1. FUNCTIONS OF MANAGEMENT – I
DIRECTING
Directing: Concept, Direction and
Supervision, Importance & Principles of
Directing.
2. DIRECTION
• 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.
3. DIRECTION
• 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.
4. DIRECTION
• 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.
5. DIRECTION
• According to Koontz and O’Donnel
:
“Directing is a complex function that
includes all those activities which are
designed to encourage
subordinates to work effectively and
efficiently in both the short and long-
run.”
6. FEATURES OF DIRECTION
• Initiates action
• Takes place at every level of management
• Continuous process
• Flows from top to bottom
• Has dual objectives
7. 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.
8. 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.
9. 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.
10. 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.
11. DIRECTION HAS DUAL OBJECTIVES
• On one hand, it aims at getting things done by
subordinates
• On the other, to provide superiors
opportunities for some more important work
which their subordinates cannot do.
12. IMPORTANCE OF DIRECTING
• 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.
• 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.
13.
14. COMMUNICATION
• Communication is a basic
organizational function, which
refers to the process by which a
person (known as
sender) transmits information or
messages to another person
(known as receiver).
15. IMPORTANCE OF COMMUNICATION
• Communication helps employees to understand
the role clearly and perform effectively •It helps in
achieving co-ordination and mutual understanding
which in turn, leads to industrial harmony and
increased productivity.
• Communication improves managerial efficiency
and ensures cooperation of the staff.
16. IMPORTANCE OF COMMUNICATION
• Effective communication helps in moulding
attitudes and building up employees’ morale
• Communication is the means through which
delegation and decentralization of authority is
successfully accomplished in an organization.
17. TYPES OF COMMUNICATION
• Formal and Informal Communication
• Verbal and Non-verbal Communication
18. SUPERVISION
• “Supervision is the function of assuring that the
work is being done as per plan and instruction”
Davis
• 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.
20. FUNCTIONS OF A SUPERVISOR
• Planning and Organizing
Provision of working conditions
Leadership and Guidance
Motivation
Controlling
Linking Pin
Grievance Handling
Reporting
Introducing new work methods
Enforcing Discipline
21. LEADERSHIP
• -is the ability to persuade and motivate
others to work in a desired way for achieving
the goal.
• -is the process, which influences the people
and inspires them to willingly accomplish the
organizational objectives.
22. LEADER
• A Leader is someone in authority
to lead others to accomplish a
goal(s).
• A leader needs to be able to
motivate others to accomplish a
goal(s) while at the same time
encourage others to work toward
their own professional goals
24. • Leadership is influencing people to follow in the
achievement of specialized goal
Koontz and O’ Donnell
• Leadership is the activity of influencing people to strive
willingly for group objectives
George R Terry
25. MOTIVATION
• 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.
• Motivation may be in the form of incentives like financial (such
as bonus, commission etc.) or, non-financial (such
as appreciation, growth etc.)
26. IMPORTANCE OF MOTIVATION
• 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
27. PRINCIPLES OF DIRECTION
1. Maximum individual contribution
2. Harmony of objectives
3. Unity of Command
4. Appropriateness of direction technique
5. Managerial communication
6. Use of informal organisation
7. Leadership
8. Follow through
28. MAXIMUM INDIVIDUAL CONTRIBUTION
• 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.
29. HARMONY OF OBJECTIVES
• 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.
30. UNITY OF COMMAND
• 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.
31. APPROPRIATENESS OF DIRECTION TECHNIQUE
• 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.
32. MANAGERIAL COMMUNICATION
• 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.
33. USE OF INFORMAL ORGANISATION
• 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.
34. LEADERSHIP
• While directing the subordinates, managers
should exercise good leadership as it can
influence the subordinates positively without
causing dissatisfaction among them.
35. FOLLOW THROUGH
• 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.
