MODULE 6 – DIRECTING 82

MODULE 6 – DIRECTING

INTRODUCTION

An organization that doesn’t have a leader is like a ship without its captain. Every
organization needs someone who will manage the operation, motivates its people and
lead the team to the right path towards the achievement of the organizations’ goals and
objectives. This is how the fourth universal function of management is all about.
Directing is said to be a process in which the managers instruct, guide and oversee the
performance of the workers to achieve predetermined goals. Moreover, 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.

This module will give an overview to the readers and learners about the importance of
directing as function of management, the difference between a leader and a boss,
explain the different theories of motivation and give ideas on how motivation affects the
effectiveness and efficiency of an employee in relation to its job performance.
LEARNING OUTCOMES:

After reading this module, the learner should be able to:

1. Define directing as fourth function of management;

2. Analyze the different theories of motivation;
3. Understand and differentiate leader from a boss;
4. Realize the importance of leadership in the achievement of organizational goals
and objective;
5. Define communication; identify the different types of communication in
management and its barriers.

TIME:

The time allotted for this module is 3 hours.

LEARNER DESCRIPTION

The participants in this module are BSA and BSBA students

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MODULE CONTENTS:

LESSON 6.1: Directing: Definition and Characteristics

Directing initiates action and it is from here actual work starts In simple words, it can be
described as providing guidance to workers is doing work. In field of management,
direction is said to be all those activities which are designed to encourage the
subordinates to work effectively and efficiently. According to Human, “Directing consists
of process or technique by which instruction can be issued and operations can be
carried out as originally planned” Therefore, Directing is the function of guiding,
inspiring, overseeing and instructing people towards accomplishment of organizational
goals.

Direction has got following characteristics:

1. Pervasive Function - Directing is required at all levels of organization. Every

manager provides guidance and inspiration to his subordinates.

2. Continuous Activity - Direction is a continuous activity as it continuous throughout

the life of organization.

3. Human Factor - Directing function is related to subordinates and therefore it is

related to human factor. Since human factor is complex and behaviour is
unpredictable, direction function becomes important.

4. Creative Activity - Direction function helps in converting plans into performance.

Without this function, people become inactive and physical resources are
meaningless

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5. Executive Function - Direction function is carried out by all managers and

executives at all levels throughout the working of an enterprise, a subordinate
receives instructions from his superior only.

6. Delegate Function - Direction is supposed to be a function dealing with human

beings. Human behaviour is unpredictable by nature and conditioning the people’s
behaviour towards the goals of the enterprise is what the executive does in this
function. Therefore, it is termed as having delicacy in it to tackle human behaviour.

Reference:

Juneja, P. (2020).Directing Function of Management. Retrieved from:

https://www.managementstudyguide.com/directing_function.htm

Directing Picture. Retrieved from: https://images.app.goo.gl/At2dCrgVbgryqRqVA

Directing Picture. Retrieved from: https://images.app.goo.gl/nctv22YSj4kScMNVA

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LESSON 6.2: Motivation

It could be notified that once an employee is motivated to do his work, it is directly

proportional to his desire to accomplish something necessary for the achievement of
the goals. It is now a challenge not only for the managers but also to the whole
organization to promote motivation among its employees and colleagues.

The word motivation comes from the Latin word "movere" which means to move.
Numerous definitions are given for the term. Usually include are such words as aim,
desire, end, impulse, intention, objective, and purpose. These definitions normally
include three common characteristics of motivation. First, motivation is concerned
with what activates human behavior. Second, motivation is concerned with what
directs this behavior toward a particular goal. Third, motivation is concerned with
how this behavior is sustained.

