Mixed Mcqs From CH 7 Directing

MIXED MCQs from
Ch 7
DIRECTING
Business Studies
SUMMARY-XII CBSE
Professor & Lawyer
Puttu Guru Prasad
B.Com., M.Com., M.Phil., M.B.A., PGDFTM., AP.SET., M.Phil., DRMS., L.L.B., ICFAI TMF., DIRM., L.L.M.,
Pre PhD (PhD)from JNTUK., Topper
Domain Topper & 30th Batch Topper at ICFAI -2009 Training for Management Faculty
“Diploma in Psychology from YALE University”
MHRDI’s 'Institution's Innovation Council (IICs)Ambassador
NSS Certified Program Officer, (A.U)
LL.B Degree Gold Medallist from ANU-2005
ICFAI UNIVERSITY Trained Senior MBA Faculty
Eminent Faculty for Accounts, Business Studies, Economics, Head, Board of
Administration & Management Science,
BHAGAVAD GITA & CLAT & IPMAT Program Coordinator,
Commerce Department, VIVA-VVIT, Nambur,
My Blog: puttuguru.blogspot.in My Web Site: https://gurublogs.wixsite.com/guru
93 94 96 98 98, 9885 96 36 36, 807 444 9539,
Introduction to Directing
• Directing is a complex managerial function
consisting of all the activities that are designed to
encourage subordinates to work effectively.
• It includes supervision, motivation,
communication and leading.
• The principles which guide effective directing may
be classified as principles related to the purpose of
directing and principles related to direction
process.
of DIRECTING
Supervision:
•Supervision is an element of direction.
•It can be understood as a process as well as
the functions performed by the supervisor (a
position at the operative level).
•Supervision is very important as it is closely
linked to overseeing the work, guiding, and
ensuring that targets are met by workers and
employees.
SUPERVISION
Motivation:
• Motivation is the process of stimulating people to action to accomplish desired
goals of organisation.
• It is an internal feeling of an individual and leads to goal directed behaviour.
• Motivation is mainly based on needs of individuals.
• It helps individuals and groups in the organisation for improved performance.
• Managers offer incentives to employees both financial and non financial.
• Financial incentives are monetary and may be in the form of salary, bonus,
profit sharing, pension etc.
• Non financial incentives provide social and psychological satisfaction.
• These include status, promotion, responsibility, job enrichment, job recognition,
job security, employee participation, delegation, empowerment etc.
Motivation:
• One important theory of motivation is Maslow’s Need
Hierarchy theory.
• According to this theory, motivation to be provided depends
on needs which are hierarchical in nature.
• The needs in this hierarchy have been classified as physiological
needs, safety needs, social needs, egoistic needs, and self-
actualization needs.
• It assumes that a satisfied need seldom motivates and only
higher level need can motivate a person.
• This theory is relevant even today, as it focuses on needs which
are the basis for motivation.
PROCESS of MOTIVATION
Leadership:
• Leadership is most important factor in the success of an
enterprise.
• It is the process of influencing people to strive willingly for
group objectives.
• The qualities of a good leader have been researched by many
experts.
• Some of the qualities of good leader include–courage, will
power, judgement, knowledge, integrity, physical energy, faith,
moral qualities, fairness, vitality, decisiveness, social skills etc.
• But all these qualities cannot be possessed by one individual
nor always help in their success.
Communication:
• Communication refers to process of exchange of ideas
between or among persons and create understanding.
• Communication process involves the elements of
source, encoding, channel, receiver, decoding and
feedback. In organisations, both formal and informal
communications simultaneously takes place.
• Formal communications refers to all official
communications in the form of orders, memos, appeals,
notes, circulars, agenda, minutes etc.
Informal or Grapevine Communications
• Apart from formal communications, informal or grapevine communications also
exist.
• Informal communications are usually in the form of rumors, whispers etc.
• They are unofficial, spontaneous, unrecorded, spread very fast and usually
distorted.
• A manager should learn to manage with informal communication also.
• In most of the organisations, several barriers may exist for effective
communications.
• Some of these barriers include – semantic barriers, organizational barriers,
language barriers, transmission barriers, psychological barriers, and personal
barriers.
• Managers should take appropriate measures to overcome these barriers and
promote effective communication in the organization.

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