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directing
MEANING OF DIRECTING
Directing is that part of the management process which ensures that the members of an organisation work efficiently
and effectively for the attainment of desired objectives.
As a function of management, directing is concerned with instructing, guiding, supervising and inspiring employees
to achieve the predetermined objectives.
It involves issuing orders and instructions to subordinates, overseeing people at work and creating a work environment
wherein the employees may perform to the best of their abilities.

IMPORTANCE OF DIRECTING
1. Initiates Action: All activities of an organisation are initiated through direction. The purpose of direction is to
activate employees to work towards the achievement of predetermined goals of the organisation. It is the
directing function which starts actual work to convert plans into results.
2. Improves Efficiency: Every member of a work group has some potential. Managers utilise this potential through
motivation and leadership which are parts of directing. A manager persuades his subordinates to work to the
best of their abilities and contribute their maximum efforts towards the achievement of organisational objectives.
3. Ensures Coordination: There are subordinates at all levels of management. The work entrusted to these persons
is interrelated. The performance of one individual influence the performance of others. It is necessary to
integrate individual efforts so that the organisational goals can be achieved. Managers integrate the efforts of
subordinates through directing.
For example, in a restaurant, the steward takes the order from customers and passes it on to the cook. Once the meal is ready,
the waiters serve the food ordered. A manager ensures through guidance and supervision that the food is prepared and served
according to the orders and in time. The efforts of steward, cook and waiter must support each other. When different
individuals have different perceptions of how organisational objectives may be achieved, conflicts may arise. Directing helps
in creating mutual understanding and teamwork among the members of an organisation. Managers use various techniques
of directing such as guidance, counselling and supervision to integrate the efforts of different individuals in the organisation.
4. Facilitates Change: Modern business environment is changing very frequently. An enterprise must adjust itself to
the changes in its environment.
For example, it may be necessary to install a computer in the office to improve efficiency of clerical operations.
Employees often resist such changes due to fear of adverse effects on their employment and promotion. In
order to remove such fear, employees must be informed about the need and benefits of such changes. A manager
can persuade his subordinates to accept and carry out changes from time to time in their own interest.
5. Balance in the Organisation: Individuals join organisation to satisfy their personal needs and goals like income,
promotion, sense of fulfilment, etc. But organisations have their own interests and objectives such as increasing
sales, making profits, good public image, etc. Managers bring out balance between individual interests of
employees and organisational interests through directing function. Through guidance, motivation and leadership
managers make employees realise that they can achieve their personal goals by satisfying organisational goals.
6. Helps Stability and Growth: Efficient directing helps an enterprise to survive and grow. It can expand and grow
when the right direction is provided. Managers can fully utilise the capabilities of employees through effective
leadership, motivation and interpersonal communication.

ELEMENTS OF DIRECTING
Directing function of management includes the following elements
(a) Supervision (c) Leadership
(b) Motivation (d) Communication

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SUPERVISION

The term ‘supervision’ is normally used in management to mean overseeing employees at work to ensure that they
are working in the desired manner. The person who supervises the workers is called supervisor.
He may also be designated as foreman, overseer, superintendent, section officer, section in-charge or gang chief.

FUNCTIONS OF SUPERVISION
1. Scheduling the Work: The supervisor prepares the schedule of activities of his subordinates to ensure a steady
and even flow of work. Scheduling involves laying down the time for different activities as well as the total time
in which the work is to be completed. The objective of scheduling is to ensure that each activity is performed or
completed at the right time.
2. Issuing Orders and Instructions: The supervisor issues orders and instructions for the execution of work. The
purpose of an order is to initiate, modify or halt any action on the part of subordinates. Instructions tell workers
how the work is to be done. A supervisor sets the work into motion and follows it through various stages until it is
completed.
3. Guiding Subordinates: It is the primary function of a supervisor to guide and advise his subordinates. He explains
the plans and policies of management to workers. He also solves their problems relating to technical aspects of
work, working conditions, materials and tools and interpersonal relations.
4. Motivating Workers: Inspiring subordinates towards better work performance is another important function of a
supervisor. The supervisor creates enthusiasm and team spirit among them through proper financial and non-
financial incentives, such as appreciation and recognition of work done.
5. Maintaining Discipline: The supervisor enforces the rules and regulations among his subordinates. He ensures
that workers follow the prescribed rules and work procedures while doing their jobs.
6. Handling Grievances: The supervisor listens to the grievances and complaints of workers and takes all possible
steps to remove them. He communicates the grievances and suggestions of workers to higher authorities. He
also recommends the transfer, promotion and dismissal of workers. The supervisor makes suggestions to higher
authorities for improving working conditions.
7. Monitoring Performance: The supervisor checks on the work methods in use and progress of work against the
planned schedule. He records actual performance at regular intervals to ensure quantity and quality of work.
Continuous monitoring is done to ensure that plans and time schedules are adhered to. The supervisor ensures
performance according to the targets.

