEANING
Refers to the process of motivation,
communication and leadership
It deals with the relationship of managers
and non managers
Managers as leaders should understand the
motives of people, and they should maintain or
improve the interpersonal relationship in an
organization so that people can be satisfied
from contributing to the achievement and
development of objectives of the enterprise
4. MOTIVATION
Motivation is a process that explains
how the needs, drives, urges
influence and control the behavior of
mankind.
5. MAJOR THEORIES OF
MOTIVATION
I. Need theories:
- Maslow’s Hierarchy of Needs
- Herzberg’s Two Factor Theory
- McGregor’s theory of X and Y
II. Process theories:
- Expectancy Theory
- Goal Setting Theory
- Adam Equity Theory
III. Reinforcement theory
7. TWO FACTOR THEORY
HYGEINE
FACTORS
MOTIVATORS
If absent- doesn’t
if absent- leads to lead to
dissatisfaction
dissatisfaction
If present- act as
If present- does
motivators
not act as
•Challenging work
motivators
•Recognition
•Status
•Learning and
•Job security
development
•Salary
•Work conditions •Opportunities
•Creativity
•Incentives
8. THEORY X AND Y
THEORY X
• people who do not take
responsibilities and seek
direction.
•Dislike work and attempt
to avoid it wherever
possible
•Less ambitious and not
trustworthy
•Want to be controlled
always
•Lower order needs to be
satisfied.
THEORY Y
• keen to take
responsibilities and self
directed.
•View work as being
natural as rest or play.
•More ambitious and
trustworthy.
•Self controlled.
•Higher order needs to
be satisfied.
9. VROOM’S EXPECTANCY
THEORY
Motivation depends on how much we want
something and how likely we are to get it
Elements
◦ Valence (V)
◦ Expectancy(E)
◦ Instrumentality(I)
10. GOAL SETTING THEORY
This theory states that goal setting is
essentially linked to task performance. It
states that specific and challenging goals
along with appropriate feedback contribute
to higher and better task performance
Goal Achievement Depends on:
Acceptance
Extent to which persons accept a goal as
their own.
Commitment
Extent to which an individual is personally
interested in reaching a goal.
11. ADAM EQUITY THEORY
•
Social comparison takes place
Employees mentally construct outcome-toinput ratios for themselves and their
referent other and “socially compare”
If equity exists, you experience no tension
and persist at your current level of effort
When Outcome Self / Input Self is not equal
to Outcome Reference person/ Input Reference person
,the tension is created and employees are
“motivated” to restore equity.
12. REINFORCEMENT THEORY
It states that individual’s behaviour is a
function of its consequences.
Positive reinforcement
Negative reinforcement
Extinction
13. LEADERSHIP
Leadership is the process of influencing
the behavior , attitudes, activities and
efforts of an individual or a group for
achieving common goal.
19. LEADERSHIP STYLES
On the basis of behavioural approach
Power orientation
ii. Leadership as a continuum
iii. Employee-production orientation
i.
o
i.
ii.
On the basis of situational approach
Fiedler’s contingency model
Hursey and Blanchard’s situational model
21. Leadership as Continuum
AUTOCRATIC
Free-rein
Use of authority by manager
Area of freedom for
subordinates
Manager makes Manager seeks Manager presents
Manager present Manager define
manager
Decision and
decision
Ideas and invites
problems, get
limits, asks
permits
announces
suggestions
suggestion &
group to
subordinate
make decision
make
to
function
within limit
23. Leadership Styles
Based on the combination two
consideration:i.
Relationship behaviour
ii. Task behaviour
HIGH
High relationship and
low task
High relationship and
high task
low task
Low relationship and
high task
Relationship
behaviour
Low relation ship and
Low
Task behaviour
Low
High
24. Maturity of subordinates
Based on the context of :i.
Ability
ii. Willingness
We get four combination :i.
Low ability and low willingness
ii. Low ability and willingness
iii. High ability and low willingness
iv. High ability and high willingness
25. Combining leadership style and
maturity
High
participating
selling
Relationship
behaviour
delegating
Low
High
telling
Low
Task behaviour
High
Maturity of followers
Low
26. COMMUNICATION
A process of transmitting ideas,
information, attitudes (images which we
have formulated for ourselves) by the use
of symbols, words, pictures, figures from
the source (who is the originator of the
message) to a receiver, for the purpose of
influencing with intent”. So communication
is considered as a process through which
senders and receivers of messages
interact in a given social context.
28. IMPORTANCE
Communication helps employees to
understand their role clearly and perform
effectively.
It helps in achieving co-ordination and mutual
understanding which in turn, leads to industrial
harmony and increased productivity.
Communication improves managerial
efficiency and ensures cooperation of the staff.
Effective communication helps in moulding
attitudes and building up employees’ morale.
Communication is the means through which
delegation and decentralisation of authority
is successfully accomplished in an organisation.
30. COMMUNICATION
NETWORKS
•
Ve r t i c a l C o mmu n i c a t i o n
Communication
Lateral
CEO
CEO
GM
GM
SR. MANAGER
SUPERVISORS
SUPERVISORS
SUPERVISORES
WORK GROUP
WORK GROUP 1
WORK GROUP 2
32. How to Overcome these
Barriers
Avoid Information Overload
Eliminating differences in perception
Simple Organizational Structure
Active Listening
Emotional State
Use of Simple Language
33. COMMUNICATION AND
TECHNOLOGY
This section is about all the manners associated with
communication – both new and old. Even as we
write this, a new device hits the market and
everything changes – but, really,
not everything changes. Communication itself has
not changed; it is the means we actually use to
communicate that changes almost daily.
Some of the major technology
enabled means of communications are-Facsimile
-Tele-Communication
