directing - a function of management

DIRECTING A function of management

Sugandha Vidge 80Shweta Gupta 82Varun Bhatnagar 83Nupur Vashisth 84Swati Panchal 85Namish Mishra 86

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

MEANING

ELEMENTS OF DIRECTING

MOTIVATIONLEADERSHIPCOMMUNICATION

MOTIVATION

Motivation is a process that explains how the needs, drives, urges influence and control the behavior of mankind.

MAJOR THEORIES OF MOTIVATIONI. 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

MASLOW’S NEED HIERARCHY THEORY

Self actualization needs

Esteem needs

Social needs

Safety needs

Physiological needs

TWO FACTOR THEORY

HYGEINE FACTORS

if absent- leads to dissatisfactionIf present- does not act as motivators•Status•Job security•Salary•Work conditions•Incentives

MOTIVATORSIf absent- doesn’t lead to dissatisfactionIf present- act as motivators•Challenging work•Recognition•Learning and development•Opportunities•Creativity

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.

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)

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.

CommitmentExtent to which an individual is personally

interested in reaching a goal.

ADAM EQUITY THEORY

• Social comparison takes placeEmployees mentally construct outcome-to-

input 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.

REINFORCEMENT THEORY

 It states that individual’s behaviour is a function of its consequences.

Positive reinforcementNegative reinforcementExtinction

LEADERSHIP

Leadership is the process of influencing the behavior , attitudes, activities and efforts of an individual or a group for achieving common goal.

THEORIES OF LEADERSHIP

Traits Theory Behavioural Theory

TRAITS THEORY

DriveDesire to lead peopleHonesty and Integrity Self ConfidenceIntelligentKnowledge Extroversion

BEHAVIOURAL THEORY

MotivationPositiveNegative

SupervisionPeople OrientedTask Oriented

Motivation

Positive motivation

Negative motivation

Managerial gridsImpoverished Management (1, 1)Task management (9, 1)Middle-of-the-Road (5, 5)Country Club (1, 9)Team Management (9, 9)

LEADERSHIP STYLES

On the basis of behavioural approach

i. Power orientation

ii. Leadership as a continuum

iii. Employee-production orientation

o On the basis of situational approach

i. Fiedler’s contingency model

ii. Hursey and Blanchard’s situational model

Power Orientation

Authority

Autocratic

Participative

Free rein

Leadership as ContinuumAUTOCRATIC Free-

reinUse 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 permitsannounces suggestions suggestion & group to subordinate make decision make to function within limit

Situational approach

Hersey Blanchard’s

Also known as life cycle theory of leadership ; there are two basic consideration in this model :-i. Leadership Stylesii. Maturity of Subordinates

Leadership Styles

Based on the combination two consideration:-

i. Relationship behaviour

ii. Task behaviour HIGH

Relationship

behaviour

Low

Task behaviour

Low High

High relationship and High relationship and low task high task Low relation ship and Low relationship and low task high task

Maturity of subordinates

Based on the context of :-

i. Ability

ii. Willingness

We get four combination :-

iii. Low ability and low willingness

iv. Low ability and willingness

v. High ability and low willingness

vi. High ability and high willingness

Combining leadership style and maturity

High participating selling

Relationship

behaviour

delegating telling

Low Low Task behaviour High

High Maturity of followers Low

COMMUNICATIONA 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.

FORMS

Verbal

oral communication written communication• Non-verbal gestural communication

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 authorityis successfully accomplished in an organisation.

A MODEL OF COMMUNICATION PROCESS

COMMUNICATION NETWORKS

• Ve r t i ca l Commun ica t i on La te ra l Commun ica t i on

CEO

GM

SUPERVISORS

WORK GROUP

CEO

GM

SUPERVISORS

WORK GROU

P 1

SR. MANAGER

SUPERVISORES

WORK GROU

P 2

BARRIERS TO COMMUNICATIONInformation Overload

Selective Perception

Filtering

Gender Styles

Emotions

Language

How to Overcome these Barriers Avoid Information Overload

Eliminating differences in perception

Simple Organizational Structure

Active Listening

Emotional State

Use of Simple Language

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

-E-mail-Video Conferencing

However, maintaining the standards of communication that have served and will continue to serve us well into the future is what’s important.

Thank you