Directing and controlling

DirectingandControlling
1
Presented By:
Priyansh Kesarwani
MBA-STEP HBTI

Directing
Leadership
Communication
Coordination
Controlling
2

Introduction
Planning
Staffing
OrganizingControlling
Directing Functions of
Management
3

Directing is about telling people
what to do and seeing that they do
it to the best of their ability.
Directing
4

Directing as a Function of Management
Components of
Directing
Communication
Leadership
Supervision
Motivation
Supervision
Supervision is directing efforts of
employees and other resources to
accomplish stated work outputs.
Motivation
Motivation is something that moves
the person to action, and continues
him in the course of action already
initiated / about to be initiated.
Leadership
Guiding, advising and helping sub-
ordinates towards accomplishment
of work.
Communication
Communication is the transfer of
information from one person to
another by transmitting ideas, facts,
thoughts, feelings & values. In its
absence, organisation would cease
to exist. 5

Nature and Features of Directing
 Directing involves human factor
 Directing is a continuous process
 Direction provides link
 Directing concentrates on performance
 Directing is all pervasive
6

The activity of leading a group of
people or an organization or the
ability to do this.
Leadership
7

Leadership Styles
 Autocratic or AuthoritativeStyle
 Democratic or Participative Style
 Laissez-faire or Free-rein Style
8

Autocratic or Authoritative Style
The authoritarian leadership style keeps
main emphasis on the distinction of the
authoritarian leader and their followers.
9

Democratic or Participative Style
The democratic leadership style consists of
the leader sharing the decision- making
abilities with group members by
promoting the interests of the group
members and by practicing social equality..
10

Laissez-Faire or Free-Rein Style
The laissez-faire leadership style is where
all the rights and power to make decisions
is fully given to the worker.
11

Motivation
Performance = (Ability + Knowledge) * Motivation
12

Motivation
 Motivation is the process of attempting to influence others to
do your work through the possibility of gain or reward.
- Edwin B. Flippo
 Motivation means a process of stimulating people to action
to accomplish desired goals. - Scott
 Motivation is a general term applying to the entire class of
drives, desires, needs, wishes and similar forces that induces
an individual or a group of people to work. – Koontz and
O’Donnel
13

Characteristics of Motivation
14

Theories of Human Motivation
 Maslow’s Hierarchyof Needs Theory
 Herzberg’s Motivation – Hygiene Theory
 McGregor’s Theory X and TheoryY
 McClelland’s Three Need Model
 Vroom’s Valence – Expectancy Theory
 Porter and Lawler – Model of Motivation
15

Maslow’s Hierarchy of Needs Theory
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
16

Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
self-advancement,
self-fulfilment,
self-development,
self-realization etc.,
17

Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
self-respect, autonomy,
status, recognition,
responsibility, attention,
achievement, prestige
etc.,
18

Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
affection,
belongingness,
acceptance and
friendship.
19

Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
Security and
protection from
physical, emotional
and economical harm.
20

Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
Food, shelter, clothing,
water, sleep, love and
other bodily needs.
21

Herzberg’s Motivation – Hygiene Theory
22

Herzberg’s Motivation – Hygiene Theory
 Company policy and
administration
 Supervision
 Working Conditions
 Salary and status
 Security in job and personal life
 Interpersonal relationships.
 Challenging works
 Responsibility
 Recognition
 Promotion opportunities
 Achievement
 Job content
23
Hygiene factors Motivators

Comparison of Theories of Maslow and Herzberg
24

According to Theory X,
 People are lazy, dislike work and
responsibilities. They are not ambitious
and have to be threatened with
punishment to extract work.
According to TheoryY,
 People are active, like to work and take
up responsibilities. They are ambitious
and work voluntarily if properly
motivated.
McGregor’s Theory X and TheoryY
25

McClelland’s Three Need Model
27

Vroom’s Valence – Expectancy Theory
Force = Valence x Expectancy
28

Strength of a person’s
motivation
29

Strength of an individual’s
preference for an outcome
30

The probability that a
particular action will lead to a
desired outcome
31

Porter and Lawler – Model of Motivation
32

Porter and Lawler – Model of Motivation
Efforts leads to performance
Performance leads to intrinsic and extrinsic rewards
Rewards leads to satisfaction
Satisfaction leads to higher efforts
In a Complex relationship between attitudes and
performance of employees,
33

