DIRECTING FUNCTION OF MANAGEMENT

Introduction

Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management. Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results.

Meaning and Definition

Direction consists of the process and techniques utilized in issuing instructions and making certain that operations are carried as originally planned.

“Directing involves determining the course, giving order and instruction and providing dynamic leadership”– Marshall

“Activating means and moving into action- supplying simulative power to the group”- G.R Terry

Directing Involves

Telling people what is to be done and explaining how to do it.

Issuing instructions and orders to subordinates.

Inspiring them to contribute towards the achievement of objectives,

Supervising their activities;

Providing leadership and motivation

ELEMENTS OF DIRECTION

Communication

- Complex and multifaceted phenomenon. It is the process by which verbal and non-verbal symbols are sent, received and given meaning.

“Communication” word has been derived from Latin word “Communis” which means common, thus communication stands for sharing of an idea in common.

“Communication is an exchange of facts, ideas, opinions or emotions by two or more persons” – Newman and Summer

“It is a sum of all the things one person does when he wants to create understanding in the minds of another. It is a bridge of meaning, it involve systematic telling, listening, and understanding” – Haimann

Most Common Way to Communicate

Speaking

Writing

Body Language

Visual Images

Elements of Communication

People - minimum is 2; one will act as the sender and the other the receiver.

Message – the content or the substance of what is being communicated, could be an idea, feeling, instruction, fact or opinion.

Channel – the medium and the manner by which the message is conveyed ; could be verbal or non-verbal.

Feedback – the reaction of the receiver to the message as conveyed through a particular channel; measures the effectiveness of the communication.

Noise – anything that distorts the message conveyed.

Communication Process (NOTE: EXPLAIN)

The process by which a message, encoded by a sender, is transmitted through a medium to a receiver, who encodes the message and provides feedback.

FOUR BASIC DIRECTIONS

Downward Communication

Communication which flows from the superiors to the subordinates is known as downward communication. In an organizational structure, the superiors utilize their abilities to attain the desired targets which mean that they may be engaged in issuing commands, directions and policy directives to the persons working under them. Under downward communication, the superiors anticipate instant recital of a job that’s why it is highly directive. Katz and Kahn have identified five general purposes of superior-subordinate communication.

a. To give specific task directives about job instruction

b. To give information about organization procedures and practices

c. To provide information about the rationale of the job

d. To tell subordinates about their performance

e. To provide ideological-type information to facilitate the indoctrination of goals

Upward Communication

Travels from subordinate to superior. The most common purpose of this communication is to provide feedback on how well things are going. It provides also the middle level managers the opportunity to represent their subordinates to the upper level managers.

a. Open-Door Policy -(a communication policy in which a manager, CEO, president or supervisor leaves their office door "open" in order to encourage openness and transparency with the employees of that company.)

b. Complaint program

Lateral Communication

Lateral communication refers to messages conversed between people on the same hierarchical level. For example, in terms of the workplace, if two supervisors have a discussion or two board members raise an issue this is known as lateral communication. The most common reason for this communication flow is to provide coordination and teamwork.

Diagonal Communication

Occurs between people who are neither in the same department nor in the same level of management hierarchy. In this case, someone communicate either downward or upward with someone in another functional area. In utilizing this flow of communication, protocol must be observed so as not to bypass the authority of the person concerned

EFFECTIVE METHODS OF COMMUNICATION

Methods Factors to consider

Electronics • these are highly effective means of quickly reaching those with whom you are communicating

• Interaction and participation are possible and often simple – for all involved parties

• Their ease of use means that they pose a possible risk of communications overload

• The seemingly endless possible combinations of words, images and color are very powerful

Meetings • If used properly; meetings can build relationships and mutual trust• Meetings enable instant feedback• Meetings facilitate mutual understanding• Reponses can often be gauged through eye contact• Preparation, planning and openness are required

Journalism • In-house publications enable a wide range of msgs and editorial techniques• It is possible to facilitate some interaction through reader’ letters and

contributions.• The content of most organizations’ journals tends to be bland, resulting in low

leadership

Internal marketing • This is a powerful method of “selling” change to the organization’s own staff• Detailed written documents and colorful posters help to explain and simplify

complex msgs• These techniques are able to elicit very strong, immediate motivational

responses

Noticeboards • Can be either official information givers, or for general use by employees• Provide a central location in which to make information accessible to all

employees.• There is no real possibility of interactive response, and employees may feel

uninvolved.

