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Directing and Controlling
Suhaib Mohammed
Asst.Prof, Dept. of EEE
SECAB.I.E.T, Vijayapura
Directing and Controlling
1. Nature and purpose of directing
2. Leadership styles
3. Motivation Theories
4. Communication meaning and importance
5. Coordination meaning and importance
6. Techniques of coordination
7. Controlling Meaning
8. Steps in controlling
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Urwick and Breach : “Directing is the guidance, the inspiration, the
leadership of those men and women that constitute the real core of the
responsibilities of management.”
Koontz and O’Donnel : “Directing is the interpersonal aspect of
managing by which subordinates are led to understand and contribute
effectively and efficiently to the attainment of enterprise’s objectives.”
Earnest Dale: “Telling people what to do and seeing that they do it to
the best of their ability. It includes making assignment, explaining
procedures, seeing that mistakes are corrected, providing on the job
instruction, and of course, issuing order.”
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1. Nature and purpose of directing
Nature of directing
1. It is a Dynamic Function:
2. It Initiates Action
3. It Provides Necessary Link between Various Managerial
Functions
4. It is a Universal Function
5. It is Concerned with Human Relationships
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1. Nature and purpose of directing
Purpose of directing
1. Initiates Action
2. Integrates Efforts
3. Motivates Employees
4. Provides Stability
5. Coping up with the Changes
6. Effective Utilization of Resources
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Principles of Direction
1. Harmony of Objectives
2. Unity of Command
3. Efficiency
4. Direct Supervision
5. Effective communication
6. Effective control
7. Follow through
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2. Leadership styles
• There are three leadership styles or leadership approaches
1. Trait approach
2. Behavioral Approach
3. Contingency approach
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1. Trait Approach
This approach is based on the theory that people are born with leadership qualities.
The traits that are associated with leadership are natural and physical energy,
emotional stability, knowledge of human relations, empathy, objectivity, self
motivation, communication skills, teaching ability, intelligence etc
Drawbacks
• There is not a definitive list of leadership qualities.
• Does not take situation in to account. A person who is a leader in one situation
may not be a leader in another.
• This approach is not useful for leadership training or development.
• Doesn’t work very well in our culture where we want adaptive leaders.
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2. Behavioral Approach
• The traits approach emphasizes some particular trait to be possessed by leader
whereas this theory emphasized on particular behaviour by him.
• This approach determines how various kinds of specific behaviour affect the
performance and satisfaction of subordinates.
• There are four basic theories of behavioral approach ,
i. Leadership based on the use of authority
ii. Likert’s four systems of management
iii. The managerial grid
iv. Leaderships involving a variety of styles and level of use of power and
influence
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i. Leadership based on the use of authority
a. Autocratic Leadership: Who commands and gives rewards and punishment.
b. Democratic or Participative Leadership : Who consults and involves the
subordinates for decision making.
c. Free-Rein : Who uses his power little and gives freedom to subordinates to carry
their work.
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ii. Likert’s four systems of management
Prof. Likert’s developed four systems of management to describe
the Leadership styles.
System I. Exploitative Authoritative : Here the leaders are more
autocratic and motivate subordinates by punishment. Limits the
decision making to the top.
System II. Benevolent Authoritative : This system motivates
employees through rewards and some punishment . Delegate decision
making to some subordinates with policy control.
System III. Consultative : This system motivates employees through
rewards and occasional punishment . Decisions are taken with
consultation.
System IV. Participative: Here the management have full confidence
in employees. Motivates employees by monitory rewards. Encourage
decision making with subordinates.
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iii. The managerial grid
The managerial grid model (1964) is a leadership style model
developed by Robert R Bake and Jane Mouton.
The model is represented as a grid with concern for production on
the x-axis and concern for people on the y-axis; each axis ranges
from 1 (Low) to 9. The resulting leadership styles are as follows.
a. Indifferent: Managers have low concern for both people and
production.
b. Accommodating: This style has a high concern for people and a low
concern for production.
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c. Dictatorial : High concern for production, and a low concern for
people
d. Status quo : Balance between company goals and workers' needs.
e. Sound : High concern is paid both to people and production.
f. Opportunistic : They adopt whichever behaviour offers the greatest
personal benefit.
g. Paternalistic : Praise and support, but discourage challenges to their
thinking.
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iv. Leadership involving a variety of styles
This concept is also called as leadership continuum. Here the
leadership involves verity of styles ranging from boss centered to
subordinate centered. Here the theory of leadership is adopted
depending on the leader, subordinates and situations.
3. Contingency approach
Here the best suited style of leadership is choosen depending on the
situation and it varies with situation.
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3. Motivation
Internal and external factors that stimulate desire and energy in people to
be continually interested and committed to a job, role or subject, or to
make an effort to attain a goal.
According to Edwin B Flippo, “Motivation is the process of attempting to
influence others to do their work through the possibility of gain or
reward.
