Principles of Management

Chapter 6
DIRECTING

Prepared by:
MARWENA M. DIAZ, DBA
CABA Instructor
Objectives:
At the end of the discussion, the following objectives
will be accomplished:
 Know what is directing;
 Identify the purpose and function of directing;
 Apply the managerial functions of directing; and
 Know the different approaches in directing
subordinates.
What is Directing?
 Directing is the process that many people most relate to
managing.
 Itis supervising, or leading workers to accomplished the goals
of the organization.
 Directing is final action of a manager in getting others to
effect all preparations towards completion.
 Directing is the process of influencing people's through
communication, group dynamics, and discipline.
Purpose of Directing

 To channel the behavior of all to

organization's mission and objectives while
simultaneously helping them accomplish
their own career objectives.
Functions of Directing
 Gives the manager an active rather than a passive role in
employee performance, conduct and accomplishments
 Gives managers a second responsibility: helping people
in the organization accomplish their individual career
goals.
 It also includes motivation, communication,
performance appraisal, discipline and conflict
management.
How to Effectively Carry Out the Managerial
Function of Directing:
Directing the total manner in which a manager influences actions of subordinates
 First, it includes issuing orders that are clear, complete and within the capabilities of
subordinates to accomplish.
 Assignments have to defined to allow subordinates to think through the task,
 determine their level of authority, and allow them to ask questions and make
recommendations.
 Outlines must likewise be provided to use as guides and bases for evaluation or in
building checkpoints.
 Second, it suggests an incessant or nonstop training activity in which subordinates
are given instructions to enable them to carry out the particular assignment in the
existing situation.
 Remember the line that says "They haven't learned it until they can do it without you”.
 Third, it involves the motivation of workers to meet the expectations of the manager.
 Let your subordinates do the job; match them to the task; focus on process as well as on
product.
 Fourth, it consists of maintaining discipline and rewarding those who perform well.
 Offer specific examples, provide positive feedback, recognize individual performances,
and be sincere through it all.
How good are the results that you get from your
subordinates?
 (1) Output or production. You will require your subordinates to turn
out a certain amount of work per day, per week, or per month.
 It will be expected that this will be done on time, and therefore will meet
delivery schedules and project deadlines.
 (2) Quality and workmanship. This means minimal or zero product
defects, service errors or customer complaints.
 (3) Costs and budget control. Output and quality of work are always
restricted by the amount of money the management allows to be spent
to carry them out.
 As manager, you should manage each of your resources well to get the
best desired results from your subordinates.
 Theorder in which activities are directed depends upon the manager's
own personal traits and the situations involved in direction.
Different Approaches in Directing Subordinates
 If subordinates are unskilled and require detailed instructions, the manager may
train them.
 In research activity, an indulgent and advisory approach may be expedient or
beneficial.
 Ask for your subordinates' opinions and then listen to what they say.
 Take their ideas seriously;
 check with them before making a decision that affects them.
 Do not put to waste one of the most valuable resources available to you…
 your subordinates' good ideas.
 Be accessible.
 Listen actively; ask follow-up questions;
 Accept bad news as well as good ones.
 Show that you value an opinion by listening to it, by taking it seriously, and by
rewarding it for its merits.
 In cases of emergency, the manager may assume a "take charge" role and give
short, clear authoritative commands, whereas if action is not critical, a deliberate
and analytical attitude may be in order.
Employee Motivation
 The job of a manager in the workplace is to get things done
through employees.
 To do this, the manager should be able to motivate employees.

 Motivation results from the existence of a person's needs

and the fulfilment of those needs.

