This presentation includes: MEANING OF DIRECTION CHARACTERISTICS OF DIRECTION FUNCTION IMPORTANCE PRINCIPLES OF DIRECTION TECHNIQUES OF DIRECTION ELEMENTS OF DIRECTION CORPORATE EXAMPLE : APPLE INC.

1. PRESENTED BY:
GOMINI GUPTA
23-MBA-2016

2.  BIBLIOGRAPHY
 FUNCTIONS OF MANAGEMENT
 MEANING OF DIRECTION
 CHARACTERISTICS
 IMPORTANCE
 PRINCIPLES OF DIRECTION
 TECHNIQUES OF DIRECTION
 ELEMENTS OF DIRECTION
 CORPORATE EXAMPLE : APPLE INC.

3.  http://ncertbooks.prashanthellina.com/class_12.Busi
nessStudies.BussinessStudiesI/7.pdf
 http://www.slideshare.net/SrvSaboo/directing-ppt
 Hbr.org/2012/04/the-real-leadership-lessons-of-
steve-jobs
 Fastcompany.com/5-surprising-insights-about-steve-
jobs-management-style
 Forbes.com
 Quora.com
 Principles and Practice of Management - L M Prasad.
 Essentials of management – Koontz & Weihrich

4. Planning
Organising
Staffing
Direction
Controlling

5. A manager needs to use various
ways to lead, motivate and
inspire the subordinates and to
communicate with them
suitably.
These ways collectively are
called the direction function of
management.

6. In the ordinary sense, direction
means giving instructions and
guiding people in doing work.
In the context of management of an
organisation, direction refers to the
process of instructing, guiding,
counseling, motivating and leading
people in the organisation to
achieve its objectives.

7. direction is not just an issue of
communication, but it encompasses
many elements like supervision,
motivation and leadership.
It is one of the key managerial
functions performed by every
manager.
direction is a managerial process
which takes place throughout the life
of an organisation.

8.  Initiates action
 Takes place at every level of management
 Continuous process
 Flows from top to bottom
 Has dual objectives

9. direction initiates action:
•Through direction, management
conveys & motivates individuals in the
organisation to function in the desired
way to get organisational objectives.
•While other functions prepare setting
for action, direction initiates action in the
organisation.
•Without direction, other managerial
functions like planning, staffing &
organising become ineffective.

10. direction takes place at every
level of management:
• Every manager, from top
executive to supervisor performs
the function of direction.
•The direction takes place
wherever superior – subordinate
relations exist.

11. direction is a continuous process:
• direction is a continuous activity. It
takes place throughout the life of the
organisation irrespective of people
occupying managerial positions.

12. direction flows from top to bottom:
•direction is first initiated at top level
and flows to the bottom through
organisational hierarchy.
• It means that every manager can
direct his immediate subordinate and
take instructions from his immediate
boss.

13. Direction has dual objectives:
•On one hand, it aims at getting
things done by subordinates and,
•On the other, to provide superiors
opportunities for some more
important work which their
subordinates cannot do.

14.  The importance of direction can be
understood by the fact that every action in the
organisation is initiated through direction only.
 direction integrates people towards
achievement of common objectives.

15.  Through direction, managers not only tell the
people in the organisation as to what they
should do, when they should do and how
they should do but also see that their
instructions are implemented in proper
perspective.
 This is important factor in the efficient and
effective functioning of the organisation.

16.  Helps to initiate action towards attainment
of organisational goals
 Integrates employee efforts so that every
individual effort contributes to the
organisational performance.

17.  Guides employees to fully realise their
potential.
 Facilitates introduction of needed changes in
the organisation.
 Brings stability and balance
through coorperation and commitment.

19. Providing good and effective direction
is a challenging task as it involves many
complexities.
A manager has to deal with people with
diverse background, expectations.
 This complicates the direction process.
Certain guiding principles of direction
may help in direction process.

