Chapter-7 Directing notes

According to Ernest Dale, “Directing is telling people what to do and seeing that they do it to the best of their ability.”

Concept of Directing

Directing refers to the process of instructing, guiding, counselling, motivating and leading people in
the organisation to achieve its objectives.
• Initiates action: Managers get the work done in the organisation by giving directions.
• Takes place at every level of management: A pervasive function as it is performed from the top
executive to the supervisor.
• Continuous process: After giving instructions, it is also important for managers to motivate
employees to give their best performance for the organisation.
• Initiates at the top level and flows to the bottom level: Directing is initiated at the top level and
flows to the bottom through organisational hierarchy.

Enables employees to initiate action in the organisation

towards the attainment of different objectives
Principles of Directing

1) Maximum individual contribution: According to this principle, such a technique of directing should
be used which encourages workers to work efficiently and to the best of their capabilities such that
they contribute the maximum towards the common goals of the organisation. For example,
various financial and non-financial incentives can be given to encourage workers.
2) Harmony of objectives: Often it is seen that the personal goals of an employee are not in sync with
the overall organisational goals. In such situations, the focus of directing function should be to
bring about convergence between the two. For example, while an employee may wish to increase
earnings, the goal of the organisation may be to increase production. In such cases, the directing
techniques used should encourage workers to work harder such that production increases and they
are able to earn better.
3) Unity of command: According to this principle, an employee should receive instructions or orders
from only one superior. In other words, he should be answerable to only one superior. Violation
of this principle leads to confusion and chaos in the minds of the subordinate.
4) Appropriateness of direction technique: According to this principle, the manager must
appropriately select the motivational and directional technique such that it is according to the needs,
desires and attitudes of workers. Different techniques work for different employees. For instance,
while one employee might desire financial incentive, some other employee might get satisfied with
praise from a superior.
5) Managerial communication: Effective communication is highly important for effective directing.
There must be free flow of communication between the manager and the subordinate without
RECTING

any hesitation or barrier with regard to authority or power. While superiors must clearly express their
instructions to subordinates, subordinates should also communicate freely with their superiors.
6) Use of informal organisation: The manager must realise and identify the informal groups in an
organisation. Such informal organisation can be used strategically for the advantage of the
organisation. For example, informal communication can be used to bring forward the real thinking of
employees with regard to a policy change.
7) Leadership: A manager should have leadership qualities. He must be able to bring out the best in
employees. He must be able to motivate and encourage workers to work towards the
organisational goals. In addition, he must be able to work on the individual goals of employees.
8) Follow through: According to this principle, the manager must not only provide orders or
commands to the subordinates but should also ensure that the instructions are followed and
implemented properly. For this, proper follow-up actions should be taken. Corrective actions, as and
when required, must also be taken.

Elements of Directing

Effective managerial communication across all the levels in the organisation makes direction effective.

A. Supervision
• Refers to the process where the activities of workers are guided towards the pre-determined
objectives.
• Involves directly overseeing the work of workers.
• Ensures that work is carried out efficiently and towards the desired objectives through effective
supervision.
• Good supervision helps in maintaining harmony and unity among workers.

Role of Supervisor
A supervisor is a person responsible for directly overseeing the various activities of workers in an
organisation. A supervisor occupies a managerial position in the organisational hierarchy at an
operational level.
• Plays the role of a guide, friend and philosopher to workers.
• Guides workers and provides them support. He ensures that workers work with harmony and unity.
In case of internal differences, the manager tries to sort it out and bring about a feasible solution.

• Serves as the link of communication between the manager and workers. While on one hand, he
communicates the information and ideas of the management to workers, on the other hand, he
communicates the problems of workers to managers. In other words, the management and workers
communicate through the supervisor.
• Responsibility of the supervisor to ensure that the work is carried out efficiently and smoothly and
that the set targets are met.
• The knowledge or skill along with on-job training as required by workers for various activities is
provided by the supervisor.
• A good supervisor successfully influences employees and sets a high standard of morale among
workers.
• Facilitates optimum utilisation of resources by continuously monitoring the work of employees.
• Provides regular feedback and suggestions so as to improve efficiency and performance of
workers.

