Directing

• Characteristics of directing


  • Directing initiates action
  • Directing takes place at every level of management
  • Directing is a continuous process
  • Directing flows from top to bottom
• Supervision


  The process of guiding the efforts of employees and other resources to accomplish the desired objectives
• Motivation


  The process of stimulating people to action to accomplish desired goals
• Maslow's hierarchy of needs theory


  A theory of motivation that suggests that people are motivated by five basic categories of needs: physiological, safety, social, esteem, and self-actualization
• Financial incentives


  Monetary rewards such as pay, bonuses, profit sharing, etc. that motivate employees
• Non-financial incentives


  Non-monetary rewards such as recognition, job enrichment, empowerment, etc. that motivate employees
• Leadership


  The process of influencing people so that they will contribute to the achievement of group goals
• Qualities of a good leader

  • Courage and skills to topple old ideas
  • Belief in change and ability to make it happen
• Formal communication


  Communication that follows the official chain of command in an organization
• Informal communication


  Communication that takes place outside the official channels in an organization
• Barriers to effective communication and measures to overcome them
• Supervisor


  • Maintains day-to-day contact and friendly relations with workers
  • Acts as a guide, friend and philosopher to the workers
• Supervisor


  • Acts as a link between workers and management
  • Conveys management ideas to workers
  • Conveys workers' problems to management
• Supervisor


  • Helps to avoid misunderstandings and conflicts between management and workers/employees
• Supervisor


  • Plays a key role in maintaining group unity among workers
  • Sorts out internal differences and maintains harmony among workers
• Supervisor


  • Ensures performance of work according to the targets set
  • Takes responsibility for task achievement
  • Motivates workers effectively
• Supervisor


  • Provides good on-the-job training to the workers and employees
  • Can build efficient team of workers
• Supervisory leadership


  • Plays a key role in influencing the workers in the organisation
  • Can build up high morale among workers
• Supervisor


  • Analyses the work performed and gives feedback to the workers
  • Suggests ways and means of developing work skills
• Motivation


  The process of making subordinates to act in a desired manner to achieve certain organisational goals
• Motive


  An inner state that energises, activates or moves and directs behaviour towards goals
• Motivation


  • Produces goal directed behaviour
  • Can be either positive or negative
  • Is a complex process as individuals are heterogeneous
• Motivators


  Techniques used to motivate people in an organisation, e.g. pay, bonus, promotion, recognition, praise, responsibility
• Motivation is an internal feeling, the urge, drives, desires, aspirations, striving or needs of human being, which are internal, influence human behaviour
• Motivation process


  1. Unsatisfied need creates tension

  2. Tension stimulates drives

  3. Drives generate search behaviour

  4. Satisfied need reduces tension
• Motivation helps to improve performance levels of employees and the organisation
• Motivation helps to change negative or indifferent attitudes of employees to positive attitudes
• Motivation helps to reduce employee turnover and thereby saves the cost of new recruitment and training
• Motivation helps to reduce absenteeism in the organisation
• Motivation helps managers to introduce changes smoothly without much resistance from people
• Maslow's Need Hierarchy Theory


  • Based on human needs
  • Needs are in hierarchical order from basic to higher level
  • Satisfied needs no longer motivate, only next higher level need can motivate
• Financial incentives


  Incentives in direct monetary form or measurable in monetary term to motivate people for better performance
• Financial incentives


  • Pay and allowances
  • Bonuses and commissions
  • Profit sharing
  • Stock options
  • Retirement benefits
• Non-financial incentives


  • Job enrichment
  • Empowerment
  • Career advancement opportunities
  • Employee recognition programs
  • Flexible work arrangements
• Cordial relations with colleagues


  Satisfying social needs
• Pension plan


  Satisfying security needs
• Basic Salary


  Satisfying physiological needs
• Esteem needs


  Satisfying the need for respect and recognition
• Affiliation/Belongingness needs


  Satisfying the need to feel accepted and part of a group
• Safety/Security needs


  Satisfying the need to feel safe and secure