Principles of Management Chapter 6 Directing

Principles of Management Chapter 6 Directing

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  1 Chapter 6: Directing
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  Learning Objectives At theend of the chapter, you are all expected to understand the following:  Definition of Directing  The Nature of Directing Motivation  Theories of Motivation  Communication  Types of Communication  Barriers of Communication  Leadership  Types of Leadership 2
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  What is Directing? the process of motivation, communication and leadership  deals with the relationship of managers and non- managers  managers as leaders should understand the motives of people, and they should maintain or improve the interpersonal relationship in an organization. 3
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  What is Motivation? the use of rewards and penalties in order to influence desired behavior.  rewards and punishment are still strong motivators. 4
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  Theories of Motivation Thetheories of motivation described in this discussion help to provide a broader understanding of what motivates people. Traditional Theory  based on the assumption that money is primary motivator. Financial rewards are directly related to performance in the belief that if the reward is great enough, employees will produce more. The Hierarchy of Needs  postulated by Abraham W. Maslow, stated that human needs in the form of a hierarchy should be satisfied in order, from the lowest to the highest needs. Achievement – Power – Affiliation Theory  3 needs: (1) a need to achieve – desire to do something better or more, (2) a need for power – a concern for influencing people, and (3) a need for affiliation – need to be liked. Motivation – Maintenance Theory  contends that motivation comes from the individual, not from the manager. McGregor’s Theory X & Y  emphasizes that motivation of employees is best achieved when management creates an environment that encourages members involving both intrinsic and extrinsic rewards, by directing their efforts towards the goals of the organization.5
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  Theories of Motivation AchievementTheory  an individual’s ambition to do things better or achieve something is due to a very specific motive or need. This is not something “inborn” but it can be acquired through training and teaching the trainees to think and behave in terms of achievement. Barnard-Simon’s Theory of Equilibrium  states that the inducements provided by the organization must be kept in equilibrium with the contributions made by the employees. In other words, equal wages must be paid for equal work. Vroom’s Preference-Expectancy Theory  based on the premise that an individual assigns values to the outcome of each alternative course of action. Reinforcement Theory  Components: (1) Stimulus – environment, (2) Response – behavior itself, (3) Reinforcement – reward given to performance only. High performance = High Pay. Maturity Theory  contends that as people grow (psychologically) and maturity they strive toward the highest level of need. Job Enlargement  involves redesigning of jobs so that related activities are added to those currently being performed. 6
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  What is Communication? the transfer of information that is meaningful to those involved – in general, the transmittal of understanding.  can occur in many forms ranging from face-to-face contact involving facing expressions and body movements.  Good Communication – defined as interchange of thought or information; it brings about mutual understanding and confidence. Types of Communication 1. Formal & Downward Communication – more common method and flows down. 2. Upward Communication – can be facilitated thru counseling methods, open-door policy, survey 3. Lateral or Peer-Level Communication - same level of members in the organization share information. 4. Committees, Conferences, Group Discussion – lateral communication 5. Grapevines or Informal Talk– informal paths of communications Ways to Communicate  Informal Talk or Grapevines, Memoranda, Telephone Calls, Interoffice news, Letters, Reports, Conferences/Conventions, 7
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  Barriers to Communications reduce the effectiveness of communication These barriers are: 1. Distance – physical distance. Less face-to-face communication may lead to misunderstanding or lack of understanding of the message being communicated. 2. Distortion – individuals fails to distinguish actual data from his own views, feelings and emotions. Being close-minded. 3. Semantics – language aspect of communication. Certain words have multiple meanings. 4. Lack of Leveling – difference in the level of knowledge and expertise of a supervisor and subordinate. 5. Lack of Trust – previous experiences of subordinates’ dealings with supervisor. 6. Inaccessibility – supervisors who are often out. 7. Lack of Clear Responsibilities – responsibilities assigned to the subordinates are not clear. 8. Personal Incompatibility – personality between supervisor and subordinate clash and thus create communication blocks. 9. Refusal to Listen – careless attitude or arrogant nature, refuse to listen. 10.Failure to Use Proper Media – use of jargons 8
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  What is Leadership? the art and the science of influencing people so that they willingly move toward the achievement of the group goals.  the ability to obtain followers and influence them makes a leader. Types of Leadership 1. Dictatorial Leader – accomplish tasks through fear of penalties and maintains a highly critical and negative attitude in relations with subordinates. 2. Autocratic Leader – forces subordinates to rely on the leader for their satisfaction. 3. Democratic Leader – depends not only on their own capabilities but encourages consultation of subordinates. 4. Laissez-Faire Leader – depends completely on subordinates to establish their own goals and to make their own decision. 9
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  Leadership Power, Authority andLeadership  Power – ability to command or supply force. People can be influenced by someone to do something that they would not otherwise do.  Authority – the right to issue directives and expend resources Leaders’ Attitude  Theory X & Y Leader – X use a much more authoritarian style of leadership than Y. Assumption about People Theory X 1. Average human being has an inherent dislike of work and will avoid it as possible 2. Therefore, people must be corrected, controlled, directed, or threatened with punishment. 3. Average human being prefers to be directed, wishes to avoid responsibility Theory Y 1. Physical and mental effort in work is as natural as play or rest. 2. Threat of punishment are not the only means of bringing effort, should exercise self direction and self control. 3. Commitment to objectives is a function of reward as achievement 4. Human being seeks responsibility 10
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  Management Skills  skillsthat managers must develop 3 Basic Skills 1. Technical Skills – ability to perform a manager’s job; specialization 2. Human Skills – ability to work with others by getting along, motivating and communicating with them. 3. Conceptual Skills – ability to coordinate and integrate the entire organization’s interests and activities. Bigger point of view. 11
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  Management Roles  ARole is defined as an organized set of behaviors belonging to an identifiable job.  Henry Mintzberg identified ten managerial roles divided into three major groups: Interpersonal 1. Figurehead - manager represents the organizational unit in all matters of formality 2. Liaison – manager interacts with peers and other people outside the organization 3. Leader – manager provides guidance and motivation to the work Informational 1. Monitor – manager serves as a receiver and collector of information 2. Disseminator – manager transmit special information within the organizational unit 3. Spokesperson – manager disseminates the organization’s information into its environment Decisional 1. Entrepreneur – manager’s role is to initiate change 2. Disturbance handler – managers assume conflicts, threat, loss in 12
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  Management Filipino Styles Manager “By Kayod” – Action-hungry and committed and his manners are rather serious and those of an introvert. Manager “By Lusot” – managers will always find loopholes to avoid hardwork or utilize an excuse for failure Manager “By Libro” - managers literally goes by the book. Manager “By Oido” – managers acquire his managerial skills by playing it by ear. Manager “By Ugnayan” – participatory and coordinative, he integrates various styles depending on the companies’ needs and conditions.13