w4 Directing

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GOOD DAY!

Have you ever been in


a situation where you
had to guide a team or
group? How did you
make decisions?
DIRECTI
NG
DIRECTING/LEADING

is said to be a process in which
the managers instruct, guide and oversee
the performance of the workers to achieve
predetermined goals.
is said to be the heart
of management process.
DIRECTING/LEADING
Leading: Focuses on inspiring and
influencing.
Managing: Focuses on planning,
organizing, and controlling
resources.
Nature or Characteristics of
Directing/Leading

1. It is a Dynamic Function:
A manager has to continuously direct, guide,
motivate and lead his subordinates. With change
in plans and organizational relationships, he will
have to change the methods and techniques to
direction.
Nature or Characteristics of
Directing/Leading

2. It Initiates Action:
One of the key roles of a leader is to drive movement
and progress within an organization or team.
Directing initiates organized and planned action and
ensures effective performance by subordinates
towards the accomplishment of group activities. It is
regarded as the essence of management-in-action.
Nature or Characteristics of
Directing/Leading

3. It is a Universal Function:
Directing is a universal function that is performed
in all organizations and at all the levels of
management. All managers have to guide,
motivate, lead, supervise and communicate with
their subordinates, although more time is spent on
directing at higher levels of management.
Nature or Characteristics of
Directing/Leading

4. It is Concerned with Human Relationships:


Being a leader means working with people. The
direction function of management deals with
relationship between people working in an
organization. It creates co­operation and harmony
among the members of the group. It seeks to achieve
orderly arrangement of group effort to provide unity of
action in the pursuit of common objectives.
What do you think is the difference
between a leader and a manager?
Can one person be both a leader and a
manager?
A manager can focus on organizing and executing tasks
effectively, ensuring that projects stay on track and
resources are used efficiently.
A leader can provide direction and inspire the team to
work towards a bigger vision or long-term goals, driving
innovation and positive change.
Yes, one person can be both a leader and a manager.
effective leadership often requires strong management
skills, and good managers can be great leaders. The key is
that these two roles are complementary:
MANAGEMENT VS LEADERSHIP
Leadership is about inspiring and motivating people to
achieve a shared vision or goal. It focuses on guiding and
influencing others toward success, often through emotional
intelligence, charisma, and empowerment.
Management focuses on ensuring that the organization’s
processes, systems, and operations run smoothly. It is about
planning, organizing, controlling, and executing tasks
efficiently and effectively.
THEORIES OF
MOTIVATIONS
Herzberg's Two-Factor
Theory
Also known as the Motivation-Hygiene Theory, was
developed by psychologist Frederick Herzberg in the 1950s.
It suggests that there are two distinct sets of factors that
influence motivation and job satisfaction in the workplace:
motivators and hygiene factors. These factors are divided
based on their ability to cause satisfaction or dissatisfaction
among employees.
1.Hygiene Factors
(Dissatisfaction)
Hygiene factors are aspects of the work environment that, if
inadequate, can cause dissatisfaction. However, their
presence does not necessarily lead to increased motivation
or satisfaction. These factors are primarily related to the
work environment and organizational context.
Key Hygiene Factors Include:
Company policies and administration: Poor or unclear
policies may create dissatisfaction.
Supervision: Poor relationships with supervisors or lack of
support can cause dissatisfaction.
Working conditions: Unsafe, uncomfortable, or unsatisfactory
working conditions can lead to dissatisfaction.
Salary and benefits: Inadequate or uncompetitive
compensation can cause dissatisfaction, though better pay
does not necessarily improve motivation.
Job security: A lack of job security or frequent layoffs can
create dissatisfaction.
Relationship with colleagues: Poor interpersonal relationships
or lack of teamwork may lead to dissatisfaction.
2. Motivators (Satisfaction)
Motivators are factors that lead to higher levels
of motivation and job satisfaction. They are
intrinsic factors related to the nature of the
work itself and the individual’s personal growth.
Key Motivators Include:
Achievement: Employees feel motivated when they accomplish
something significant or meet personal goals.
Recognition: Receiving praise and acknowledgment for a job well
done increases motivation.
Work itself: Engaging, interesting, and meaningful work can
significantly enhance satisfaction.
Responsibility: Giving employees more control or autonomy over
their work can lead to a greater sense of satisfaction and motivation.
Key Motivators Include:
Advancement and growth: Opportunities for career advancement
and professional development drive motivation, as employees want
to improve their skills and progress in their careers.
Personal growth and development: When employees are given the
opportunity to develop new skills or expand their knowledge, they
feel motivated to achieve more.
TWO FACTOR THEORY BY
HERZBERG
Douglas McGregor's Theory X and Theory Y are
two contrasting theories of motivation and
management that describe different
assumptions about how employees are
motivated and how they should be managed.
These theories were introduced in his 1960
book, The Human Side of Enterprise.
THEORY X AND THEORY Y OF
DOUGLAS MCGREGOR
Theory X: Assumptions
about Employees:
Inherent Dislike for Work: Employees naturally dislike work and will
avoid it if possible.
Lack of Ambition: Workers prefer to be directed and avoid
responsibility.
Need for Control: Employees must be coerced, controlled, or
threatened with punishment to achieve organizational goals.
Motivated by External Rewards: Their primary motivation is
monetary, and they are less driven by intrinsic factors like personal
growth.
Management Approach:
Authoritarian Style: Managers believe they must impose
strict rules and closely monitor employees to ensure
productivity.
Focus on Control: Managers rely on a "command and
control" strategy to motivate employees, using extrinsic
rewards and punishments.
Impact in Practice:
Can lead to a rigid and oppressive work environment.
May be effective in jobs requiring repetitive tasks
with little room for innovation.
However, it can stifle creativity, lower morale, and
increase resistance or passive behavior among
employees.
Theory Y:Assumptions about
Employees:
Work is Natural: Employees view work as a natural activity, similar to
play or rest, and can find satisfaction in it.
Self-Motivated: Workers are inherently motivated to achieve
objectives to which they are committed.
Seek Responsibility: Employees not only accept but actively seek
responsibility and enjoy challenges.
Capable of Creativity: Most people have the potential to be creative
and innovative when given the opportunity.
Intrinsic Motivation: Employees are motivated by intrinsic factors,
such as personal growth, achievement, and recognition.
Management Approach:
Participative Style: Managers create an environment where
employees feel valued and empowered.
Focus on Collaboration: They encourage teamwork,
decentralize authority, and involve employees in decision-
making.
Development-Oriented: Managers provide opportunities for
professional and personal growth.
Impact in Practice:
Fosters innovation, creativity, and higher job
satisfaction.
Builds trust and loyalty between employees and
management.
Leads to a more adaptive and dynamic organizational
culture.
Comparison and
Application
Theory X is more aligned with a traditional, hierarchical
organization structure, often used in environments requiring
strict adherence to procedures (e.g., factories or military
operations).
Theory Y aligns with modern, collaborative, and flexible
work environments, often seen in industries emphasizing
innovation and creativity (e.g., tech or creative fields).
LEADERSHIP STYLE
It is a leader's method of
providing direction,
implementing plans, and
motivating people
TYPES OF LEADERSHIP
STYLE
LPADSTRANS2CHA