B. Motivation
• Refers to inducing workers to work and perform in a desired manner so as to achieve the goals of
the organisation.
• Influences the psychology of workers such that they are induced to work and perform better.
• Can be provided in the form of promotion, appraisal and recognition.
• Kind of motivation provided depends on the employee’s expectations and desires. For example, for
one employee, appraisal may be a motivating factor, while for another, praise from a senior or
superior may motivate him to improve performance.

ability

Features
1) Motivation is an invisible force: Motivation is an internal feeling. It cannot be seen or touched. This
internal feeling urges employees to behave in a particular manner. Its results can clearly be felt
among employees through their performance. For example, a desire (internal feeling) to buy a new
car, recognition in the company etc.
2) Motivation helps in achieving goals: Motivation directs an employee towards goals. It is a positive
awakening force which increases the productivity and quality standards of work done by employees.
3) Motivation can also be negative: Positive motivation can take the form of appraisal or promotion.
On the other hand, negative motivation can take the form of pay-cut and demotion. Both these types
of motivation help to make employees work in the desired way.
4) Motivation is not a simple process: Different individuals have different needs and expectations.
Hence, all employees get motivated for different reasons at different times. Some employees get
motivated by appreciation, whereas some employees get motivated by appraisals.
 Process of Motivation

Drives
Unsatisfied Want Frustration/Tension
The frustration prompts the
An unsatisfied want is the Because of the unsatisfied
individual to search
basis of the motivation want, the individual develops
alternatives to satisfy his
process. frustration.
need.

Behaviour Satisfaction: Reduced

From among the numerous After following a particular Frustration/Tension
alternatives, he selects one behavioural pattern, he When the desired need is
and modifies his behaviour evaluates whether his need satisfied, the frustration
according to it. is satisfied. which had built up reduces.

For example, suppose a worker desires higher pay. This makes him uneasy and he starts searching
for alternatives through which he can earn a higher pay. For instance, he may think of working harder
and improving his performance. After consistently working harder for a considerable amount of time, his
work is recognised and his salary raised. Accordingly, his need is satisfied and thereby his stress and
frustration reduced.

Importance of Motivation
1) Improves the performance level of employees and organisation: Suitable motivation satisfies the
needs of employees which in turn encourages them to contribute maximum efforts towards achieving
organisational goals.
2) Helps to change the attitude of employees: A suitable reward or positive encouragement enables
employees to develop a positive attitude towards work.
3) Helps to reduce employee turnover: Managers need to identify proper incentives/motivational
techniques to reduce employment turnover. This enables the organisation to save the cost of
recruiting new employees and training them.
4) Helps to reduce absenteeism: A sound motivational system helps to reduce absenteeism in the
organisation.
5) Helps managers to introduce changes smoothly: Motivation plays a key role in helping managers
to swiftly implement changes and policies. A manager can implement changes in the organisation
only when he/she can convince employees that the proposed changes will help them receive
additional rewards.

Maslow's Need Hierarchy Theory of Motivation

• Maslow's hierarchy of needs helps in understanding the phenomenon of motivation.
• According to Maslow, the needs of an individual can be classified into five categories which can be
arranged in a hierarchical order.
• With the knowledge of these needs, a manager can better understand the behaviour of employees
in the organisation and accordingly provide appropriate motivation.

Assumptions
Maslow's theory is based on the following assumptions:
• People behave according to their needs and desires.
• It is possible to arrange the needs of an individual in an order of hierarchy.
• An individual would move to a higher level need in the hierarchy only when the need at the lower
level is appropriately satisfied.
• When a need at a particular level is satisfied, further motivation can be provided only through the
next level need.