Theories of Motivation

Theory Proponent Description

Traditional Frederick W. Taylor  The traditional theory of
motivation is based on the
assumption that money is the
primary motivator.
 Financial rewards are directly
related to performance in the
belief that if the reward is
great enough, employees will
produce more.
Hierarchy of Abraham Maslow  He stated that human needs in
Needs the form of a hierarchy should
be satisfied in order, from the
lowest to the highest needs
Achievement - David McClelland  This theory holds that all
Power - Affiliation people have three needs: (1) a
Theory need to achieve, (2) a need for
power, and (3) a need for
affiliation. The need for
achievement is a desire to do
something better or more

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efficiently than it has been

done before. The need for
power is basically a concern
for influencing people - to be
strong and influential. The
need for affiliation is a need to
be liked - to establish or
maintain friendly relations
with others.
 According to this theory, it is
the responsibility of managers
to recognize the dominating
needs in both themselves and
their employees and to
integrate these differences
effectively.
 An employee with a high
need for affiliation would
probably respond positively
to demonstrations of warmth
and support by the manager;
an employee with a high need
for achievement would likely
respond positively to
responsibility.
Motivation- Frederick Herzberg,  Both hygiene and
Maintenance Bernard Mausner, maintenance factors must be
Theory and Barbara present in order for true
Syndeman motivation to occur.
McGregor's McGregor  Theory "X" views human
Theory X & Y being as inherently lazy and
hence must be motivated by
force.
 On the other hand, theory "Y"
contends that external force
or punishment is not the best
way of motivating individuals
because they are capable of
exercising self-direction and
self-control.

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 McGregor 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
Achievement David McClelland  According to this theory
Theory proposed by David
McClelland, an individual's
ambition to do things better or
achieve something is due to a
very specific motive or need.
 This need 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 Barnard-Simon  This theory states that the
Theory of inducements provided by the
Equilibrium 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  This theory is based on the
Preference- premise that an individual
Expectancy assigns values to the
Theory outcome of each alternative
course of action. The
assignment of values reflects
the individual's expectations
and order of preferences
among the alternative courses
of action and their outcomes.

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 Motivation is a result of the

actual or perceived rewards
available to an individual for
accomplishing some goals.
Motivation is a result of the
actual or perceived rewards
available to an individual for
accomplishing some goals.
 This theory does not place the
needs of all employees into
one basket, instead, it
recognizes the individual
differences, and the
differences in their goals and
expectations.
Reinforcement B.F. Skinner  According to Skinner, the
Theory following are the components
of motivated behavior:
1. Stimulus: The environmental
setting in which behavior occurs
(performance).
2. Response: The behavior level
itself.
3. Reinforcement: The reward given
for good performance only
 This theory assumes that the
results or consequences of an
individual's behavior will
determine his level of
motivation.
Maturity Theory Chris Argyrie  As people grow
(psychologically) and mature
they strive toward the highest
level of need in Maslow's need
hierarchy: self-actualization.
Immature people are
dependent on others and lack
self-initiative, mature people
are independent.

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 To motivate them, Argyrie

recommends a
psychologically healthy
environment in which
individuals can strive toward
self-actualization, that is "to
become everything that one is
capable of becoming.

Job Enlargement
This involves redesigning of jobs so that related activities are added to those
currently being performed. It is the process of allowing individual workers to
determine their own working place (within limits) to serve as their own inspectors by
giving them responsibility for quality control, to correct their own mistakes, to be
responsible for their own machine set-up and repair, and to attain choice of method.
This method motivates the individual by offering challenge, interest, and meaning.
Job Enrichment
A modern and a more permanent approach to motivation is through job enrichment.
This involves putting meaning into jobs. In other words, it is putting Herzberg's two-
factor theory into effect by building motivators into the job. These motivators include
achievement, growth, responsibility, advancement, and recognition
Activity 6.2.1:
Given the above theories of motivation, choose one and justify its importance in the
motivation of an employee.

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

Reference:
Conrado, Inigo Jr.(2017) Management for Filipinos: Principles and Applications

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LESSON 6.3: Communication: Its Types,Process, Barriers and Importance

Good communication is important to every organization and can bring benefits in

several ways. In reality, communication plays a role in product creation, customer
relations, and employee management –practically every aspect of a business
activity. Employees are a key audience because they often serve as the conduit to
other audiences. If employees are informed and engaged, communications with
other constituencies are likely to be strong as well.

Process of Communication
The process of communication refers to the transmission or passage of information or
message from the sender through a selected channel to the receiver overcoming
barriers that affect its pace.
The process of communication is a cyclic one as it begins with the sender and ends
with the sender in the form of feedback. It takes place upward, downward and laterally
throughout the organization.