 A need is an unfulfilled physiological or psychological

desire of an individual.
 Physiological needs include such basics as food, water, sleep;
air, satisfactory temperature, protection from the elements by
clothing and shelter and sex survival.
Some of the Well Known Theories of Human Motivation
 (1) Abraham Maslow identified the five levels of human needs.
 He found out. that, although cultures satisfy these needs in different ways, the
needs themselves are the same.
 What are the basic needs that motivate people to act in the ways they do?
Some of the Well Known Theories of Human Motivation
 (a) Physiological needs are the most basic of all human need
for biological maintenance; food, water and physical well-
being.
 For most people, the physical needs are indirectly satisfied with
the money earned from the work they do.
 These are the very basic needs such as air, water, food, sleep, sex,
etc.
 When these are not satisfied we may feel sickness, irritation, pain,
discomfort, etc.
 These feelings motivate us to alleviate them as soon as possible to
establish homeostasis.
Once they are alleviated, we may think about other
things.
Some of the Well Known Theories of Human Motivation
 (b) Safety Needs
 People also want to feel safe from harm.
 For most adults, safety needs are expressed by the desire to be stable and secure.
 Your chosen career may reflect your need for security.
 You may prefer to work for a larger and profitable company but whose future is
unpredictable.
 Secure careers are found in teaching, accounting and civil service.
 Your choice depends on the level of security at the particular time in your
career.

 These have to do with establishing stability and consistency in a chaotic

world.
 These needs are mostly psychological in nature.
 We need the security of a home and family.
 However, if a. family is dysfunction, i.e., are abusive
husband, the wife cannot
move to the next level because she is constantly concerned for her safety.
 Love and belongingness have to wait until she is no longer cringing in fear.
 Many in our society cry out for law and order because they do not feel
safe enough to go for a walk in their neighborhood.
Some of the Well Known Theories of Human Motivation
 (c) Social or Belonging or Love Needs
 Social needs may more appropriately be called belonging needs.
 Once people have satisfied their physiological and safety needs, they seek to satisfy
their needs for acceptance affection, and the feeling of belonging.
 People need a sense of belonging.
 Managers can see the strength of the social need by observing conversations
during coffee breaks o groups leaving work together.

 (d) Esteem Needs

 Status symbols satisfy self-esteem needs.
 People who value themselves have highly developed feelings of confidence, worth,
strength, capability, and adequacy.
 lack of self-esteem produces feelings of inferiority, inadequacy, weakness and
helplessness.
 These feelings of self-dislike can lead to discouragement and a sense of failure.
 Esteem needs can be met in different ways, for example, opportunities to
participate in different projects, travel, and work benefits and incentives.
Some of the Well Known Theories of Human Motivation
 There are two types of esteem needs.
 First is self-esteem which results from competence or mastery of a
task.
 Second, there's the attention and recognition that comes from
others.
 This is similar to the belongingness level;
 however, wanting admiration has to do with the need for power.

 (e) Self-Actualization Needs

 This needs for self-actualization is demonstrated by doing a job well merely for the sake
of doing it well and by striving toward more creative endeavors of all kinds.
 (1) What satisfies higher order needs?
 Self-actualization needs
 Creative and challenging work
 Participation in decision making
 Job flexibility and independence
 Esteem needs
 Responsibility of an important job
 Promotion to higher status job
 Praise and recognition from the supervisor
Some of the Well Known Theories of Human Motivation
 (2) What satisfies higher order needs?
 What satisfies lower order needs?
 (a) Social needs
 Friendly coworkers
 Interaction with customers
 Pleasant supervisor
 (b) Safety needs
 Safe working conditions
 Job security
 Base compensation and benefits
 (c) Physiological needs
 Rest and refreshment breaks
 Physical comfort on the job
 Reasonable work hours
Some of the Well Known Theories of Human Motivation
 (2) J. Herzberg’s Motivation/Hygiene Approach
 Another approach to motivation and job satisfaction resul ting from needs is
provided by Frederick Herzberg.
 Herzberg classified needs into two factors:
 Satisfaction and psychological growth was a factor of motivation factors.
 Dissatisfaction was a result of hygiene factors.

