DIRECTING FROM MANAGEMENT
- 3. DIRECTING Every decision taken must be properly implemented, otherwise it is of no use. Direction is required for effective implementation of a decision. Every manager in an organization gives direction to his subordinates as a supervisor and every manager receives direction as subordinate from his superior.
- 4. MEANING Direction is a managerial function performed by all the managers at all levels of the organisation. Direction is a continuous function of every manager. Direction is a function of management which is related with instructing, guiding and inspiring human factor in the organisation to achieve the objectives of the organisation. The three important elements in direction are communication, leadership and supervision and motivation. Direction is an action initiating function of management.
- 5. DEFINITION 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. It guides and helps the subordinates to complete the given task properly and as perschedule. It provides the necessary motivation to subordinates to complete the work satisfactorily and strive to do them best. It helps in maintaining discipline and rewarding those who do well. Directing involves supervision, which is essential to make sure that work is performed according to the orders and instructions. Functions
- 7. ELEMENTS COMMUNICATION SUPERVISION MOTIVATION LEADERSHIP
- 8. COMMUNICATION Communication is a basic organisational function, which refers to the process by which aperson (known as sender) transmits information or messages to another person (knownas 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 theattitude of employees.
- 9. IMPORTANCE •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. • Communication improves managerial efficiency and ensures cooperation of the staff. •Effective communication helps in moulding attitudes and building up employees’ morale. • Communication is the means through which delegation and decentralisation of authority is successfully accomplished in an organisation.
- 10. SUPERVISION 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.
- 11. FUNCTIONS •clarifies orders and instructions issued to subordinates and ensures that they have understand and follow these fully; •ensures that subordinates have the required facilities to perform their jobs; •keeps a watch and guides the activities of subordinates in performing their jobs; •broadens the horizon of his subordinates by making them aware of the wider aspects of their day-to-day work; • coordinates the work of different subordinates under him; • detects errors and omissions and ensures their rectification.
- 12. IMPORTANCE Supervisors are the key people among managers at different levels. They are the link between the top and middle management and the workers. Take, for example, the foreman of the factory or the office superintendent in the office. Both of them are members of the management team, and are in direct contact with operatives in the workshop and clerical staff in the office. They are the mouthpiece of management for communicating its ideas, plans and policies to the workers and employees.
- 13. MOTIVATION Motivation is one of the important elements of directing. 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. It is a force that inspire a person at work to intensify his willingness to use the best of his capability for achievement of specify objectives. It may be in the form of incentives like financial (such as bonus, commission etc.) or, non-financial (such as appreciation, growth etc. or it could be positive or negative. Basically, motivation directed towards goals and prompt people to act.
- 15. IMPORTANCE : •with proper motivation there can be maximum utilisation of the factors of production like men, money, material etc.; •if employees are motivated it will reduce employee turnover and absenteeism; •motivation fosters a sense of belongingness among the employees towards the organisation and also improves their morale; •motivation helps in reducing the number of complaints and grievances. The wastage and accident rate also come down; • with proper motivational techniques management can attract competent and best qualityemployees.
- 16. LEADERSHIP While motivation is the process through which employees are made to contribute voluntarily to work, leadership is the ability to persuade and motivate others to work in a desired way for achieving the goal. Thus, a person who is able to influence others and make them follow his instructions is called a leader. For example, in an organisation the management decides to install some new machines to which the workers are resisting.
- 17. IMPORTANCE : •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.
- 18. PRINCIPLES OF DIRECTION (A) Principles relating to the purpose of direction Principle of maximum individual contribution Principle of harmony of objectives Principle of efficiency of direction
- 19. (B) Principles relating to direction process Principle of Unity of Command Principle of Appropriateness of Direction Technique Principle of Managerial Communication Principle of Comprehension Principle of use of informal organization Principle of leadership Principle of efficient control Principle of Follow Through
- 20. STEPS IN DIRECTION Setting and Defining the Objectives Organising the Efforts Measuring the work Developing the people
- 21. IMPORTANCE Initiates Action Integrates Employees Efforts Gets maximum out ofindividuals Facilitates Organisation Changes Provides Stability and Balance in the organisation
- 22. CO-ORDINATING Co-ordination is the process of linking or connecting the various activities of an organisation. Every department in an organisation functions independently. But, the activities of one department, influences or affects the activities of another department. For eg. The activities of the production department influence or affects the activities of marketing department and vice-versa.
- 23. Likewise, the activities of the purchase department affects the activities of production department, the activity of finance department affects the activities of the purchase department. Thus, it becomes clear that the various departments in an organisation are inter- related and interdependent. Co-ordination is only concern with the task of establishing a link between the activities of the different departments.
- 24. Every department has its own goals. But, what is important is the contribution of the various departments to the goal of the organisation. Co- ordination ensures that all the departments contribute to the achievement of the goal or the objective of the organisation. Co-ordination is concerned with the task of unifying the activities of the departments of an organisation, in order, to achieve the common goal.
- 25. DEFINITION According to J. D. Mooney and A. C. Railey : “Co-ordination is the orderly arrangement of group efforts to provide unity of action in the pursuit of a common purpose.”
- 26. FEATURES The need for co-ordination arises due tointer- dependence I t aims at achieving the common goal I t is the duty of every manager Continuous Process Required in group Activity Deliberate Effort Co-ordination is different from co-operation
- 27. IMPORTANCE Integration of Group Efforts Facilitates Mutual Dependence Motivates Subordinates Development of team spirit Better Relations Higher Efficiency Reduces Wastages Corporate Image
- 28. TECHNIQUES Clearly defined goals/ Well – defined objectives Clear Lines of Authority and Responsibility/ Effective Chain of Command Precise, Comprehensive and Well-understood, Programmes and Policies (Plans) Effective Communication Channels Effective Leadership and supervision Common Nomenclature Voluntary Teamwork
- 29. CO-ORDINATION AS AN ESSENCE OF MANAGEMENT Coordination through Planning Coordination through organizing Coordination through staffing Coordination through directing Coordination through controlling Coordination and Communication Coordination and Motivation Coordination and Decision- Making
- 30. PRINCIPLES Principle of Direct Contact Principle of Early Start Principle of Reciprocal Relationship Principle of Continuity Principle of Self-Coordination