20. 1) Maximum individual contribution
2) Harmony of objectives
3) Unity of Command
4) Appropriateness of direction
technique

21. 5) Managerial communication
6) Use of informal organisation
7) Leadership
8) Follow through

22. This principle emphasises that
direction techniques must help
every individual in the organisation
to contribute to his maximum
potential for achievement of
organisational objectives.
It should bring out untappted
energies of employees for the
efficiency of organisation.

23.  Very often, we find that individual objectives of
employees and the organisational objectives as
understood are conflicting to each other.
 For example, an employee may expect attractive
salary and monetary benefits to fulfill his
personal needs. The organisation may expect
employees to improve productivity to achieve
expected profits.
 But, good direction should provide harmony by
convincing that employee rewards and work
efficiency are complimentary to each other.

24.  This principle insists that a person in the
organisation should receive instructions from
one superior only.
 If instructions are received from more than
one, it creates confusion, conflict and
disorder in the organisation.
 Adherence to this principle ensures effective
direction.

25.  According to this principle, appropriate
motivational and leadership technique should
be used while directing the people based on
subordinate needs, capabilities, attitudes
and other situational variables.
 For example, for some people money can
act as powerful motivator while for others
promotion may act as effective motivator.

26.  Effective managerial communication across
all the levels in the organisation makes
direction effective.
 Directing should convey clear instructions to
create total understanding to subordinates.
 Through proper feedback, the managers
should ensure that subordinate understands
his instructions clearly.

27.  A manager should realise that informal
groups or organisations exist within every
formal organisation.
 He should spot and make use of such
organisations for effective directing.

28.  While directing the subordinates, managers
should exercise good leadership as it can
influence the subordinates positively without
causing dissatisfaction among them.

29.  Mere giving of an order is not sufficient.
 Managers should follow it up by reviewing
continuously whether orders are being
implemented accordingly or any problems
are being encountered.
 If necessary, suitable modifications should be
made in the directions.

30. 1. Orders and instructions
2. Follow up orders and instructions
3. Standard practices and procedures
4. Behavioral pattern

31.  Through orders and instructions a superior
manager directs his subordinates what work
they should do, how they should do, and
when they should do.
 Thus, through orders and instructions, a
manager conveys the nature of work,
processes and procedures adopted, and
timing of job performance.

32.  It is not necessary that the orders and
instructions are carried out instantly or fully
to the satisfaction of the superior.
 Thus, the superior has to monitor whether
the subordinates have carried out orders and
instructions properly.
 If not, he tries to find out the reasons and
removes the anomalies or obstructions or
even withdraw his orders and instructions if
need be.

33.  Besides giving specific orders and
instructions, a superior may rely on various
standardized organisational practices and
procedures for getting things done.
 This happens more in the case of routine
work which is performed under set
procedures; and fresh instructions are
required whenever there is change in that.
 In fact, many organisations establish certain
practices and procedures for work
performance which work as guidelines for
people in the organisation.

34.  Besides orders and instructions and
organisational practices and procedures, a
superior manager provides direction to his
subordinates by adopting a particular
behavioural pattern.
 He may adopt one of the 3 behavioural
pattern : autocratic, participative, free-rein.

35. SUPERVISION MOTIVATION
LEADERSHIP COMMUNICATION

36.  After the employees have been instructed
regarding what they have to do and how to do, it
is the duty of the manager to see that they
perform the work as per instructions. This is
known as supervision.
 Managers play the role of supervisors and ensure
that the work is done as per the instructions and
the plans.
 Supervisors clarify all instructions and guide
employees to work as a team in co-operation
with others.
 Supervisors solve most of the routine job-
related problems of subordinates.

37.  Supervision being an element of direction,
every manager in the organisation supervises
his/her subordinates.
 In this sense, supervision can be understood
as the process of guiding the efforts of
employees and other resources to accomplish
the desired objectives.
 It means overseeing what is being done by
subordinates and giving instructions to
ensure optimum utilisation of resources and
achievement of work targets.

38.  Secondly, supervision can be understood as
the function to be performed by supervisor, a
managerial position in the organisation
hierarchy at the operative level i.e.,
immediately above the worker.
 The functions and performance of the
supervisor are vital to any organisation
because he is directly related with workers
whereas other mangers have no direct touch
with bottom level workers.