 (1) Hygiene factors are needed to ensure an employee does not become
dissatisfied. They do not lead to higher levels of •motivation, but without
them there is dissatisfaction.
 Hygiene Factors
 working conditions
 quality supervision
 salary
 status
 security
 company
 job
 company policies and administration
 interpersonal relations
Some of the Well Known Theories of Human Motivation

 (2) Motivation factors are needed in order to motivate an

employee into higher performance. These factors result from
internal generators in employee
 Motivation Factors
 Achievement
 Recognition for achievement
 Responsibility for task
 Interest in the job
 Advancement to higher level taks
 Growth
Herzberg suggests that often work can and should be arranged in the following
ways:
 Job enlargement
 Job rotation
 Job enrichment
Some of the Well Known Theories of Human Motivation
 (3) McClelland Needs-based Motivational Model.
 In the late 1940’s David McClelland identified three needs that is vital to this
approach to motivation.
 This needs are found to varying degrees in all workers and managers, and this mix
of motivational needs characterizes a person’s or manager’s style of behavior, both
in terms of being motivated, and motivating others.
 (a) The need for achievement (n-ach)
 The n-ach person is achievement motivated and therefore seeks achievement,
attainment of realistic but challenging goals, and advancement in the job.
 (b) The need for authority and power (n-pow)
 The n-pow person is authority motivated this driver produces a need to be
influential, effective and to make an impact.
 There is a strong need to lead and for their ideas to prevail.
 There is also motivation and need towards increasing personal status and
prestige.
 (c) The need for affiliation (n-affil)
 The n-affil person is affiliation motivated, and has a need for friendly relationships
and is motivated towards interaction with other people.
Some of the Well Known Theories of Human Motivation
 (4) Expectancy Theory of Victor Vroom.
 The Expectancy Theory of Victor Vroom deals with to higher level tasks
motivation and management.
 Vroom's theory assumes that behavior results from choices among
alternatives whose purpose it is to maximize pleasure and minimize
pain.
 Vroom realized that an employee's performance is based on
individual's factors such personality, skills, knowledge experience and
abilities.
 The theory says that individuals have different sets of goals and can be
motivated if they believed that:
 There is a positive correlation between efforts and performance;
 Favorable performance will result in a desirable rewards;
 The reward will satisfy an important need; and
 The desire to satisfy the need is strong enough to make the effort worthwhile.
Some of the Well Known Theories of Human Motivation
 (5) M. Harold Leavitt.
 He is an author and management expert who advocated a more
democratic approach to organizational decision making but who
also concluded that people in large groups work best through a
chain of command.
He devoted much of his research to studying the dynamics of
group decision-making but found that hierarchical/ranked
structures were unavoidable and maybe necessary, though
certainly not caring.
They breed infantilizing dependency, distrust, conflict,
toadying, territoriality, distorted communication and most of
other human ailments that plaque every large organization.
 Despite,he concluded that hierarchical remained “the best method
ever invented for solving large complicated problems.
What is Communication?
 Communication is the ability to communicate with all people with whom the leader
comes into regular contact; the ability to communicate continuously; the ability to use
language which those on the receiving end will be able to understand and respond to.
 Communication transfers information and enhances understanding among individuals and
groups.

 Channels of Communication
 Informal communication channels
 It grows out the social interactions among people who work together.

 Elements of Communication
 (1) The medium is associated with the carrier of the message, which may
be personal communication through face-to face interaction, telephone call,
or a letter.
 (2) The message in personal communication is most critical because it is
influenced by culture and directness. Communication to be successful
usually must be direct.
 (3) The speaker must be clear, effective, and culturally sensitive to the
individual's needs. An adequate vocabulary and clear expression are
priorities for success.
What is Communication?
 (4) The listener must devote full attention to the speaker. It is imperative to
provide the speaker with
 (5) Feedback is a reaction to the conversation as an indication of attentiveness
includes clarification of misunderstood statements.
 (6) Interference occurs when a listener fails to hear the message because of
external (noise) or internal (something else on mind) interference.
 (7) The context is related to the time, place, and situation in which the
conversation occurs. The effectiveness of a communication may be related to
the receptiveness of and lack of interference for the participant.
What is Communication?
 Communication Techniques
(1) Effective Speaking.
 To ensure communicative clarity, formulate your thoughts before speaking and
be aware of the verbal and nonverbal feedback from your listeners.
 Avoid "you" messages, as they can be insulting and negative on the part of the
listener.
 You can give information about yourself and have a chance to share personal
information.
 Always give constructive feedback by giving constructive criticism.
(2) Effective Listening.
 An effective listener is as actively involved in the conversation as the speaker.
 Since the speaker's nonverbal communication reveals more than the actual
words, the listener must be alert to posture, gestures, facial expressions, eye
movement, and the tone and inflection of the speaker's voice.
 The listener always accepts criticism, and listens carefully to the individual's
point of view.
What is Communication?