1. Laissez-Faire Leadership
This leader is NOT directly involved in decision making and
puts a lot of trust into the team. The leader with this style will
know what’s going and gives feedback when needed.
Laissez-faire is French, and it means “hands-off.” One
positive feature for this style of leadership is your employees
feel appreciated and confident that they can make good
decisions.
2. Pace-Setter Leadership
This is perfect for highly energized professionals
who know what they are doing and are driven to
succeed.
The biggest downside to this style is that some
employees, no matter how driven, can become over-
stressed and burned out.
This is a leadership style that will work the best
when introducing an exciting new product or
service to the world.
3. Autocratic Leadership
As the name implies, this leadership style is one person
in control of everything. This person makes the decisions,
and that is final. Also, there is no input from other people
in decision making.
While this can be great in times of crises, or when there
are safety concerns of the employees, it may not always be
the best because your employees will feel devalued and
look for work somewhere else.
This type of leadership is best-applied to circumstances
where there is little or no time for group decision-making
or where the leader is the most informed or
knowledgeable member of the group.
4. Democratic Leadership
Democratic Leadership is the middle ground
between Laissez-faire and Autocratic. This
leader will listen to others’ opinions but will
make the final decision.
The leader still is very involved in day-to-day
activities but will allow for more creative
thinking to flourish. The downside of this style
is when a decision has to be made right away.
5. Servant Leadership
In this style, the leader is second to the employees.
This model follows a people or idea first premise. The
leader highlights the individual or the team as
opposed to him or herself.
6. Transformational Leadership
This leader is self-aware, authentic, empathetic and
humble. These leaders want everyone to succeed and
accomplish the shared vision.
And when people feel they are sharing in something
great, they will make every effort to be the best and
do the best work.
7. Transactional Leadership
Transactional Leadership is a
reward/punishment model.
8. Charismatic Leadership
A leadership style that comes with a
personality that people just love. These
leaders inspire, motivate and energize
the team.

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