UNIT IV Directing Nature and Purpose of Directing

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UNIT - IV Directing : Nature and Purpose of Directing – Principles-Motivation- Meaning –

UNIT - IV Directing : Nature and Purpose of Directing – Principles-Motivation- Meaning – Nature. Importance - Introduction to theories of Motivation. Leadership – Meaning - Need for Leadership Styles/Types. Communication – Meaning Importance of Communication - Methods of Communication- Types-Barriers

Direction - Meaning • According to Koontz and O’Donnell “Direction is a complex function

Direction - Meaning • According to Koontz and O’Donnell “Direction is a complex function that includes all those activities which are deigned to encourage subordinates to work efficiently in both the short- and long-run. ”

Nature of Directing • • • Pervasive function Continuing function Linking function Creative function

Nature of Directing • • • Pervasive function Continuing function Linking function Creative function Human factor Chain of command

PRINCIPLES OF DIRECTION • • • Harmony of objectives Maximum individual contribution Unit of

PRINCIPLES OF DIRECTION • • • Harmony of objectives Maximum individual contribution Unit of direction or command Efficiency Direct supervision Feedback information Effective communication Appropriateness of direct technique Efficient control Comprehension Follow through

Significance / Benefits of Directing • • • Initiates action Ensures coordination Improves efficiency

Significance / Benefits of Directing • • • Initiates action Ensures coordination Improves efficiency Facilitates change Assists stability and growth

TECHNIQUES OF DIRECTING • • Delegation Orders and Instructions Free-rein direction Autocratic direction

TECHNIQUES OF DIRECTING • • Delegation Orders and Instructions Free-rein direction Autocratic direction

Essentials of a good order • • It should be reasonable It should be

Essentials of a good order • • It should be reasonable It should be clearly defined and easily understandable It should be complete in all aspects It should exhort willingness and acceptance from the subordinates It should be preferable to an oral order It should specify the time within which a job should be completed It should be intelligible. It should be achieve the objectives of an organisation.

MOTIVATION • According to Beach defines “Motivation as a willingness to expand energy to

MOTIVATION • According to Beach defines “Motivation as a willingness to expand energy to achieve a goal or a reward. ”

NATURE OF MOTIVATION • • • Unending process A psychological concept The whole individual

NATURE OF MOTIVATION • • • Unending process A psychological concept The whole individual is motivated Motivation may be financial or non-financial Frustrated man cannot be motivated Goal are motivators Unifying force Motivation can be positive or negative Motivation and job satisfaction are different.

IMPORTANCE OF MOTIVATION • • • Maximum utilisation of factors of production Willingness to

IMPORTANCE OF MOTIVATION • • • Maximum utilisation of factors of production Willingness to work Reduced absenteeism Reduced labour turnover Availability of right personnel Building of good labour relations Increase in the efficiency and output Sense of belonging Basis of co-operation Helps in realising organisational goals Improvement upon skill and knowledge

TYPES OF MOTIVATION • • • Negative motivation Positive motivation Extrinsic motivation Intrinsic motivation

TYPES OF MOTIVATION • • • Negative motivation Positive motivation Extrinsic motivation Intrinsic motivation Financial motivation Non-financial motivation

Introduction to Theories of Motivation • • Maslow’s need priority model Herzberg’s two-factor theory

Introduction to Theories of Motivation • • Maslow’s need priority model Herzberg’s two-factor theory Mc. Gregor’s theory X and theory Y Ouchi’s theory Z Achievement motivation model Adam’s equity theory Vroom’s expectancy theory Transactional analysis

Maslow’s need hierarchy theory • • • Physiological Safety (security) Social affiliation Esteem (achievement)

Maslow’s need hierarchy theory • • • Physiological Safety (security) Social affiliation Esteem (achievement) Self- actuation

HERZBERG’S THEORY OF MOTIVATION • • • A. HYGIENE FACTORS Company policy and administration