Communication
Communication is transferring information and
understanding from one to one or one to many. It could
take place in a verbal or a written mode and could use
forms such as face-to-face meetings, group discussions, e-
mail writing, and even non verbal modes like gestures,
body language, etc.
34

Written Non
Verbal
Communication
Verbal
Written
Non Verbal
Types of Communication
35

Importance of Communication
6
7
5
4
3
2
1
Communication is not just about speaking,
its also about listening, reading, writing etc.
The importance of communication can be
elaborate as follows:
36

3
4
5
6
7
2
1 is fundamental to Communication
accomplish work
37

3
4
5
6
7
2  Communication facilitates planning
38

5
6
7
4
3
 Communication improves morale and
motivation
39

5
6
7
4  Communication is the basis of co-ordination
40

7
6
5 is key to managerial Communication
efficiency
41

7
6  Communication helps in decision making
42

7
 Communication improves relationships
43

Co-ordination
Co-ordination refers to the orderly arrangement of
individual and group efforts to ensure unity of action in the
realization of common goals. – Mooney and Reiley
Co-ordination means, to unite and correlate all activities.
– Henry Fayol
44

Features of Co-ordination
 Co-ordination implies deliberate actions on the part of
managers to bring about harmony and unity of actions.
 Co-ordination applies to group efforts, and not to individual
effort. It involves the orderly arrangement of group efforts.
 Co-ordination does not result in a one-shot action. It is
continuous action.
 Co-ordination is all pervasive.
 Co-ordination is necessary not only within organization but
also of the organization with the outside environment.
45

Importance of Co-ordination
2
3
4
5
6
1  Co-ordination increases efficiency
46

4
5
6
3
2 makes all departments Co-ordination
focus together
47

4
5
6
3  Co-ordination helps sharing of resources
48

5
6
4  Co-ordination improves human relations
49

6
5  Co-ordination resolves conflicts
50

6  Co-ordination retains and attracts talent
51

Techniques of Co-ordination
Co-ordination by plans and procedures
Co-ordination by sound and simple organization
Co-ordination by chain of command
Co-ordination by effective communication
Co-ordination by committees
Co-ordination by conference
Co-ordination by special co-ordinators
Co-ordination through sound leadership
52

Controlling
Control consists in verifying whether everything occurs in
conformity with the plans, instructions and principles
established. – Henry Fayol
Control is checking current performance against pre-
determined standards contained in the plans, in order to
ensure adequate progress and satisfactory performance.
– E F LBrech
53

Features of Controlling
 Controlling is a positive force.
 Controlling is a dynamic and continuous process.
 Controlling is goal-oriented.
 Controlling is forward looking.
 Control process is universal.
 Control is based on planning.
 Delegation is key to control.
54

Steps in Controlling
Step 1: Setting of standards
 Standards are the targets against which actual
performance will be compared.
 Standards are the criteria of performance, they serve as
benchmarks as they specify acceptable levels of
performance.
56

Steps in Controlling Cont..
Standards which can be quantified.
Example: Production level,
rejection level, profit, labor-hours,
speed of service, sales volume,
expenses etc.
Standards which are qualitative.
Example: Employee morale, brand
image, company image, goodwill,
industrial relations etc.
Quantitative Standards Qualitative Standards
Step 1: Setting of standards
 Control standards are broadly divided into two types:
57

Step 2: Measurement of performance
• The actual performance measurement has to be
complete in all respects.
• All aspects of the job has to be measured and not
just the ones that are more evident.
Completion
• Performance at work should be measured in an
objective manner without fear, favour and bias.
Objective
• The management of any performance should
support the belief that effort and performance lead
to improvement, both from the personal and
organizational point of view.
Responsiveness
Aspects of
measurement
58

Step 3: Comparison of actual performance with standards
 The third step in control process is to compare the actual
performances with established standards and
ascertaining the causes of deviation.
 Deviations are thoroughly analyzed and properly
presented.
 Statistical methods are usually adopted to look at
deviation from a border perspective.
59