The process of communication as such must be a continuous and dynamic interaction,

both affecting and being affected by many variables.
Communication process consists of certain steps where each step constitutes the
essential of an effective communication.
The following is a brief analysis of the important steps of the process of
communication.

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The Different Elements in The Process of Communication

We will now learn about the different elements in the process of communication.

Sender

The very foundation of communication process is laid by the person who transmits or
sends the message. He is the sender of the message which may be a thought, idea, a
picture, symbol, report or an order and postures and gestures, even a momentary
smile. The sender is therefore the initiator of the message that need to be transmitted.
After having generated the idea, information etc. the sender encodes it in such a
manner that can be well-understood by the receiver.

Message

Message is referred to as the information conveyed by words as in speech and write-

ups, signs, pictures or symbols depending upon the situation and the nature and
importance of information desired to be sent. Message is the heart of communication. It
is the content the sender wants to covey to the receiver. It can be verbal both written
and spoken; or non-verbal i.e. pictorial or symbolic, etc.

Encoding

Encoding is putting the targeted message into appropriate medium which may be
verbal or non-verbal depending upon the situation, time, space and nature of the
message to be sent. The sender puts the message into a series of symbols, pictures or
words which will be communicated to the intended receiver. Encoding is an important
step in the communication process as wrong and inappropriate encoding may defeat
the true intent of the communication process.

Channel

Channel(s) refers to the way or mode the message flows or is transmitted through. The
message is transmitted over a channel that links the sender with the receiver. The
message may be oral or written and it may be transmitted through a memorandum, a
computer, telephone, cell phone, apps or televisions.
Since each channel has its advantages and disadvantages, the choice of proper
selection of the channel is paramount for effective communication.

Receiver

Receiver is the person or group who the message is meant for. He may be a listener, a
reader or a viewer. Any negligence on the part of the receiver may make the
communication ineffective. The receiver needs to comprehend the message sent in the
best possible manner such that the true intent of the communication is attained. The

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extent to which the receiver decodes the message depends on his/her knowledge of
the subject matter of the message, experience, trust and relationship with the sender.
The receiver is as significant a factor in communication process as the sender is. It is
the other end of the process. The receiver should be in fit condition to receive the
message, that is, he/she should have channel of communication active and should not
be preoccupied with other thoughts that might cause him/her to pay insufficient
attention to the message.

Decoding

Decoding refers to interpreting or converting the sent message into intelligible

language. It simply means comprehending the message. The receiver after receiving
the message interprets it and tries to understand it in the best possible manner.

Feedback

Feedback is the ultimate aspect of communication process. It refers to the response of

the receiver as to the message sent to him/her by the sender. Feedback is necessary
to ensure that the message has been effectively encoded, sent, decoded and
comprehended.
It is the final step of the communication process and establishes that the receiver has
received the message in its letter and spirit. In other words, the receiver has correctly
interpreted the message as it was intended by the sender. It is instrumental to make
communication effective and purposeful.
Consider the following points related to the feedback involved in the process of
communication −
 It enhances the effectiveness of the communication as it permits the sender to
know the efficacy of his message.
 It enables the sender to know if his/her message has been properly
comprehended.
 The analysis of feedbacks helps improve future messages. Feedback, like the
message, can be verbal or nonverbal and transmitted through carefully chosen
channel of communication.
 We can represent the above steps in a model as the model of communication
process.

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Types of Communication
In organizational situations, there are formal communications, informal
communications, communication between groups, interpersonal communications,
upward, downward, lateral communications and so on.

1. Downward Communication
Downward communication involves a message travelling to one or more receivers at
the lower level in the hierarchy. The message frequently involves directions or
performance feedback. The down ward flow of communication generally
corresponds to the formal organizational communications system, which is usually
synonymous with the chain of command or line of authority. This system has
received a great deal of attention from both managers and behavioural scientists
since it is crucial to organizational functioning.

2. Upward Communication
In upward communication, the message is directed toward a higher level in the
hierarchy. It is often takes the form of progress reports or information about
successes and failures of the individuals or work groups reporting to the receiver of
the message. Sometimes employees also send suggestions or complaints upward
through the organization's hierarchy.