Hierarchy of needs as given by Maslow

1) Basic Physiological Needs: These needs are the most basic needs in the need hierarchy. It
comprises needs which are essential for survival and sustenance. For example, the need for food,
clothing and shelter. In terms of an organisation, the requirement of a basic salary is a basic
physiological need.
2) Security Needs: An individual requires physical as well as emotional security. For example, an
employee wishes for job security and stability in income.
3) Belonging Needs: It refers to the social needs of an individual in terms of affection, friendship and
acceptance. In other words, it refers to a feeling of belongingness to society.
4) Esteem Needs: It comprises elements such as respect, dignity and recognition in the peer group.
5) Self-Actualisation Needs: Every individual wishes to achieve what he aims or aspires. For an
employee, it includes factors such as recognition of work, autonomy and growth.
It must however be noted that it may happen that the needs of an individual are not in the exact
order of the hierarchy. Nevertheless, a good understanding of needs helps managers in using
effective motivation.

Social Needs

Incentives
Incentives are monetary or non-monetary tools to improve the performance of employees.

Financial/Monetary Incentives and Non-financial/Non-monetary Incentives

• Financial incentives refer to the direct monetary benefits given to employees by an organisation
with the objective of providing motivation to improve performance.
• Non-financial incentives are incentives which cater to the non-monetary needs of employees such
as social and psychological needs.
Incentives
Financial Incentives Non-Financial Incentives
• Salary and allowances: It is the most basic • Position: Employees often require a rise in
form of financial incentive. Regular increment the status in terms of power and authority. It
in salaries and other allowances act as good provides them psychological satisfaction.
motivation for employees.

• Performance-based incentives: Sometimes • Organisational characteristics: Various

monetary incentives can be given based on the organisational characteristics such as
performance of employees. In other words, employee freedom and recognition of
they can be suitably rewarded for good performance play an important role in
performance. This motivates workers to motivating employees. For example, if an
improve work efficiency. employee’s work is recognised and praised,
it would encourage him to further improve
performance.

• Bonus: Bonus refers to the monetary reward • Work enrichment: Challenging work
which is over and above the basic salary. It endowed with greater responsibility and
can be in the form of cash and gifts. It is given requiring higher knowledge and skill
to employees in order to recognise their enhances the interest of employees. It
exemplary performance in the organisation. provides employees prospects for personal
growth. Thus, it proves to be a good source
of motivation.

• Stock option: Employees are offered shares • Career opportunities: Employees must be
of the company at a discounted price. This given ample opportunities to develop their
helps in developing a feeling of belongingness skills and knowledge such that they are able
among employees. to improve their career prospects. This can
be done through training and development
programmes.

• Sharing of profit: Employees are offered a • Job security: Employees need a certain
share in the profits of the organisation. This degree of job security in the sense that they
motivates workers to improve performance so must be certain about their income in the
as to contribute positively towards the growth future. This is would enable them to work
of the organisation. with greater passion.

• Retirement benefits: Employees may be • Involvement: Employees must be involved

offered retirement benefits by the organisation. in decision making, especially in issues
These benefits can be in the form of pensions, pertaining to them. This provides workers a
gratuity and provident fund. This instils a feeling of belongingness towards the
feeling of security and stability among organisation.
employees.
• Fringe benefits: It refers to the additional • Employee recognition programmes: Almost
benefits provided to employees over their all employees have an urge or want
salaries. For example, housing allowance and recognition for the work done by them.
medical allowance. Recognition or appreciation of work
 motivates employees to give their best
performance.

C. Leadership
• Refers to influencing the behaviour of employees such that there is an improvement in their
willingness to work and achieve organisational objectives.
• Good leadership boosts the self-confidence of workers and induces workers to work to the best of
their capabilities.

Features of Leadership
• Ability of an individual to influence others
• Bring change in behaviour of others
• Interpersonal leadership between leaders and followers
• Continuous process
• Work to achieve a common goal

Basis of Difference Manager Leader

Existence Exists only in a formal organisation. Exists in both formal and informal
organisations.
Objective The main objective of a manager is to The main objective of a leader is to
influence the behaviour of ensure individual satisfaction and
employees such that they work achievement of group goals of his
towards achieving the common goals followers.
of the organisation.
Power and Authority A manager has formal power and A leader does not have any formal
authority in the organisation through authority and power. He uses the
which he modifies the behaviour of values of trust and faith to
employees. influence behaviour.
Functional Spread The functions of a manager include A leader primarily performs the
planning, organising, staffing and function of directing.
directing.