Step 4: Taking corrective measures
 The final step in control process consists of taking
remedial actions so that deviation may not occur again in
future.
 Corrective steps are initiated so that any defects in the
actual performance may be rectified.
60

Step 4: Taking corrective measures
 Corrective actions may include the following activities:
 Change in methods, rules, procedures, strategies etc.
 Introduce training programs.
 Job redesign or Replacement of personnel.
 Re-establishing budgets and standards.
 Better compensation packages to employees.
 Changing machinery and processes.
 Identifying recurring bottle necks and avoiding them.
61

The Control Process
Comparison
of actual
performance
with standards
Measuring of
actual
performance
Setting of
standards
Taking
corrective
measures
Step I
62
Step II Step III Step IV
Feedback

Essentials of a Sound Control Process
Clear definition of objectives and
standards
Selecting efficient control
techniques
Suitability of control system
Simplicity
Focus on key area
63

Essentials of a Sound Control Process Cont..
Flexibility
Reasonable and practical
Economical
Self-Control
Acceptable to all
64

Before planning a control
system, objectives have
be clearly defined along
with establishment of
realistic standards.
CleCalreadrefdienfiitnioitnioonfoofbojebcjteicvteisveasnd
ansdtasntdanarddasrds
techniques
Simplicity
Focus on key area
65

techniques
Control techniques have
to detect deviations from
standards and make
possible corrective action
at an early stage with
minimum damage.
standards
techniques
Simplicity
Focus on key area
66

Control system should be
suitable to the needs of
any given department.
For Example,
system used
production dept.
control
by
may
that ofvary from
marketing dept.
standards
techniques
Simplicity
Focus on key area
67

Simplicity
Focus on key area
standards
techniques
Control process should be
easy to understand and
theimplement
employees
so that
can interpret
the same in right way and
ensure implementation.
Simplicity
68

standards
techniques
Simplicity
Focus on key area
Control system should
focus on key areas which
to
and
are critical
performance
profitability.
Focus on key area
69

Economical
Self-Control
Acceptable to all
Control system must be
responsive and flexible
to new developments
including the failure of
original control process
itself.
Flexibility
70

Flexibility
Economical
Self-Control
Acceptable to all
Control system must be
reasonable, practical,
justifiable and attainable. If
expectations are too high
and un-achievable, they
de-motivate employee, and
the control process
becomes meaningless.
71

Flexibility
Economical
Self-Control
Acceptable to all
Control system shouldbe
economical and easy to
maintain. It should justify
the expenses involved.
Economical
72

Flexibility
Economical
Self-Control
Acceptable to all
If each department or
team has its own control
system, it becomes much
easier. These sub-system
of self-control can be tied
together by the overall
control system.
Self-Control
73

Flexibility
Economical
Self-Control
Acceptable to all
Controls become more
acceptable when they are:
 Objective, i.e., based on
factual and verifiable info.
 Quantifiable
 Understood by one and allAcceptable to all
74

Methods of Establishing Control
75

Traditional Control Techniques
1. Budgetary control
76
2. Standard costing

Budgetary Control
 Budgets are nothing but written plans or programs of
the future activities expressed in monetary terms.
 Budgetary control is used to control the costs through
continuous appraisals of actual expenditures as against
planned costs expressed in a budget.
77

Budgetary Control Cont..
 Maximization of profit
 Tool for measuring
performance
 Reduced costs
 Determine weaknesses
 Corrective action
Revision required
Uncertain future
78
Depends
support
upon the
of top
management
Conflicts among the
departments
Advantages Limitations

Standard Costing
 Standard costing is a method of estimating the right
cost or the most efficient cost of manufacturing a
product.
 Standard costing is an important activity to determine
the efficiency of cost controlling in an industry.
79

Modern Control Techniques
1. Break-even analysis.
2. PERT - Program Evaluation Review Technique
3. CPM - Critical Path Method
4. SQC - Statistical Quality Control
5. Internal audit
6. MIS - Management Information System
7. Quality circles
80

Break-Even Analysis
Break even analysis involves
understanding the costs involved
in producing a product and
thereby fix the selling price in
order to make a particular profit.
81

Break-Even Analysis Cont..
Break even analysis is used:
 To find the effect of varying selling price upon profit.
 To find the effect of fixed costs and variable cost upon
profit.
 To find the minimum production required to break-even
i.e., no loss-no profit.
 To compare two or more products with respect to their
profitability and cost of production.
 To find what quantity of production leads to what costs.
82

PERT – Program Evaluation Review Technique
 In PERT activities are
precedence relationships
83
shown as a network of
using activity-on-arrow
network construction
 Multiple time estimates
 Probabilistic activity times
 Used in: Project management - for non-repetitive jobs
(research and development work), where the time and
cost estimates tend to be quite uncertain. This
technique uses probabilistic time estimates.