3. Lateral communications or peer-level communications

It enables members of a particular level in the organization to share information
and thus improve their decisions and decision making skills. This type of
communication takes some pressure off the supervisors

BARRIERS TO COMMUNICATION

There are several barriers in an organization which reduce the effectiveness of

communication. The supervisor must be able to identify and recognize such barriers.
Successful supervisory performance requires the ability to recognize these barriers and
to deal with them effectively. These barriers are:

1. Distance

The physical distance between the supervisor and his subordinates results in less
face-to-face communication. We know that less face- to-face communication may
lead to misunderstanding or lack of understanding of the message being
communicated.

2. Distortion

This occurs when an individual fails to distinguish actual data from his own views,
feelings, emotions, etc. Sometimes the supervisor and subordinates tend to interpret

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the information in the light of their own views, values, opinions and background
rather than interpreting the message objectively.

3. Semantics

This deals with the language aspect of communication. Graham states that the
structure of our language leads to misrepresentation of the true nature of events.
multiple meanings.

4. Lack of Leveling

This refers to various differences in the levels of supervisors and subordinates. For
instance, there is a difference in the level of knowledge and expertise of a supervisor
and subordinate.

5. Lack of Trust

This barrier has to do with the previous experiences of subordinates' dealings with
supervisor. Based on the past experiences, if the subordinate feels that it is not good
for him to report bad news to the supervisor, then he will withhold such information
from the supervisor. On the other hand, if he feels that the supervisor is considerate
and helpful, then he will not filter bad news or unfavorable information.

6. Inaccessibility

In some organizations we find supervisors who are often out, or keep themselves
busy with trivial things and therefore are not available to subordinates for
consultation, discussion, or guidance. Such inaccessibility results in communication
breakdown. This affects the motivation of subordinates in seeking proper direction
from the boss and relies more on trial and error approaches.

7. Lack of Clear Responsibilities

When the responsibilities, assigned to the subordinates are not clear, they find
scapegoats or come out with excuses. Lack of clarity in duties and responsibilities
result in status and role ambiguities, which simply means the position and the role
which are occupied and played by the subordinate are unclear to him.

8. Personal Incompatibility

Often the personality of the supervisor and the subordinate clash and thus
create communication blocks. Rather than viewing things objectively, personality
factors dominate and issues become personalized.

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9. Refusal to Listen

There are some supervisors, who by their careless attitude or arrogant nature,
refuse to listen to their subordinates. Such an attitude blocks effective
communication. Refusal to listen may be due to a superiority complex feeling of "I
know everything," or an inferiority complex feeling of "I am no good."

10. Failure to Use Proper Media

Several types of media are available in the organizational situation for

communication purposes. The effectiveness of communication depends on how a
supervisor chooses the proper media for his own situation.

11. Communication Gap

This refers to the defects or loopholes in the formal network of communication. In

large and complex organizations, this kind of barrier is a common occurrence. The
formal communication networks are built along the authority-responsibility lines of
the organization. As the organization grows and expands, the networks tend to
become large and complex. Without much planned effort.

12. Lack of Direction

A lack of direction in message content may present a barrier. Some messages have
two types of content: the manifest or evident meaning and the latent or real
meaning. In some cases, the manifest meaning of the message is made so
attractive that the real meaning is lost.

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Activity 6.3.1:
Direction: Supposedly you are already part of an organization, from then you are
assigned to write a memorandum in accordance with the following direction:

a. Upward communication
b. Downward communication
c. Lateral communication

References:

Conrado, I ( 2017). Management for Filipinos: Principles and Applications.

Richards, L (2019). How Effective Communication Will Help an Organization.

Retrieved from: https://smallbusiness.chron.com/effective-communication-
organization-1400.html

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LESSON 6.4: Leadership and Leadership Styles

Leadership is generally defined as the art and science of influencing people in such a
way that they willingly move towards achieving the group objectives. This definition can
be broadened to mean not only a willingness to work but a willingness to work with zeal
and confidence. To lead is to guide, conduct, direct, and proceed. We can say that all
managers must be good leaders, but not all leaders could be good managers.

