Elements of Directing PGP viva VVIT

DIRECTING
Chapter 7
Class 12
CBSE
VIVA

Professor & Lawyer
Puttu Guru Prasad
B.Com., M.Com., M.Phil., M.B.A., PGDFTM., AP.SET.,
M.Phil., DRMS., L.L.B., ICFAI TMF., DIRM., L.L.M.,
Pre PhD (PhD)from JNTUK.,
“Diploma in Psychology from YALE
University”
MHRDI’s IIC Ambassador
NSS Certified Program Officer, (A.U)
Senior Faculty for Business Studies, Economics, Accounts
Head, Board of Administration & Management Science,
Bhagavad Gita & CLAT Program Coordinator,
Commerce Department, VIVA-VVIT, Nambur,
My Blog: puttuguru.blogspot.in

Professor & Lawyer
Puttu Guru Prasad

The Importance of Directing
• DIRECTING is said to be a process in which the
managers instruct, guide and oversee the
performance of the workers to achieve
predetermined goals.
• Directing is said to be the heart of management
process. Planning, organizing,
staffing have got no importance if
direction function does not
take place

Importance of Directing
The importance of directing can be understood by
the fact that every action in the organisation is
initiated through directing only.
Directing integrates people towards
achievement of common objectives.
Through directing, managers not only tell the
people in the organisation as to what they
should do, when they should do and how they
should do but also see that their instructions
are implemented in proper perspective.

Importance of Directing
 1.Directing helps to initiate action by people in the
organisation towards attainment of desired
objectives.
 2.Directing integrates employees efforts in the
organisation in such a way that every individual effort
contributes to the organisational performance.
 3.Directing guides employees to fully realize their
potential and capabilities by motivating and providing
effective leadership.
 4.Directing facilitates introduction of needed changes
in the organisation.
 5.Effective directing helps to bring stability and
balance in the organisation

Very often, this becomes important factor in the
efficient and effective functioning of the
organisation. The points which emphasize the
IMPORTANCE OF DIRECTING are presented as
follows:
(i)Directing helps to initiate action by
people in the organisation towards
attainment of desired objectives.
For example, if a supervisor guides his
subordinates and clarifies their doubts in
performing a task, it will help the worker to
achieve work targets given to him.

(ii) Directing integrates employees efforts
in the organisation in such a way that every
individual effort contributes to the
organisational performance. Thus, it
ensures that the individuals work for
organisational goals.
For example, a manager with good leadership
abilities will be in a position to convince the
employees working under him that individual
efforts and team effort will lead to achievement
of organisational goals.

Directing
The heart of the Managerial Process

iii) Directing guides employees to
fully realize their potential and
capabilities by motivating and
providing effective leadership.
A good leader can always identify
the potential of his employees and
motivate them to extract work up
to their full potential.

(iv) Directing facilitates introduction of
needed changes in the organisation.
Generally, people have a tendency to
resist changes in the organisation.
Effective directing through motivation,
communication and leadership helps to
reduce such resistance and develop
required cooperation in introducing
changes in the organisation.

For example, if a manager wants to
introduce new system of accounting,
there may be initial resistance from
accounting staff.
But, if manager explains the purpose,
provides training and motivates with
additional rewards, the employees may
accept change and cooperate with
manager.

v) Effective directing helps to bring
stability and balance in the
organisation since it fosters
cooperation and commitment
among the people and helps to
achieve balance among various
groups, activities and the
departments.

Principles of Directing Providing good and
effective directing is a challenging task as it
involves many complexities.
A manager has to deal with people with
diverse background, expectations. This
complicates the directing process.
Certain guiding principles of directing may
help in directing process.
These principles are briefly explained
below:

i) Maximum individual contribution:
This principle emphasizes that
directing techniques must help every
individual in the organisation to
contribute to his maximum potential
for achievement of organisational
objectives.
It should bring out untapped energies
of employees for the efficiency of
organisation.

For example, a good motivation
plan with suitable monetary and
non-monetary rewards can
motivate an employee to contribute
his maximum efforts for the
organisation as he or she may feel
that their efforts will bring them
suitable rewards.

ii) Harmony of objectives:
Very often, we find that
individual objectives of
employees and the
organisational objectives as
understood are conflicting to
each other.