(3) Feedback.
 Itis an important aspect in communication that can reinforce
some behavior and extinguish others.
 Feedback can also be an important source of information about
you.
(4) Alert to Nonverbal Signals.
 Effective communication requires that one is alert to the many
nonverbal cues expressed by listeners.
 These include posture, gestures, facial expression, tone and
inflection of words, personal dress, and personal space.
 It reflects the individual's personality and culture.
Barriers to Communication
(1) Physical barriers can prevent effective communication. Deafness or
hearing loss, impaired vision, or speech disabilities can affect the way
messages are sent or received.
 People with hearing loss have difficulty receiving spoken messages.
 To improve communication, it is essential for the person with hearing loss to use
hearing aids and be sure that such aids are functioning properly.
 If a person is visually impaired, they may hear the words and receive the
verbal part of the message, but be unable to receive the critical nonverbal
message.
 Be certain to announce your presence, touch as appropriate and explain sounds
or noises to the person with visual impairment. Remember they can still hear and
you don't have to shout to communicate with the blind.
 Individuals with aphasia or speech impairments may not only have
difficulty with spoken words; they may also have difficulty with written
communication.
 The person may know what they want to say, but not remember the words, may
not be able to pronounce the words, or be unable to pronounce the words clearly.
Barriers to Communication
(2) Psychological barriers like attitudes, prejudices and
personality can get in the way of effective communication.
Judging others based on appearance, lifestyle or
socioeconomic status are psychological barriers to
communication
(3) Cultural barriers like values, beliefs, customs and
attitudes shared by a group of people... Communication
styles between cultures can interfere with communication.
In some cultures, direct eye contact is not acceptable, people
of some cultures stand very close when communicating, while
others want to be at least an arms distance
Barriers to Communication
(4) Attitudes and Behaviors.
 Communication may fail because of attitudes or behaviors of
both the sender and receiver.
 Sometimes communications can lead to defensive responses
such as avoidance, or be perceived as criticism or an attempt to
control the other person.
Giving your opinion may tell the other person that you are
judging his or her values.
Silences have meaning.
 Silence may mean acceptance, fear or the need for time to think.
Changing the subject is sometimes done when the topic
becomes uncomfortable.
Power and Influence in Organizations
 Thesuccess of a manager in influencing others in the
organization is not determined solely by his skill in
communicating, in the technical sense.
Itis also much affected by the amount of power he has in the
organization.
Power has been defined as the potential to influence the
actions of another person in the direction desired by the
influencer.
The capacity to influence, or power, that a person in the
organization has is determined by many factors, the formal
authority of his position being only one of these.
 Below is a classification of power on the basis of its source:
Power and Influence in Organizations
 Below is a classification of power on the basis of its source:
 Legitimate Power.
 This power comes by virtue of a person's occupying a position in an
organization.
 As an example, the school teacher is generally expected to decide what subject
matter should be discussed, in what order, using what teaching method.
 Expert Power.
 This is capacity to influence which arises from expert knowledge that the
influencer has.
 As an example, we generally do what a doctor tells us to do when we are
suffering from an ailment, even though the doctor is not our superior in the
organization.
 Referent Power.
 This is power that comes by virtue of some personal characteristics (charisma)
of the person which others identify with.
 Before the February revolution, Cory Aquino could move hundreds of thousands
of Filipinos to boycott certain business establishments even though she occupied
no position in government at that time.
Power and Influence in Organizations
Reward Power.
 This is power that comes by virtue of a person's ability to give or withhold
resources which are valued by others.
 Thus, many politicians in our country have power which results from their ability
to disperse patronage

Punishment Power.
 Closely related to Reward Power, this is power which comes from the capacity to
deprive a person o: something of value.
 Thus, a robber with a gun over our heart has power over us.

Relationship Power.
 This is power which comes from system of informal personal obligations which
has been build up between people.
 In the Philippines, Utang na Loob and long standing family alliances (especially
in the rural areas) are ready examples of this source of influence.