39.  Supervisors are the key people among
managers at different levels. They are the
link between the top and middle
management and the workers.
 It is only the supervisor who, as a member of
the management team, is capable of
developing links to workers.
 Supervisors are expected to maintain the
best and friendly relations with their seniors
as well as with the workers and enjoy the
trust and confidence of both management
and operatives.

40.  Motivation is one of the important
elements of direction.
 Issuance of proper instructions or orders
does not necessarily ensure that they will
be properly carried out.
 It requires manager to inspire or induce
the employees to act and get the
expected result. This is called motivation.

41.  Motivation may be in the form of
incentives like financial (such as bonus,
commission etc.) or, non-financial (such
as appreciation, growth etc.).

42.  maximum utilisation of the factors of
production like men, money, material etc.;
 it reduces employee absenteeism;
 fosters a sense of belongingness among the
employees towards the organisation and also
improves their morale;
 helps in reducing the number of complaints
and grievances. The wastage and accident
rate also reduces;
 with proper motivational techniques
management can attract competent and best
quality employees.

43.  Leadership is the ability to persuade and
motivate others to work in a desired way for
achieving the goal.
 A person who is able to influence others and
make them follow his instructions is called a
leader.
 Leadership is the process, which influences the
people and inspires them to willingly accomplish
the organisational objectives.
 The main purpose of managerial leadership is to
get willing cooperation of the workgroup in
pursuit of the goals.

44.  leadership improves the performance of the
employees. Leaders can motivate the followers
to work and thereby increase their performance
level.
 with continuous support and guidance, leaders
are able to build confidence among the
followers, thereby increasing speed and accuracy
and decreasing wastage.
 with friendly and cooperative efforts the leader
is able to build employees’ morale which in turn
contribute to higher productivity.

45.  Communication is a basic organisational
function, which refers to the process by which a
person (known as sender) transmits information
or messages to another person (known as
receiver).
 The purpose of communication in organisations is
to convey orders, instructions, or information so
as to bring desired changes in the performance
and/or the attitude of employees.
 It is a two way process.

46.  Communication helps employees to understand
their role clearly and perform effectively.
 It helps in achieving co-ordination and mutual
understanding which in turn, leads to industrial
harmony and increased productivity.
 It improves managerial efficiency and ensures
cooperation of the staff.
 Effective communication helps in moulding
attitudes and building up employees’ morale.
 It is the means through which delegation and
decentralisation of authority is successfully
accomplished in an organisation.

47. Apple Inc. is an American multinational technology
company headquartered in Cupertino, California,
that designs, develops, and sells consumer
electronics, computer software, and online
services.

48.  Founded : April 1, 1976
 Headquarters : Cupertino, California, United
States
 Revenue : 233.7 billion USD (2015)
 Products: iPhone, iPad, iPod, Macintosh, Keynot
e, Apple Watch, and more
 Founders : Steve Jobs, Ronald Wayne, Steve
Wozniak
 Steve Jobs cofounded Apple in his parents’
garage in 1976, was ousted in 1985, returned
to rescue it from near bankruptcy in 1997,
and by the time he died, in October 2011, had
built it into the world’s most valuable
company.

49.  Steve Jobs was a perfectionist and always
looked at each detail carefully thus
supervising each and every process.
 He made small teams for specific works and
supervised each team himself from time to
time and shared his opinion with the team
members.

50.  Apple employees are motivated not by more
holidays or higher wages,
 in fact they are motivated because they
learn new things, they challenge their limits,
their opinion matters and they are never
burdened by work because it’s not work to
them (people are hired according to their
interests).

51.  He was considered a good leader because he
gave honest reviews to his employees and yet
never let them feel that they cannot do their
work.
 In fact, he always had faith in his team &
treated his team as a family.

52.  Steve jobs created an environment where
engineers are managers to make the whole
process more unified.
 People overseeing projects understand the
technology, what's necessary for a project,
and can really relate to their team.