Qualities of a Leader
Some qualities which a successful leader must possess:
1) Physical attributes: It is a general perception that people with good physical features and
attractive personality make good leaders. One who is healthy and active himself can work
efficiently. The one who works to the best of his ability is looked up to and induces others to improve
performance.
2) Honesty: A good leader should maintain a high level of honesty and integrity such that he is an
idol or role model for others in terms of these values. He must demonstrate an ethical behaviour.
3) Intelligence and knowledge: A leader must have knowledge and intelligence. He should have a
strong presence of mind. He must be able to use logic and facts for decision making. He must be
able to provide solutions to various problems encountered during working.
4) Inspiration: A leader should be able to inspire and influence others. He must be a source of
inspiration and motivation to others. He must be looked up to in terms of work, performance, values
and ethics.
5) Initiative: A good leader always takes initiatives without waiting for opportunities to come his/her way.
6) Confidence: A leader must possess high confidence. This confidence must be maintained in
difficult and adverse situations as well. In this way, he must be able to boost the confidence of his
subordinates as well.
7) Responsibility: A leader must not move away from his responsibility in any situation. In situations
where his subordinates make mistakes, he must hold the responsibility of being answerable.
However, he must share and involve the subordinates in the credit of success.
8) Effective communication skills: One of the important qualities of a good leader is to possess
effective communication skills. He must be able to express his thoughts and ideas clearly.
Moreover, he must be a good listener and counsellor. He must be able to act as a link between
the higher management and the subordinates such that he can communicate the problems and
grievances of the subordinates to the superiors.
9) Ability to take decisions: A leader must have the ability to take appropriate rational decisions
which are based on logic and facts. Moreover, once a decision is taken he should be confident
enough to hold on to it.
10) Social behaviour: He should be socially active and friendly. He must be supportive and
understanding towards the subordinates.
11) Dynamic: A leader must be a dynamic personality in the sense that he must be able to bring in new
ideas in the organisation. He must be able to break the old paradigms for the overall organisational
benefit.
While the above-mentioned qualities are prerequisites for being a good leader, the mere possession of
these qualities does not ensure successful leadership. It is not possible for a single individual to have all
the above-mentioned qualities. However, managers must make a conscious and sincere effort
towards acquiring them.

Leadership Style
Leader’s behavioural pattern
1) Autocratic Leadership • Exercises complete control over subordinates
• Centralises power in himself and takes all the decisions without
consulting subordinates
• There is only one-way communication
• Does not delegate authority and gives orders to subordinates
 2) Democratic Leadership • Takes decision in consultation with subordinates
• Delegates and decentralises authority
• Leader follows the opinion based on the majority
• Given freedom on thinking expression
• Listens to grievances and suggestions of subordinates
• Exercise more control by using forces within the group

3) Laissez Faire / Free- • Involves complete delegation of authority so that subordinates

rein Leadership themselves take decisions
• Leader avoids using power until necessary
• Serves only as a contact to bring information and resources
needed by subordinates
• Subordinates are made responsible for their work
• Maximum scope for development

D. Communication
• Refers to the exchange of information, facts and feelings such that a common understanding is
created.
• A good communication network is highly important for smooth and efficient functioning of an
organisation and is key to good management.
Elements of Communication Process
The communication process starts when the sender has thoughts or any message to communicate to
another person.
• Sender: Person who wants to communicate a message to another person
• Message: Content of ideas, suggestions feelings etc. that need to be communicated to the receiver
• Encoding: Refers to a process of converting the message into communication symbols, words
pictures, images etc.
• Media: Ways to transmit the encoded message to the receiver using the phone, internet or mail
• Decoding: Convert the encoded message into language
• Receiver: Person who receives the message and understands it
• Feedback: Response sent by the receiver after understanding the message
• Noise: Disturbance or interruption which occurs during the flow of information