HERZBERG’S THEORY OF MOTIVATION • • • A. HYGIENE FACTORS Company policy and administration Technical supervision Interpersonal relationship with supervisors Interpersonal relationship with peers Interpersonal relationship with subordinates Salary Job security Personal life Working condition and status

HERZBERG’S THEORY OF MOTIVATION (cont…) • • B. Motivators Achievement Recognition Work itself Responsibility

HERZBERG’S THEORY OF MOTIVATION (cont…) • • B. Motivators Achievement Recognition Work itself Responsibility Advancement and Growth

COMPARISON OF MASLOW AND HERZBERG MODELS kkkk Safety needs

COMPARISON OF MASLOW AND HERZBERG MODELS kkkk Safety needs

Difference between Maslow’s and Herzberg’s Model • Matter • Arrangement • Concept • •

Difference between Maslow’s and Herzberg’s Model • Matter • Arrangement • Concept • • No. of needs Motivators • Applicability Maslow, s model Hierarchical arrangement of needs Unsatisfied needs encourage behaviour which cause performance. Five needs All needs are motivators Herzberg’s model No such arrangement of needs. Satisfied needs cause performance Sixteen needs Only higher order needs are motivators. Need oriented – takes into Work oriented account motivational problems of all workers of professional workers.

Difference between Maslow’s and Herzberg’s Model S. NO 1. THEORY X People dislike work.

Difference between Maslow’s and Herzberg’s Model S. NO 1. THEORY X People dislike work. 2. People do not accept responsibilities. 3. People are not achievement oriented 4. 5. People are self-centred. Motivation occurs at the lower order needs. 6. People must be closely controlled. 7. People prefer status quo and security. 8. People are (likely to be) misled by unscrupulous people since they are simplistic. THEORY Y 1. Work is as natural as play if the situation is positive. 2. People are ready to accept responsibilities without fear. 3. People are achievement oriented. 4. People are social. 5. Motivation occur at the higher order needs as well as lower order needs. 6. People can be self-directed and creative at work if properly motivated. 7. People dislike them but seek change and challenge in life and work. 8. People are alert and know the ways of the world.

THEORY X • Theory X is a traditional approach of management which is based

THEORY X • Theory X is a traditional approach of management which is based on the old time-honoured assumptions about behaviour. • This theory regards that management must employ coercive methods and exercise tight control over employees to accomplish the objectives. • Further, decision-making is the exclusive domain of the management and the workers have to follow the decisions made for them. • Management is responsible for organising its elements of productive enterprise.

THEORY - Y • It is a modern approach of management. • According to

THEORY - Y • It is a modern approach of management. • According to this theory, managers attempt to help their employees to develop and mature by exposing them to progressively less external control, allowing them to assume more and more self-control. • This theory aims at creating opportunities, removing obstacles, encouraging growth and providing guidance for high output.

MOTIVATIONAL TECHINIQUES • • • Monetary incentives Job- based techniques MBO Technique Leadership techniques

MOTIVATIONAL TECHINIQUES • • • Monetary incentives Job- based techniques MBO Technique Leadership techniques Sensitivity training

LEADERSHIP • Definition: • Koontz and O’Donnell said, “Leadership is generally defined as influence,

LEADERSHIP • Definition: • Koontz and O’Donnell said, “Leadership is generally defined as influence, the art of process of influencing people so that they will strive willingly towards the achievement of group goals” • Allen, “Leader is one who guides and directs other people. He must give effective direction and purpose. ”

NEED OR IMPORTANCE OFLEADERSHIP • • • Perfect organisation structure Directing group activities Technological,

NEED OR IMPORTANCE OFLEADERSHIP • • • Perfect organisation structure Directing group activities Technological, economical and social changes Better utilisation of manpower Avoiding imbalances Source of motivation Reconciliation of goals Developing good human relations Promoting the spirit of co-ordination Fulfilling social responsibilities

APPROACHES OR THEORIES OF LEADERSHIP 1. Triantis's approach or theory Ø Weaknesses of trait’s