Leadership is a process of influencing the activities of members of a group in performing

their tasks of goal setting and goal achievement. The ability- to obtain followers and
influence them makes a leader. A leader is the person who takes the central role in this
interaction by influencing the behavior of other members of the group.

Is a good manager automatically a good leader? What is the difference between

leadership and management?

A successful business owner needs to be a strong leader as well as a manager to get

their team on board to follow them toward their success vision. Leadership is about
getting people to understand and believe in your dream, and working with you to
accomplish your goals while managing it is all about overseeing and ensuring that daily
things happen as they should. Now let us take a look on some of the difference between
a leader and a boss:

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Types of leadership

1. Dictatorial leader A dictatorial leader accomplishes tasks through fear of

penalties, and maintains a highly critical and negative attitude in relations with
subordinates. As a boss, such a person expects subordinates to perform well or
be subject to punishment or replacement. At times this approach apparently is
effective in the short run, but it does not provide a solid foundation for continued
performance, because it does not give lasting satisfaction for those being led.

2. Autocratic leader assumes a paternalistic role which forces subordinates to rely

on the leader for their satisfaction. If this type of leadership is to be successful,
the leader must be an exceptionally strong and wise individual who, by force of
personality, generates respect and allegiance. The satisfaction of the
subordinates to this type of leader depends solely on the goodwill of their
superior. Because this leader makes decisions without the participation of others,
subordinates have little chance to develop leadership qualities. This type results
in dependency on the continued presence of the leader, and work deteriorates
when that person is absent.

3. Democratic leader depends not only on their own capabilities but encourage
consultation of subordinates. Subordinates are invited to participate in planning,
decision-making, and organizing. They tend to venture on their own initiative and
to communicate freely with their fellow subordinates. This type of leadership
results in a cooperative spirit and the development of managerial abilities on the
part of subordinates. Satisfaction is gained through a feeling of group
accomplishment.

4. The laissez-faire leader depends completely on subordinates to establish their

own goals and to make their own decision. This leader assumes the role of just
another member of the group. Under these conditions, members of the group are
permitted to act individually and, therefore, may easily head in different
directions.

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MANAGEMENT SKILLS

Another way to evaluating the management process is in terms of the skill types
needed to do the job. Notwithstanding differences in a manager's roles and
responsibilities, there are many competencies that all managers need to acquire.
Once again, there are differences of opinion between scholars and researchers
as to what skills are necessary for different managerial functions to be carried
out. Katz has identified three basic types of skills - technical, human, and
conceptual - which he says are needed by all managers.

 Technical skill is the ability to perform a manager's job. An accountant,

doctor, engineer or a musician all have technical skills in their respective
fields of specialization. A manager must possess technical skill.

 Human skill is the ability to work with others by getting along with them,
motivating them, and communicating effectively with others. The manager
must focus his attention on improving his interpersonal relations with
peers, subordinates and his own supervisors.

 Conceptual skill is the ability to coordinate and integrate the entire

organization's interests and activities. A manager must have the ability to
see the organization as a whole and not make decisions from his own
departmental point of view. He must be able to see how his department is
affected by the decisions of others.

Activity 6.4.1:
1. Define leadership on your own words.
________________________________________________________________
________________________________________________________________
________________________________________________________________
_______________________________________________________________
2. Given the chance to lead a group of people, what type of leadership style are you
going to use. Justify your answer.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
3. Cite different management roles in an organization
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________

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References:

Conrado, I ( 2017). Management for Filipinos: Principles and Applications.

Difference between leader and boss picture. Retrieved from:

https://images.app.goo.gl/sJ9uTEfkGTRkJjyV9

Understanding the differences: leadership vs. management Retrieved from:

https://www.go2hr.ca/retention-engagement/understanding-the-differences-leadership-
vs-management

ONLINE READING MATERIALS:

 Read Chapter 6 of Management for Filipinos: Principles and Applications by Conrado

Inigo

ONLINE VIDEO LINKS AND MATERIALS:

 Watch the online video lecture of the course instructor uploaded at NEO LMS and to the
class shared Google drive (if applicable).

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TEST YOUR KNOWLEDGE:

To be uploaded in LMS

MODULE REFERENCES:

Conrado, I ( 2017). Management for Filipinos: Principles and Applications.

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