For example, an employee may expect
attractive salary and monetary benefits to
fulfill his personal needs.
The organisation may expect employees to
improve productivity to achieve expected
profits.
But, good directing should provide
harmony by convincing that employee
rewards and work efficiency are
complimentary to each other

iii) Unity of Command:
This principle insists that a person in
the organisation should receive
instructions from one superior only.
If instructions are received from more
than one, it creates confusion, conflict
and disorder in the organisation.
Adherence to this principle ensures
effective direction.

iv) Appropriateness of direction
technique:
According to this principle, appropriate
motivational and leadership technique
should be used while directing the people
based on subordinate needs, capabilities,
attitudes and other situational variables.
For example, for some people money can
act as powerful motivator while for others
promotion may act as effective motivator.

(v) Managerial communication:
Effective managerial communication across
all the levels in the organisation makes
direction effective.
Directing should convey clear instructions
to create total understanding to
subordinates.
Through proper feedback, the managers
should ensure that subordinate
understands his instructions clearly.

(vi) Use of informal
organisation:
A manager should realize that
informal groups or organizations
exist within every formal
organisation.
He should spot and make use of
such organizations for effective
directing.

(vii) Leadership:
While directing the
subordinates, managers should
exercise good leadership as it
can influence the subordinates
positively without causing
dissatisfaction among them.

(viii)Follow through: Mere giving of
an order is not sufficient.
Managers should follow it up by
reviewing continuously whether
orders are being implemented
accordingly or any problems are
being encountered.
If necessary, suitable modifications
should be made in the directions.

Elements of Direction
The process of directing involves guiding, coaching, instructing, motivating, leading the
people in an organisation to achieve organisational objectives. Consider the following
examples:
(i) A supervisor explains a worker about operations to be carried by him on a lathe
machine,
(ii) (ii) A mining engineer explains about safety precautions to be followed while
working in a coal mine,
(iii) (iii) A Managing Director declares share in the profits to the managers for their
contribution to enhance profits of the company, and
(iv) (iv) A manager inspires his/her employees by playing a lead role in performing a
work. All these examples and many other activities related to directing may
broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
To know more about directing, these elements are discussed in detail.

1.DIRECTING
2.SUPERVISION
3.MOTIVATION
4.LEADERSHIP
5.COMMUNICATION
Professor & Lawyer
P. Guru Prasad, VIVA-VVIT

A manager needs to use various ways to lead, motivate and inspire the subordinates
and to communicate with them suitably. Business organizations have always given due
importance to its managers who are capable of leading others.
Ford will send about 2,500 managers to its Leadership Development Center for one of
its four programs — Capstone, Experienced Leader Challenge, Ford Business Associates,
and New Business Leader — instilling in them not just the mind-set and vocabulary of a
revolutionary but also the tools necessary to achieve a revolution.
Ford has always attracted and nurtured capable managers and technicians, but it has
failed to do the same for change agents and leaders.
So, as part of the automaker’s cultural overhaul, Ford is embarking on a sweeping
attempt to mass-manufacture leaders. It wants to build an army of “warrior
entrepreneurs” — people who have the courage and skills to topple old ideas, and
who believe in change passionately enough to make it happen.
At the same time, through the Business Leaders Initiative, all 100,000 salaried
employees worldwide will participate in business-leadership “cascades,” intense
exercises that combine trickle-down communications with substantive team projects.
Ford views grassroot leadership as the best vehicle for creating a successful business.

Supervision
• Attempts to get maximum out of
employees by identifying
their capabilities.

• Initiates actions to get the desired results in an organization.

MOTIVATION
• Ensures that every employee
work for organizational goals.

Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was
recognized by her peers and supervisors as a person who managed department in a good way.
However, everyone realized that Rashmi was extremely ambitious and was seeking a higher-
level management position. When one of her sales representatives did a good job, she would
attempt to take the credit. However, if a problem arose, she thought it was not her fault. When
the marketing manager retired, Rashmi applied for the position. The company decided to do a
thorough search because of the responsibility and importance associated with the position.
When the search was concluded, the decision was made to fill the position by a person from
outside the company. The consensus of top management was that Rashmi, although a good
district sales manager might have difficulties in working with her new peer groups. They felt that
she might displease the other managers if she tried to take credit for their work and, as a result,
their performance would suffer. Rashmi was heart-broken. She had wanted that particular job
for a long time and had dedicated all her energies towards obtaining it. She became very
despondent and her work deteriorated. The department functioned in spite of her, not because
of her. Decisions were made slowly if at all and she began to be late with her sales reports.
Although her sales staff continued to be productive, Rashmi could not take the credit. When the
new marketing manager took over, one of the first major problems that he confronted was how
to motivate and inspire Rashmi to her former level of performance. He recognized that Rashmi
had been with the company for a long time but something had to be done to motivate her to
perform really well.