APPROACHES OR THEORIES OF LEADERSHIP 1. Triantis's approach or theory Ø Weaknesses of trait’s theory Ø A. No common equalities list Ø B. Measurement of quality Ø C. No scope for future development Ø D. No consideration for situational factors Ø E. No need of uniform traits

APPROACHES OR THEORIES OF LEADERSHIP ( cont…) • • 2. Behavioural approach or theory

APPROACHES OR THEORIES OF LEADERSHIP ( cont…) • • 2. Behavioural approach or theory 3. Situation list approach or theory 4. Follower’s theory or acceptance theory 5. System theory or a path-goal theory

FUNCTIONA OF A LEADER • • • Taking initiative Representation Guide Encouraging others Arbitrator

FUNCTIONA OF A LEADER • • • Taking initiative Representation Guide Encouraging others Arbitrator and Mediator Planner Rewards and punishments Integration Communication production

QUALITIES OF LEADERSHIP • • • Physical appearance and strength Mental vigour Emotional stability

QUALITIES OF LEADERSHIP • • • Physical appearance and strength Mental vigour Emotional stability Sense of judgement Goodwill Motivation Communication skill Guiding ability Sociability Technical knowledge

TYPES OF LEADERS • • 1. Autocratic leader 2. Intellectual leader 3. Liberal leader

TYPES OF LEADERS • • 1. Autocratic leader 2. Intellectual leader 3. Liberal leader 4. Democratic leader 5. Institutional leader 6. Inducing leader 7. Paternal leader 8. Creative leader

TECHNIQUE OF LEADERSHIP • • • Securing co-operation The use of power Co-ordination Discipline

TECHNIQUE OF LEADERSHIP • • • Securing co-operation The use of power Co-ordination Discipline Morale

CHARECTERSTICS OF LEADERSHIP • There must be followers • Working relationship between leader and

CHARECTERSTICS OF LEADERSHIP • There must be followers • Working relationship between leader and followers • Personal quality • Reciprocal relationship • Community of interests • Guidance • Related to a particular situation • Shard function • Power relationship

LEADERSHIP STYLES • 1. Positive style • 2. Negative style • 3. Autocratic or

LEADERSHIP STYLES • 1. Positive style • 2. Negative style • 3. Autocratic or authoritarian style Ø Advantages 1. It provides strong motivation to the followers 2. Quick decision is possible. 3. Less talented followers can perform their job effectively. 4. Followers need not take any decision. 5. Decision-making, planning or organising need no initiative.

3. Autocratic or authoritarian style (cont…) • Disadvantages • 1. Most of the people

3. Autocratic or authoritarian style (cont…) • Disadvantages • 1. Most of the people dislike this style. The reason is that this style has a negative motivation approach. • 2. Frustration, low morale and conflict develop easily under this style. • 3. New ideas or creative ideas cannot applied the followers. • 4. The followers have no opportunity for development

4. DEMOCRATIC STYLE • Advantages: • Consultation gives satisfaction to the followers • Due

4. DEMOCRATIC STYLE • Advantages: • Consultation gives satisfaction to the followers • Due recognition is given to the followers. So, they show more interest in increasing the company’s productivity. • Followers are aware of the activities in the organisation. • A leader can improve his decision-making ability through consultation with his followers while taking decision. • Followers get opportunity to show their ability or talent

4. DEMOCRATIC STYLE (cont…) • Disadvantages: • Decentralisation of power is used only when

4. DEMOCRATIC STYLE (cont…) • Disadvantages: • Decentralisation of power is used only when consultation is made for taking a decision. • Taking a decision and the implementation of it require more time. • Follower can dominate the leader. • A leader can easily shift the responsibility to his followers for failure in taking and implementing a decision.

5. FREE-REIN STYLE Ø Advantages: • Morale and job satisfaction of the followers are

5. FREE-REIN STYLE Ø Advantages: • Morale and job satisfaction of the followers are increase to some extent. • The talent of the followers is properly utilised. • The followers get full opportunity to develop their talents.