CPM – Critical Path Method
 In CPM activities are
precedence relationships
84
shown as a network of
using activity-on-node
network construction
 Single estimate of activity time
 Deterministic activity times
 Used in : Production management - for the jobs of
repetitive in nature where the activity time estimates
can be predicted with considerable certainty due to the
existence of past experience.

SQC – Statistical Quality Control
SQC involves the application of statistical techniques
to study deviation in actual performance against
established standards. The results are analyzed and
interpreted in order to help take corrective measures.
85

MIS – Management Information System
MIS is a computer based system that provides
information and support for effective managerial
decision making.
86

Internal Audit
 An audit is a systematic and impartial examination,
analysis and appraisal of management’s overall
performance.
 It is an independent and critical evaluation of the entire
management process.
 An audit may be undertaken by the management itself
or it may be carried out with the help of management
consultants.
87

Quality Circles
A quality circle is a small group of employees who
meet periodically to identify, analyze and solve quality
and other work related problems in their area of
operation.
88

Other Control Techniques
1. Policies and procedures
2. Standing rules, limitation and orders
3. Self-control
4. Group control
5. Personal observations or MBWA
6. Disciplinary action
89

Policies
 Policies are guidelines set up by the company for
managerial decision making.
 ‘A policy is a verbal, written or implied overall guide
setting up boundaries that supply the general limits and
directions in which managerial actions will take place’.
 For Example,
 Policy of recruiting only MBA’s from top 10 institutes.
 Policy of promotion of in-house employees.
 Policy on selling goods only for cash and not credit.
90

Procedures
 Procedures are action guidelines which specify how
particular activity has to take place.
 Procedures provide chronological step-by-step
sequence of required actions in order to achieve a
certain goal or policy.
 A procedure lays down the manner and method by
which work is to be performed in a standard or uniform
way.
91

Standing Rules, Limitation and Orders
 These act as important control devices. When sub -ordinates
are given freedom to make certain decisions on behalf of
superiors, it beomes necessary to lay down limits for them.
 Standing orders are those which apply to every one in the
organization and which are helpful in having
discipline.
 For Example: No smoking, No walking on the lawn etc.
92

Self Control
Self-Control means self-directed control. A person is given
freedom to set his own targets, evaluate his own
performance and take corrective measures as and when
required. Self-control is especially required for top level
managers because they do not like external control.
93

Group Control
Group control can be achieved through effective and
inspirational leadership.
94

Personal Observations or MBWA
 MBWA refers to a controlling techniques in which a
manager spends a significant amount of his time
regularly in the work area, and interacts directly with
employees.
 Managing by walking around requires, personal
involvement, good listening skills, and the recognition
that most people in an organization want to contribute
to its success.
95

Disciplinary Action
 Disciplinary action is a negative approach to
controlling function but nevertheless necessary.
 Disciplinary action becomes effective when the
employees controlled are unskilled, rustic, brash, and
unweilding.
96

PERT and CPM Network Scheduling Problem
Basic Network Definitions,
Activity: Any portions of project (tasks) which required by
project, uses up resource and consumes time – may involve labor,
paper work, contractual negotiations, machinery operations
Event : Beginning or ending points of one or more activities,
instantaneous point in time, also called ‘nodes’
Network: Combination of all project activities and the events
ActivityProceeding Successor
97
Event

Scheduling Activity: Problem 1
Consider the scheduling activity,
98
Activity Immediate Predecessors Completion Time (Week)
A - 5
B - 6
C A 4
D A 3
E A 1
F E 4
G D,F 14
H B,C 12
I G,H 2