Importance of Communication
Points highlighting the importance of communication in an organisation:
1) Provides coordination: Communication is the key to good coordination among various
departments in an organisation. Communication promotes coordination by making clear the goals
to be achieved and how they would be achieved.
2) Enables smooth operations: Clear and effective communication enables smooth operations in the
organisation. Various interactions in the organisation depend on effective communication. Working
efforts of individuals and departments can be united towards common goals and objectives through
proper communication.
3) Facilitates decision making: Taking meaningful decisions requires a pool of information which
can be provided through good communication.
4) Increases efficiency: Goals, objectives, instructions and targets are conveyed effectively
through good communication. In this way, it enables smooth operations and improves efficiency.
5) Enables effective leadership: Communication forms a basis for effective leadership.
Communication also helps in influencing subordinates in a positive manner.
6) Helps in motivation: Good communication is the basic tool for motivation. It is only with good
communication that the needs of employees can be recognised and accordingly worked upon.

Formal and Informal Communication

A. Formal Communication
• Refers to official communication taking place in the organisation
• Exchange of information or views related to official work such as allocation of work, assigning
responsibilities, setting goals and objectives.
• Communication between a superior and subordinate, a subordinate and a superior or among the
same cadre employees or managers.
• Takes place in the form written communication such as the issue of notices, documents and letters.
• Although very systematic in passing information, it delays decision making.
• Directions of flow of formal communication:
o Downward communication: Flow of information from the top level to the lower level or
subordinates such as an instruction given by the manager to subordinates.
 o Upward communication: Flow of information from subordinates to the top level such as
grievances, complainants and suggestions.
o Horizontal communication: Flow of information between two or more persons working at the
same level of authority such as a meeting/discussion between production and sales department
managers.
o Diagonal communication: Flow of information between persons working in different departments
and different levels of authority such as the production manager meeting a salesman to receive
feedback or a salesman may request the production manager to change the product packing or
design as per the customer’s requirements.

Networks of formal Communication

Formal channels of communication are the ones where the flow of information is according to the
organisational chart. Various types of formal communication channels:
o Single chain: A single chain is followed for the flow of information from the superior to
subordinates.
o Wheel: All subordinates who work under a superior communicate with each other only through the
superior. They are not allowed to communicate directly with each other.
o Circular: A circular network is formed wherein each individual can communicate with his adjoining
two individuals.
o All source/free flow: Herein, there is free flow of communication among people. Each person can
communicate with the other freely.
o Inverted V: A subordinate can communicate with the superior immediately above him and the
superiors of his superior.

B. Informal Communication
• Refers to the flow of information in all directions without following the formal path and is also
known as grapevine communication.
• Arises simply out of the social interactions among employees.
• Information under this channel crosses the barriers of level or authority. A talk over lunch with a
senior is informal communication.
• Although the spread of information through informal channels is faster, it is possible that the actual
information gets distorted.
• Moreover, it is difficult to determine the source from where the information arose.
• Different networks of grapevine communication
o Single Strand Network: The spread of information is in a particular sequence. That is one person
communicates to another person who in turn communicates to some other person.
o Gossip Network: Information is shared by one person with many others at a time.
 o Probability Network: Information is shared with other people at random. That is, the person
sharing the information is indifferent about whom he shares the information with.
o Cluster Network: In this network, the first two persons who trust each other share information.
One of them then passes the information to some third person who in turn shares it with the fourth
and so on.

Barriers in Communication

Sometimes a barrier to effective communication may arise in the sense that there is a
misunderstanding or misinterpretation of the information on the part of the receiver.

