DIRECTING

05
Edmundo B. Casaul, Jr.

College of Economics and Management

Central Bicol State University of Agriculture
Management Functions
Management Functions

Directing –
Motivating and leading employees to achieve
organizational objectives.
Management Functions -- Directing

Motivation
•Incentives (raise, promotion)
•Employee involvement (cost reduction, customer service, new products)
•Recognition and appreciation
Graphic Organizer

How Good Managers Lead by Example

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Respect Honesty Loyalty

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Strong Work
Courtesy Motivation
Ethic

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Initiative Cooperation Punctuality
 DIRECTING , defined
 process through which a manager communicates
with and influences other members of the
organization in the pursuit of company objectives

 basically uses largely a manager’s interpersonal and relational

skills

 said to be the heart of management process. Planning,

organizing, staffing have got no importance if direction
function does not take place

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 DIRECTING , defined
 in the field of management, direction is said to be all those
activities which are designed to encourage the subordinates to
work effectively and efficiently

 is influencing people's behavior through motivation,

communication, group dynamics, leadership and discipline

 Higgins calls it leading

 is very closely linked with the leadership role of a manager

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 Motivation
 Three ways of looking at motivation are:
needs, rewards and effort.

 The needs approach stems from the notion

that peoples' unsatisfied needs drive their
behavior.
 Figure out a person's needs, satisfy the needs
and the person will be motivated.
For example, a person with a high need to
satisfy goals is motivated by production targets.

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 Motivation
the rewards approach is based on the expectation that
rewarded behavior is repeated.

giving a person a bonus for excellent performance during a

difficult harvest period encourages the person to make a
special effort during the next difficult harvest.

The effort approach to motivation is based on the

expectation that effort brings the worker what he or she
wants.

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 Traditional Model of Motivation
 Frederick Taylor
 the job of the manager is to see to it that workers perform
repetitive tasks in the most efficient way

 incentive is in the form of monetary rewards

 piece rate - the more the worker produces, the more he

earns

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 The Human Relations Model
 Elton Mayo and other human relations researcher
 social needs and the feeling of importance are the factors that
motivate people
employees are given some freedom in making their
decisions on the job
employees are adequately informed about the intentions of
the managers and the operations of the organization
employees then accept the work situation as established by
the managers

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 The Human Resources Model
 Douglas McGregor, Abraham Maslow,
Chris Argyris

 employees are motivated not only by money or the desire

for satisfaction, but also by the need for achievement and
meaningful work

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 Theory X and Theory Y
In 1960, Douglas McGregor formulated Theory X and Theory Y
suggesting two aspects of human behavior at work, or in other
words, two different views of individuals (employees):
one of which is negative, called as Theory X
- most people are lazy and avoid responsibility
- managers must be strict and authoritarian in
directing their subordinates

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 Theory X and Theory Y
the other is positive, so called as Theory Y
- people are eager to work and accept responsibility if
the circumstances are favorable
- recognition and rewards for achievement

According to McGregor, the perception of managers on the nature of

individuals is based on various assumptions.

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Maslow’s Hierarchy of
Needs
 Maslow’s Need Hierarchy
Abraham Maslow
Physiological Needs
 refers to basic needs such as food, water and shelter

 Security Needs
 the need to be free from uncertainty concerning one’s survival needs

 Social Needs
 the need to be accepted by others and to feel one belongs to a social
group

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 Maslow’s Need Hierarchy
Ego Needs
 the need to be recognized as having valued skills, achievements or
characteristics

 Self Actualization
 the need to realize one’s full potentials as a person

These needs form a hierarchy in the sense that the first or lower level
needs must be satisfied before the higher levels needs become
activated

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 Frederick Herzberg’s Two Factor Theory of
Motivation
MOTIVATORS SATISFIERS

Achievement Company Policies and Administration

Recognition Quality Supervision
Advancement Relationship with Supervisor
Work Challenge Peer Relations
Possibility of Growth Pay
Responsibility Job Security
Working Conditions
Status

 Motivators – factors that motivates people

 Satisfiers – these create dissatisfaction if not properly attended to by
management
The theory favors delegation of authority and the assignment
of challenging work to subordinates
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 Peter Drucker
 states that responsibility – not employee satisfaction – is
needed to motivate people to achieve peak performance

 financial rewards and incentives can only motivate a worker if

he is ready to assume responsibility

Four ways to reach the goal of responsible worker:

 careful placement
 high standard off performance
 adequate information for self-control, and
 opportunities for participation that will create a managerial vision
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 David Maclelland’s Theory
 classifies people in terms of their dominant needs:

1) N-ach (need for Achievement)

- successful entrepreneurs possess this

2) N-power (need for power)

- leaders in organization tend to have this need

If people differ in terms of their dominant need orientation, the types or

organizational incentives that they would be most responsive to should also
differ
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 Expectation Theory
 valence x expectancy = motivation

 according Victor Vroom, motivation is a result of strong

desires (valence) and strong beliefs (expectancy)
 motivation leads to action or effort to reach the goal
 illustration:
(valence) promotion
(expectancy) performance appraisal
= motivation

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 Reinforcement Theory
 the behaviors of people depend on the attitudes or treatments
by their superiors

 if they are told they are winners, they become winners

 if they are told they are losers, they become losers

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 Equity Theory
 fair on giving rewards or punishments in relation to
performance

 if not, an adverse effect to the morale of the employees

 discriminations and favoritism can only destroy the

organization

e.g. promoting one employee over the other even if they have the
same performance appraisal
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 Effective Motivation
- Steer and Porter in their book “Motivation and Work Behavior”
suggested the following strategies:

1. Managers must actively motivate their subordinates

2. Managers should understand first their own strengths and

weaknesses before attempting to change the behaviors of their
subordinates

3. Managers should bear in mind that employees do not have the

same motives and abilities
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 Effective Motivation
4. Jobs should be designed to offer challenge and variety, through
such means as job rotation, job enlargement or job enrichment

5. Rewards should be based on performance, not on seniority

6. Employees should be encouraged to participate in improving the

performance of the organization

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 Leadership
 are a special breed of individuals who can move people towards
the attainment of established goals
 true leaders inspire and motivate people to perform activities in
line with the objectives of the organization
 leaders are born – possess qualities such as strong personality,
charismatic, decisive, persuasive, intelligent, and social skills
 managers are concerned with the functions of management, if they
have leadership they become more effective in their functions
 the leader creates a vision, the manager implements a vision

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 Leadership, defined
 the power to influence the behaviors of people to perform
activities that are required to accomplish goals

 thus it is not completely true that leaders are born; the skills of
leadership can be learned

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 Leadership Role of Managers
Managers to be successful must play these roles:
1. Educator – teach job skills through seminars, workshop or
orientation trainings to subordinates

2. Counselor – listening to the problems and offers advice

3. Judge – evaluating the work performance, settling conflicts and

disputes among subordinates

4. Spokesperson – speak for their groups

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 Leadership Styles
1. Autocratic leaders - dictatorial form of leadership
- one man rule
- benevolent autocrats – positive in the
motivational styles, generate productivity
and job satisfaction in the organization

2. Participative leader- a democratic form of leadership

- staff participate in planning, decision making and
implementation
- they have the feeling of belongingness and importance

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 Leadership Styles
3. Free-rein leaders – this is a laissez faire form of leadership
- the leader allows the members of the group to make their
plans, and to establish their own goals
- the leader gives his power to the group

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 Application: Case Analysis

Case 11-4. The ATM in UP Diliman

Case 12-1. Top Star Bakery

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