5. FREE-REIN STYLE (con…) • Disadvantages: • The leader does not care to motivate

5. FREE-REIN STYLE (con…) • Disadvantages: • The leader does not care to motivate his followers. • The contribution of a leader is nothing. • The leader does not support the follower and no guidance is available to the former.

COMMUNICATION • Definition: • According to Louis A. Allen, “Communication is the sum of

COMMUNICATION • Definition: • According to Louis A. Allen, “Communication is the sum of all the things, one person does when he wans to create understanding in the mind of another. It involves a systematic and continuous process of telling, listening and understanding. ”

IMPORTANCE OF COMMUNICATION • • • An aid to managerial performance. Achieving co-ordination. Helps

IMPORTANCE OF COMMUNICATION • • • An aid to managerial performance. Achieving co-ordination. Helps in smooth working. Increase managerial efficiency. Helps in decision-making. Maintaining industrial peace. Aid to leadership. Aid to job satisfaction. Saving in time. Aid to public relation.

EFFECTS OF COMMUNICATION • Successful communication. • No communication. • Miscommunication.

EFFECTS OF COMMUNICATION • Successful communication. • No communication. • Miscommunication.

OBJECTIVES OF COMMUNICATION • • • Communicating right information. Co-ordination of efforts. Development of

OBJECTIVES OF COMMUNICATION • • • Communicating right information. Co-ordination of efforts. Development of managerial skill. Better industrial relationship. Effectiveness of policies.

ELEMENTS OF COMMUNICATION • • • Information. Sender. Receiver. Communication channel. Symbols. Feedback.

ELEMENTS OF COMMUNICATION • • • Information. Sender. Receiver. Communication channel. Symbols. Feedback.

BARRIERS TO COMMUNICATION (OR) PROBLEMS OF COMMUNICATION • • • • Noise. Missing information.

BARRIERS TO COMMUNICATION (OR) PROBLEMS OF COMMUNICATION • • • • Noise. Missing information. Alteration of information. Overloading. Lack of facility. Inadequate policies, rules and procedures. Status patterns. Lack of attention. Quick conclusion. Lack of confidence over the communication. Improper state of mind. Lack of time. Badly expressed messages. Technical language. Poor retention.

CHARACTERISTICS OF EFFECTIVE COMMUNICATION • • Complete communication. Understanding in the same sense. Message

CHARACTERISTICS OF EFFECTIVE COMMUNICATION • • Complete communication. Understanding in the same sense. Message to have substance. Communication may be oral, written or a gestural. Communication may be formal or informal. Vital to managerial function. Continuous process. Mutual understanding.

PROCESS OF COMMUNICATION • • • Ideation. Encoding. Transmission. Receiving. Decoding. Action.

PROCESS OF COMMUNICATION • • • Ideation. Encoding. Transmission. Receiving. Decoding. Action.

PRINCIPLES OF EFFECTIVE COMMUNICATION • • • Language. Clarity. Purpose of communication. Physical and

PRINCIPLES OF EFFECTIVE COMMUNICATION • • • Language. Clarity. Purpose of communication. Physical and human setting. Consultation. Content of message. Follow-up action. Time and opportunity. Training to the communicators. Action support communication Personnel cooperation. Listening.

FACTORS DECIDING THE COMMUNICATION PROGRAMME • • Cost. Secrecy. Accuracy. Speed. Convenience. Suitability. Proper

FACTORS DECIDING THE COMMUNICATION PROGRAMME • • Cost. Secrecy. Accuracy. Speed. Convenience. Suitability. Proper recording. Expressive.

MEDIA OF COMMUNICATION • • • Bulletin. Announcements. Meetings. Suggestion/grievance boxes. Company publications.

MEDIA OF COMMUNICATION • • • Bulletin. Announcements. Meetings. Suggestion/grievance boxes. Company publications.

TYPES OF COMMUNICATION • • Formal communication. Informal communication. Downward communication. Upward communication. Horizontal

TYPES OF COMMUNICATION • • Formal communication. Informal communication. Downward communication. Upward communication. Horizontal communication. Oral communication. Written communication. Note : Each types of communication is having merits and demerits.