Barriers in Communication 1) Semantic Barriers • Semantic

barriers refer to barriers wherein there is a problem relating
to encoding and decoding the message because of factors such as
difficulty in interpretation, wrong translations or use of wrong words.
• Causes of semantic barriers:
o Badly expressed message: There may be a difficulty in expressing
information because of poor vocabulary or the wrong use of
words.
o Symbols with different meanings: A single word may have
many different meanings. In such cases, it may be difficult for the
receiver to interpret the intended meaning of the word. For example,
price and prize, right and write, and other homonyms may be
incorrectly pronounced.
o Faulty translation: It may happen that there is a language barrier
between workers such that the level of proficiency of a language
may be different for the two. For instance, while managers may be
proficient in English, workers may not be proficient in English. In such
cases, the information must be appropriately translated. However, in
the process of translation, the information may get misinterpreted.
o Unclarified assumption: Sometimes, there are certain
assumptions about a particular communication and so it might be
misinterpreted .For example, if the manager says take good care of
the products produced in the factory, the manager may mean to take
care of the quality of goods whereas the worker interprets it in a way
that he is instructing the worker to keep the products safely.
o Technical jargon: Sometimes, a senior or specialist uses technical
vocabulary which subordinates might find difficult to understand or
interpret .For example, ETA which means expected time of arrival.
o Gestures of the communicator: Gestures of the communicator
are also seen as part of the communication. There must be a match
between what is said and what is conveyed through body language
or gesture; else the message would be wrongly interpreted. For
example, if a boss cracks a joke but his/her body language shows
signs of irritation and frustration, then employees might get confused.

2) Psychological• Various psychological factors such as anger and frustration might also
Barriers act as a barrier in effective communication.
 •
Psychological barriers to effective communication:
o Premature evaluation: Sometimes the receiver derives the meaning
of the message even before the message is completed. This is
possible due to pre-conceived notions or prejudices about
communication.
o Lack of attention: While communication takes place, it may happen
that the receiver is preoccupied with something else and that is
why he is unable to grasp the message communicated to him.
o Loss by transmission and poor retention: There can be loss of
information or transmission of wrong information due to information
passing through multiple stages. Besides this, there can be a
problem of poor retention at the receiver’s end.
o Distrust: If the parties do not trust each other, then they will not be
able to communicate effectively.

3) Personal Barriers • Personal barriers arise out of personal factors affecting the sender and
the receiver.
o Authority: Sometimes, subordinates do not communicate freely with
managers due to the fear of authority. On the other hand, the
manager may also not communicate certain information with
subordinates if he feels that it would affect his authoritative power.
o Low confidence: If the manager does not have confidence in the
skill and competence of the subordinates, he would not seek their
advice or opinion.
o Lack of willingness: The subordinates, at times, are not willing to
share information or communicate with managers if they feel that it
would affect their personal interests.
o Lack of incentives: Many a times, there is no incentive (in the form
of reward or appreciation) for participation in communication. In such
cases, the subordinates do not take initiative for effective
communication with the manager.

4) Organisational • Organisational barriers refer to barriers in effective communication which

Barriers arise in formal organisations because of factors such as authority
and hierarchical relationships.
o Complex organisational policy and structure: If there are long
vertical chains of communication in an organisation, it would
create a barrier to effective communication. Similarly, a highly
centralised organisational structure restricts the free flow of
communication.
o Status: Status is one of the organisational barriers. It may happen
that because of status in terms of profile and authority, workers
develop a feeling of superiority (or inferiority). Such a psychology
restricts the free flow of communication in the organisation.
o Rules and regulations: If the organisation has strict rules and
procedures, then it may act as a barrier to communication and may
lead to delays.
o Organisational facilities: To maintain free flow of communication, the
 organisation is required to provide facilities like a complaint box,
social and cultural gathering, frequent meetings etc. If such facilities
are not available, then communication will be hampered.

.
Measures to Overcome Barriers in Communication
Some measures which can be adopted to overcome various barriers of communication:
• The understanding level of the receiver must be kept in mind while providing information.
• Before communicating, other people must be involved in order to chalk out a plan of communication.
• The language, tone and content of the information should be such that it does not harm the
sentiments of the receiver.
• While communicating, the receiver must be regularly prompted to respond so as to ensure that
information is being understood.
• The sender must ensure that the information provided is complete in all respects.
• Both sender and receiver must be clear with regard to the basic idea of the communication.
• There must be regular follow up and review of instructions given to subordinates in order to avoid
any hurdles in implementing those instructions.
• The sender must also be a patient listener and invite a response from the receiver as well.