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Characteristics of Motivation
1. Motivation is a Psychological Concept: Motivation has to come from within each
individual. There are two desiring factors in motivation-(a) Fundamental needs.
(b) Ego-satisfaction.
2. Motivation affects the Whole Individual, not part of Him /Her
3. Motivation is continuous process
4. Non-fulfilment of Basic Needs Makes a Man Sick: If anybody fails in trying to
meet a need. He becomes mentally ill and such frustrated man cannot be motivated.
5. Goals are Motivators
6. The Self-concept as a Unifying Force : His own personality or image will motivate
him to a) Act like a person he thinks he is.
b) Get what he thinks he can.
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Motivation theories
There are various theories of motivation, amongst which four are summarized here
i. Maslow’s theory of motivation
Maslow’s on his clinical experience, he classified all human needs into a hierarchical
manner from the lower to the higher order.
In essence, he believed that once a given level of need is satisfied, it no longer serves to
motivate man. Then, the next higher level of need has to be activated in order to
motivate the man. Maslow identified five levels in his need hierarchy as shown in
figure.
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a. Physiological Needs : These needs are basic to human life and, hence,
include food, clothing, shelter, air, water and necessities of life.
b. Safety Needs: After satisfying the physiological needs, the next needs felt
are called safety and security needs. These needs find expression in such
desires as economic security and protection from physical dangers.
c. Social Needs: It is the need due to which individuals prefer to work in
groups and especially older people go to work.
d. Esteem Needs: These needs refer to self-esteem and self-respect.
e. Self Actualisation Needs: Self-actualization means to become actualized
in what one is potentially good at.
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ii. Theory X and Theory Y
Theory X and Theory Y were first explained by McGregor and refer it to two
styles of management
a. Authoritarian (Theory X)
This style of management assumes that workers:
i. Dislike their work.
ii. Avoid responsibility and need constant direction.
iii. Have to be controlled, forced and threatened to deliver work.
iv. Need to be supervised at every step.
v. Have no incentive to work or ambition, and therefore need to be enticed by
rewards to achieve goals.
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b. Participative (Theory Y)
Mc Gregor biasing his analysis on Maslow’s heierarchy of needs, he
conclude that the theory X is wrong and developed a Theory Y.
This style of management assumes that workers are:
i. Happy to work on their own initiative.
ii. More involved in decision making.
iii. Self-motivated to complete their tasks.
iv. Enjoy taking ownership of their work.
v. Seek and accept responsibility, and need little direction.
vi. View work as fulfilling and challenging.
vii. Solve problems creatively and imaginatively.
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iii. Immaturity-maturity theory
Argyris has developed his motivation theory based on proposition how management
practices affect the individual behaviour and growth. According to him person develops
from immature to mature in seven stages.
Immaturity Maturity
Passive Active
Dependent Independent
Behave in few ways Behave in many ways
Shallow interests Deep, and strong interests
Short time perspective Long time perspective
Subordinate Super ordinate position
Lack of self control Control over self
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iv. Motivation-Hygein Theory
The psychologist Frederick Herzberg extended the work of Maslow and propsed a new
motivation theory popularly known as Herzberg’s Motivation Hygiene (Two-Factor)
Theory. The two factors are,
1) Hygein factor
2) Motivating factor
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Communication
It is the process of transmitting ideas or thoughts from one person to another.
Systems of Communication
There are three systems of communication
Based on organizational structure
a. Formal (Follows hierarchy) b. Informal (Moves freely)
Based on direction of expression
a. Downward b. Upward c. Horizontal
Based on way of expression
a. Oral or Verbal b. Written
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Importance of Communication
a. Base for Action
b. Planning Becomes Easy
c. Means of Coordination
d. Aids in Decision-Making
e. Provides Effective Leadership
f. Boosts Morale and Motivation
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Means/ techniques of coordination
1. Well defined goals: –The goals of the organization should be clear and well defined.
2. Sound organization structure: –The authority and responsibility for each and every
positions and employees should be clearly defined.
3. Effective communication: It is only through effective communication that even
individual understand his/her limitations, positions and responsibility in the
organization.
4. Proper leadership: – proper leadership leads the subordinates effectively and
efficiently. A good managerial leader uses the motivational tools to coordinate the
employees with effective communication system.
5. Proper supervision: – supervisors coordinate the subordinates and their activities.
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6. Better plans and policies: –When the plans and policies are better coordination is
effective in the organization.
7. Cooperation: – Without cooperation, coordination may not succeed because
coordination is related to employees and their activities. So, cooperation is essential in
the organization.
8. Meeting and conference: – Coordination may be possible when there is
environment of constructive discussion and debate with meeting and conference
9. Group decision: – the group decision is a decision in which all members of the
organization are participated to make decisions. The ideas and feelings are mixed into
the decision and coordination may succeed.
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