Telephone • The telephone is not suitable for lengthy or complicated discussions• The lack of physical presence may lessen the speakers’ understanding of each

other

BARRIERS TO EFFECTIVE COMMUNICATION

• Too much information – people suffers from what we call sensory overload

• The message is poorly organized – communicating also involves planning

• Inaudible voice – when talking in front of a crowd be sure that you have loud and clear voice so that everybody will be able to hear what you are saying

• Mannerisms – distract attention

• Lack of understanding

• Inconsistent verbal and non-verbal communication

• Noise – any factors that disturbs, confuses or interferes with communication

• Differing perceptions – people who have different backgrounds of knowledge and experience often perceive the same phenomenon from different perspective

• Too many links in the communication process

• Symbol with different meaning – a symbol that may mean something to the sender might mean another to the receiver.

• Badly expresses message – The message is not clearly expressed by the sender that’s why the real message is not received by the receiver.

• Faulty Translation – Mistranslation from other language may affect the real meaning of a message

• Language differences – the words used must mean the same thing to sender and receiver

OVERCOMING BARRIERS TO COMMUNICATION

• Use feedback to facilitate understanding and increase the potential for appropriate action

• Repeat message in order to provide assurance that they are properly received

• Use multiple channels so that the accuracy of the information may be enhanced

• Use simplified language that are easily understandable and which eliminates the possibility of people getting mixed-up with meanings

TO ATTAIN EFFECTIVE MANAGERIAL COMMUNICATION

1. Humanize – understand, appreciate and elevate the importance of humans above other concerns

2. Harmonize – establish a climate of cooperation, trust, helpfulness, confidence, belongingness and openness

3. Habitualize – put into a habit such positive practices

4. Institutionalize – put into practice good communication habits at the individual level until these practices are introduced to the company or organization as standard operating procedure

5. Acclimatize – adjust, be flexible and extra tolerant

6. Modernize – learn the modern ways of communicating

7. Symbolize – if words will not do, use symbols

8. Empathize – to understand intimately the other people’s feelings ,thoughts, motives and aspirations

9. Dualize – make your communication dual

10. Minimize – Keep It short!!!!

INFORMAL COMMUNICATION IN THE ORGANIZATION

Grapevine is an informal channel of business communication. It is called so because it stretches throughout the organization in all directions irrespective of the authority levels.

a. Grapevine networks

1. Gossip chain – happens when one person passes informal communication to all others in the informal organization

2. Single strand – each person receives information from one individual and passes it to another

3. Probability chain – people randomly pass information to the other members of the organization

4. Cluster chain – people pass information to other members of the informal organization selectively

b. Grapevine activity. People tend to engage in grapevine when:

1. People lack information

2. There is insecurity in a situation

3. People have personal interest in the situation

4. They have new information

LEADERSHIP

- Art of getting someone else to do something that you want done because he wants to do it (Dwight D. Eisenhower)

- Process of directing the behavior of others toward the accomplishments of objectives.

- is one of the important parts of direction.

“Leadership is the ability to secure desirable action from a group of followers voluntarily, without the use of coercion”- Alford and Beatly

“Leadership refers to the quality of the behaviour of the individual whereby they guide people on their activities in organized efforts”- Chester Barnard

LEADING IN TIMES OF CRISIS

1. Stay calm2. Be visible3. Put people before business4. Tell the truth5. Know when to get back to business

LEADERSHIP STYLES

1. Autocratic Leadership Under the autocratic leadership style, all decision-making powers are centralized

in the leader, as with dictators.

Leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the

manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group.

2. Participative LeadershipConsists of the leader sharing the decision-making abilities with group members by

promoting the interests of the group members and by practicing social equality.

Consultative LeadersThis style focuses on using the skills, experiences, and ideas of others. However, the leader or manager using this style still retains the final decision-making power. To his or her credit, they will not make major decisions without first getting the input from those that will be affected.

Consensus LeadersFor leadership to occur one party must follow another party. An exception being which requires the leader influence the followers to aid in a common task, which would seem to eliminate the possibility of leading people to do nothing. Which is kind of amusing when one considers to "do nothing" is usually the decision reached by process of consensus in the first place.

Democratic Leadersdemocratic leader A leader who maintains an egalitarian atmosphere within the group and who is prepared to delegate planning, decision making, and other responsibilities to followers.

3. Free- rein LeadershipA person may be in a leadership position without providing leadership, leaving

the group to fend for itself. Subordinates are given a free hand in deciding their own policies and methods.

4. Narcissistic leadershipThe narcissism may be healthy or destructive although there is a continuum

between the two. To critics, "narcissistic leadership (preferably destructive) is driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration.

5. Toxic leadershipA toxic leader is someone who has responsibility over a group of people or an

organization, and who abuses the leader-follower relationship by leaving the group or organization in a worse-off condition than when he/she first found them.

Importance of Leadership

Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts.

Motivation- He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates.

Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently.

Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems.

Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.

Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms.

Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.

THEORIES OF LEADERSHIP

a. Fielder’s Contingency Theory- it hypothesizes that, in any given leadership situation success is determined primarily by; 1) The degree to which the task being performed by the followers is structured 2) the degree of position power possess by the leader 3)the type of relationship that exists between the leader and the followers.

b. Theory X and Y Assumptions c. Theory Z

MANAGEMENT STYLES (NOTE: EXPLAIN< ELABORATE< EXAMPLE)

1. Management by crisis2. Management by exception3. Management by objectives4. Management by coaching and development5. Management by competitive edge6. Management by consensus7. Management by styles8. Management by walking around9. Words simplifications

FILIPINOS AS MANAGERS

a. Managers who are content-oriented; interested on what to do and why; most planners and thinkers

1. Manager by Libro2. Manager by Oydo

b. Managers who are process oriented; interested in how to do the job; most implementers and doers

1. Manager by Kayod2. Manager by Lusot

c. Combination of content and process 1. Management by Ognayan

MOTIVATION

- set of forces that energize worker to do their job and to sustain their behaviour.

Introduction & Definition to motivate means to provide motive, to impel people to action, and to create incentives to work.

“Motivation is the work a manager performs to inspired, encourage, and impel people to take required action” – Lewis Allen

“The act of stimulating someone or oneself to get a desired course of action”- Michael J

Nature and Characteristics Motivation

Is an internal feeling

Motivation is related to needs

Motivation lead to goal oriented behaviour

Motivation can be positive or negative

Importance of Motivation

1. Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources.

2. Improves level of efficiency of employees

The level of a subordinate or an employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into-

a. Increase in productivity, b. Reducing cost of operations, and c. Improving overall efficiency.

3. Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place :-

4. Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things:

a. Monetary and non-monetary incentives, b. Promotion opportunities for employees, c. Disincentives for inefficient employees.

5. Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, “Old is gold” which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise.

