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Definition of Directing The Process of Telling A Person What To Do and Seeing That They Do It To The Best of Their Ability

The document defines directing as telling people what to do and ensuring they do it well. It then lists the key elements of directing as leadership, communication, delegation, decision-making, policies/procedures, supervision, coordination, motivation, and staff development. Leadership is described as exerting influence over others to achieve goals, while effective leadership increases an organization's ability to adapt to changes. Managers must monitor inputs, outputs, quality, competitiveness, customer service, and innovation through control systems to determine if strategies are working efficiently.

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Amalendu Dey
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32 views18 pages

Definition of Directing The Process of Telling A Person What To Do and Seeing That They Do It To The Best of Their Ability

The document defines directing as telling people what to do and ensuring they do it well. It then lists the key elements of directing as leadership, communication, delegation, decision-making, policies/procedures, supervision, coordination, motivation, and staff development. Leadership is described as exerting influence over others to achieve goals, while effective leadership increases an organization's ability to adapt to changes. Managers must monitor inputs, outputs, quality, competitiveness, customer service, and innovation through control systems to determine if strategies are working efficiently.

Uploaded by

Amalendu Dey
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Definition Of Directing The Process of telling a person what to do and seeing that they do it to the best of their ability.

Elements of Directing
Leadership
Communication

Delegation
Decision Making Policies and Procedures Supervision Coordination Motivation Staff Development

Leadership
Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.

Effective leadership increases the firms ability to meet new challenges.

Leader: The person exerting the influence.

Leaders Influence others toward goal and achievement of those goals Process where an individual influences others to do what s/he wants them to

A leader is a person who has the ability to get other people to do what they dont want to do and like it -

Elements of Direction
Trust your subordinates you cant expect them to go all out for you if they think you dont believe in them Develop a vision people want to follow someone who knows where he or she is going Keep your cool the best leaders show their mettle under fire Encourage risk nothing demoralizes the troops like knowing the slightest failure could jeopardize their entire career Be an expert from boardroom to mailroom, everyone had better understand that you know what youre talking about Simplify you need to see the big picture in order to set a course, communicate it, and maintain it

Characteristics of Effective Direction


1. 2. 3. 4. Treat everyone with respect and dignity Set the example for others to follow Be active Maintain the highest standards of honesty and dignity 5. Insist on excellence and hold your people accountable 6. Build group cohesiveness and pride 7. Show confidence in your people 8. Maintain a strong sense of urgency 9. Be available and visible to your staff 10. Develop yourself to your highest potential

MANAGERS Administers Is a copy Maintains Accepts reality Focuses on system & structure Relies on control Has short-range view Asks how and when Has eye on bottom Imitates Accepts status quo Does things right

LEADERS Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range plan Asks what and why Has eye on horizon Originates Challenges it Does the right thing

Organizational Control
Managers must monitor & evaluate: Are we efficiently converting inputs into outputs? Must accurately measure units of inputs and outputs. Is product quality improving? Are we competitive with other firms? Are employees responsive to customers? customer service is increasingly important. Are our managers innovative in outlook? Does the control system encourage risk-taking?

Control Systems
Formal, target-setting, monitoring, evaluation and feedback systems to provide managers with information to determine if strategy and structure are working effectively and efficiently.

A good control system should: be flexible so managers can respond as needed. provide accurate information about the organization. provide information in a timely manner.

Three Types of Control


Inputs Conversion Process Outputs

Feed forward Control


(anticipate problems)

Concurrent Control
(manage problems as they occur)

Feedback Control
(manage problems after they occur)

Control Types
Feed forward: use in the input stage of the process. Managers anticipate problems before they arise. Managers can give rigorous specifications to suppliers to avoid quality

Concurrent: gives immediate feedback on how inputs are converted into outputs. Allows managers to correct problems as they arise. Managers can see that a machine is becoming out of alignment and fix it.

Feedback: provides after the fact information managers can use in the future.
Customer reaction to products are used to take corrective action in the future.

Control Process Steps


Establish standards of performance, goals, or 1. targets against which performance is evaluated.

Measure actual performance Compare actual performance against chosen standards Evaluate results and take corrective action when the standard is not being achieved.

The Control Process


1. Establish

standards, goals, or targets against which performance is to be evaluated. Standards must be consistent with strategy, for a low cost strategy, standards should focus closely on cost. Managers at each level need to set their own standards.

2. Measure actual performance: managers


can measure outputs resulting from worker behavior or they can measure the behavior themselves. The more non-routine the task, the harder to measure. Managers then measure the behavior (come to work on time) not the output.

The Control Process


3. Compare actual performance against chosen standards. Managers must decide if performance actually deviates. Often, several problems combine creating low performance.

4. Evaluate result and take corrective action. Perhaps the standards have been set too high. Workers may need additional training, or equipment. This step is often hard since the environment is constantly changing.

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