• Coping up with the changes in the organization is possible through
effective direction. Stability and balance can be achieved through
directing.

Effective Communication
to achieve
Corporate goals and
Objectives

• DIRECTING is said to be a process in which
the managers instruct, guide and oversee the
performance of the workers to achieve
predetermined goals.
• Directing is said to be the heart of
management process. Planning, organizing,
staffing have got no
importance if direction
function does not
take place

"Activating deals, with the steps, a manager
takes, to get sub-ordinates and others to carry
out plans“
- Newman and Warren.

Advantages of directing
• Initiates actions to get the desired results in an organization.
• Attempts to get maximum out of employees by identifying
their capabilities.
• Essential to keep the elements like
supervision, motivation, leadership and communication
effective.
• Ensures that every employee work for organizational goals.
• Coping up with the changes in the organization is possible
through effective direction.
• Stability and balance can be achieved through directing.

Models for Directing
Behavioral
Model
Autocratic
Model
Custodial
Model
Supportive
Model
Collegial
model
Management
Model
Traditional
Model
Human
Relation
Model
Human
resource
Model

Collegial model
Custodial Model

Traditional Model Human Relations Model
Human Resources Model/Holistic Development
Human Resources Model/Holistic Development
Importance to
Group Dynamics

Supervision
Motivation
Leadership
Communication

Directing is a complex managerial
function consisting of all the activities
that are designed to encourage
subordinates to work effectively.
It includes supervision, motivation,
communication and leading.
The principles which guide effective
directing may be classified as principles
related to the purpose of directing and
principles related to direction process.

Supervision: It is an element of
direction.
It can be understood as a process as
well as the functions performed by
supervisor (a position at operative
level).
Supervision is very important as it is
closely linked to overseeing the work,
guiding and ensuring that targets are
met by workers and employees.

Motivation:
Motivation is the process of stimulating people to action to accomplish desired goals
of organisation. It is an internal feeling of an individual and leads to goal directed
behavior.
Motivation is mainly based on needs of individuals. It helps individuals and groups in
the organisation for improved performance. Managers offer incentives to employees
both financial and non financial.
Financial incentives are monetary and may be in the form of salary, bonus, profit
sharing, pension etc. Non financial incentives provide social and psychological
satisfaction.
These include status, promotion, responsibility, job enrichment, job recognition, job
security, employee participation, delegation, empowerment etc.
One important theory of motivation is Maslow’s Need Hierarchy theory. According to
this theory, motivation to be provided depends on needs which are hierarchical in
nature.
The needs in this hierarchy have been classified as physiological needs, safety needs,
social needs, egoistic needs and self-actualisation needs. It assumes that a satisfied
need seldom motivates and only higher level need can motivate a person.
This theory is relevant even today, as it focuses on needs which are basis for
motivation.

Leadership: Leadership is most important
factor in the success of an enterprise.
It is the process of influencing people to strive
willingly for group objectives.
The qualities of a good leader have been
researched by many experts.
Some of the qualities of good leader include–
courage, will power, judgement, knowledge,
integrity, physical energy, faith, moral qualities,
fairness, vitality, decisiveness, social skills etc.
But all these qualities cannot be possessed by
one individual nor always help in their success.

Communication:
Communication refers to process of exchange of ideas between or
among persons and create understanding. Communication process
involves the elements of source, encoding, channel, receiver, decoding
and feedback.
In organisations, both formal and informal communications
simultaneously takes place. Formal communications refers to all official
communications in the form of orders, memos, appeals, notes, circulars,
agenda, minutes etc.
Apart from formal communications, informal or grapevine communications also exist.
Informal communications are usually in the form of rumours, whispers etc. They are
unofficial, spontaneous, unrecorded, spread very fast and usually distorted.
A manager should learn to manage with informal communication also. In most of the
organisations, several barriers may exist for effective communications.
Some of these barriers include – semantic barriers, organisational
barriers, language barriers, transmission barriers, psychological barriers
and personal barriers.
Managers should take appropriate measures to overcome these barriers
and promote effective communication in the organisation.

DIRECTING
Professor & Lawyer
Puttu Guru Prasad
VIVA-VVIT
Chapter - 7

Elements of Directing PGP viva VVIT

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