Calculation of ES and EF Time (Problem 1)
 Starting at the network’s origin (node 1) and using a
starting time of 0, we compute an earliest start (ES)
and earliest finish (EF) time for each activity in the
network.
 The expression EF = ES + t can be used to find
the earliest finish time for a given activity.
For example, for activity A, ES = 0 and t = 5; thus the
earliest finish time for activity A is, EF = 0 + 5 =5
99

Arc with ES and EF Time (Problem 1)
1
ES = earliest start time
EF = earliest finish time
Activity
2
t = expected activity time
100

Network with ES and EF time (Problem 1)
1
4
2
5
7
6
D[5,8]
3
3
Earliest start time rule: The earliest start time for an
activity leaving a particular node is equal to the largest of
the earliest finish times for all activities entering the node.
101

Calculation of LS and LF (Problem 1)
 To find the critical path we need a backward pass
calculation.
 Starting at the completion point (node 7) and using a latest
finish time (LF) of 26 for activity I, we trace back through
the network computing a latest start (LS) and latest finish
time for each activity
 The expression LS = LF – t can be used to calculate latest
start time for each activity. For example, for activity I, LF =
26 and t = 2, thus the latest start time for activity I is LS = 26
– 2 = 24.
102

Activity, Duration, ES, EF, LS and LF (Problem 1)
2
ES = earliest start time
EF = earliest finish time
Activity
3
LF = latest finish time
LS = latest start timet = expected activity time
103

Network with ES, EF, LS and LF Time (Problem 1)
1
4
2
5
7
6
3
Latest finish time rule:
The latest finish time for an activity entering a particular node
is equal to the smallest of the latest start times for all
activities leaving the node.
104

Network with Critical Path (Problem 1)
1
3
4
2
5
7
6
105

Slack or Free Time or Float (Problem 1)
ES
5
LS EF
8 9
LF-EF = 12 –9 =3
LS-ES = 8 – 5 = 3
LF-ES-t = 12-5-4 = 3
LF
12
2
3
Slack is the length of time an activity can be delayed without affecting the
completion date for the entire project.
For example, slack for C = 3 weeks, i.e. Activity C can be delayed up to 3 weeks
106
(start anywhere between weeks 5 and 8).

Activity Schedule (Problem 1)
Activity Earliest
Start
(ES)
Latest
Start
(LS)
Earliest
Finish
(EF)
Latest
Finish
(LF)
Slack
(LS-ES)
Critical
Path
A 0 0 5 5 0 Yes
B 0 6 6 12 6 -
C 5 8 9 12 3 -
D 5 7 8 10 2 -
E 5 5 6 6 0 Yes
F 6 6 10 10 0 Yes
G 10 10 24 24 0 Yes
H 9 12 21 24 3 -
I 24 24 26 26 0 Yes
107

Scheduling Activity: Problem 2
108
Number Activity Predecessor Duration
1 Design house and obtain
financing
-- 3 months
2 Lay foundation 1 2 months
3 Order and receive materials 1 1 month
4 Build house 2,3 3 months
5 Select paint 2, 3 1 month
6 Select carpet 5 1 month
7 Finish work 4, 6 1 month

Scheduling Activity (Problem 2)
109

Activity-on-Node Configuration (Problem 2)
110

Network with ES and EF Time (Problem 2)
Initially for start node ES = 0 and then ES is calculated as follows,
ES = Maximum EF {immediate predecessor}
EF = ES + t
111

Network with ES, EF, LS and LF Time (Problem 1)
LF and LS is computed in backward pass, initially for last node
LF is equal to its EF, for rest of the nodes LF and LS are computed
as follows,
LS = LF – t and LF = Minimum LS {followingactivity}
112

Network with Critical Path (Problem 2)
113

Activity Schedule (Problem 2)
Activity Latest
Start
(ES)
Earliest
Start
(LS)
Latest
Finish
(EF)
Earliest
Finish
(LF)
Slack
(LS-ES)
Critical
Path
1 0 0 3 3 0 Yes
2 3 3 5 5 0 Yes
3 4 3 5 4 1 -
4 5 5 8 8 0 Yes
5 6 5 7 6 1 -
6 7 6 8 7 1 -
7 8 8 9 9 0 Yes
114

Directing and controlling

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