TYPES OF MOTIVATION

1. Fear motivation

2. Incentive motivation

3. Change or growth motivation

THEORIES OF MOTIVATION

1. Maslow’s Hierarchy of Needs

a. Physiologicalb. Safety and securityc. Sociald. Esteeme. Self-actualization

2. Herzberg’s Two-Factor Theory

a. Establishing basic needs at work

1. Salary and benefits

2. Working conditions

3. Company Policy

4. Status

5. Job security

6. Supervision and autonomy

7. Office Life

b. Heightening workplace motivation

1. Achievement

2. Recognition

3. Job Interest

4. Responsibility

5. Advancement

3. Acquired needs Theory

a. Need for achievement

b. Need for power

c. Need for Affiliation

4. Goal setting Theory

a. Specific goals lead to higher performance than do generalize do goals

b. Performance generally increases in direct proportion to go difficulty

c. For goals to improve performance, the employee must accept them

d. Goals are more effective when they are use to evaluate performance

e. Goals should be linked to feedback and reward

f. Goals setting is as important as individual goal setting

5. Expectancy Theory of Motivation

1. The individual believes effort (E) will lead to favourable performance (P)

2. The individual believes performance will lead to favourable outcome (O)

3. Outcome or reward satisfies an important need

4. Needs dissatisfaction is intense enough to make efforts seem worthwhile

SUPERVISION

Supervision implies expert overseeing of subordinates -at work in order to guide and regulate their efforts. Every manager has to supervise the work of his subordinates to see that they do their work as desired. But supervision is particularly important at the operating level of management or at the low-level management.

The supervisor is in direct personal contact with the workers and he acts as the link between workers and management. He communicates the policies, plans and orders of management to the workers. He also brings workers' grievances, suggestions and appeals to the notice of management. Effective supervision is essential for the accomplishment of desired goals.

The direction of people at work is the most difficult of all production related tasks. Supervision means constantly functioning in a state of flux and ambiguity and few people feel satisfaction from being a supervisor. The reason this is worth mentioning is because many new supervisors feel that something is "wrong" when they are constantly faced with problems relating to their workforce. This state of flux and ambiguity is normal to supervision and success is measured in percentages rather than absolutes.

All work requires the coordination of effort. We accomplish this by giving workers assigned tasks and assigned time in which they are to accomplish these tasks. But just giving instructions is not enough. You must give clear, specific instructions on what is to be done, monitor the worker in the course of their efforts and hold them accountable for specific results. These three elements; specific instructions on what is to be done, monitoring them periodically to make sure it is being done, and making the employee accountable for the results are the core of the supervisory process. It is the responsibility of the supervisor to do this. Workers who do not receive good instruction and direction; who are allowed to do work incorrectly without correction and who do not have a review of their performance have not had proper supervision and hence have not been allowed to perform properly.

The purpose of supervision is to ensure that subordinates perform their tasks according to prescribed procedures and as efficiently as possible.

In Supervising

1. Set realistic expectations. The expectations that are often left unstated need to be openly discussed.

2. Establish clear goals. Goal setting gives purpose and direction to the work of the individual subordinates as well as to the manager. It ensures alignment to corporate strategy.

3. Communicate. Successful communication is a learned process that must accommodate individual needs. As the boss, you establish the norms. Solicit feedback, encourage discussion (especially alternate points of view), and be accessible.

4. Support. A manager is not made by title alone. Anyone new to a supervisory position needs to develop certain professional skills. Your mentoring will be the key to success.

5. Be the Model Manager . Lead the way! Have others do as you say and do.

COORDINATION

Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management.

According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”.

According to Charles Worth, “Coordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”.

Management seeks to achieve co-ordination through its basic functions of planning, organizing, staffing, directing and controlling. That is why, co-ordination is not a separate function of management because achieving of harmony between individuals efforts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management.

A manager can be compared to an orchestra conductor since both of them have to create rhythm and unity in the activities of group members.

Co-ordination through Directing

- The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates.

What to Report:

Johann Ribac

King James Estavillo

CJ Feliciano

Marvie Ramon

Hazelle Andres

John Paul Pacol

Rozhma Ustare

Angelica Gallano

Angelique Cascayan

Charmaigne Tapec