SPAN OF CONTROL/MANAGEMENT
Span of control means the number of subordinates that report directly to one manager. It is essential to decide the
appropriate span of control for each and every manager.
If the number of subordinates reporting directly to a manager is very large control may become ineffective.
On the other hand, if the number of subordinates is too small, full use of the manager’s talent may not be made and
the control may become too tight.
Thus, the principle of span of control requires that no single executive should have more people looking to him for
guidance than he can effectively control. Span is a person-to-person concept. There is no one ideal number that can
be universally applied.

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motivation
Motivation may be defined as the process of stimulating or inducing people to take the desired course of action. It
is the act of inspiring employees to work hard to achieve the desired goals of the organisation. The aim of motivation
is to influence the behaviour of subordinates for better performance and achieving the desired results.

MASLOW'S THEORY
Abraham H. Maslow, an American psychologist has developed a classification of human needs which is known as
‘Hierarchy of Needs’. According to Maslow, human needs can be classified into five categories and can be arranged in
order of their importance or priority. This arrangement of human needs according to their priority is called ‘hierarchy
of needs’.
1. Physiological Needs: These are the most basic needs and must be satisfied before all other needs.
Satisfaction of such needs is essential for maintaining human life. Therefore, physiological needs are also
known as survival needs. These needs are finite and such needs are required to be satisfied only in a limited
way. Man struggles for food alone as long as there is not enough food to satisfy his hunger. But his
physiological needs have to be repeatedly satisfied. An organisation can satisfy the physiological needs of its
employees by offering good salary and comfortable working conditions.
2. Safety or Security Needs: These include physical safety against danger (extreme weather, fire, accident, wild
animals, dacoity, etc.) and economic security against old age, sickness, etc. Therefore, a person wants shelter,
clothing, life insurance, pension, etc. These provide freedom from fear or threat. An employer can satisfy
safety needs of his employees by offering job security, pension, gratuity, group insurance, housing, etc.
3. Social or Affiliation Needs: Man is social in nature. He needs love, affection, a sense of belonging, association,
friendship, with others. Therefore, an individual creates a family, relatives and friends, clubs, etc.
Organisations can satisfy these needs by encouraging team building and providing opportunity for friendship
on the job.
4. Ego or Esteem Needs: These include self-esteem and esteem of others. Self-esteem means self-confidence,
self-respect, etc. Esteem of others means power, prestige, status, independence, achievement, recognition
and respect from others. Organisations can satisfy these needs by offering challenging jobs, recognising good
performance, providing good job titles, etc.
5. Self-actualisation Needs: This implies the desire to become what one is capable of becoming. Self-
actualisation needs refer to need to grow and self-fulfilment. These needs are psychological and infinite
because there is no limit to progress. A manager may provide opportunities for continuous learning,
encourage creativity, grant independence and allow risk taking to help employees satisfy their self-
actualisation needs.

Maslow’s theory is based on the following assumptions:

(i) Human behaviour is based on needs. Satisfaction of these needs influences behaviour.
(ii) Human needs form an hierarchy starting from basic needs to higher level needs.
(iii) A satisfied need ceases to be a motivator.
(iv) When the lower need is satisfied, a person moves to the next higher-level need.

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LEADERSHIP
Leadership is an important part of the directing function of management. Managers at all levels are expected to be
leaders of their subordinates. Every manager has the authority to issue orders and enforce their obedience on his
subordinates. But leadership enables managers to ensure that subordinates willingly carry out their instructions and
accept their advice and guidance.
QUALITIES OF A GOOD LEADER

1. Sound Physique: A good leader must have good health and physical fitness. He requires tremendous stamina and
vigour for hard work. He should have a good physical personality, vitality and endurance.
2. Intelligence: A leader should be intelligent enough to examine problems in the right perspective. He should have
the ability to assess the pros and cons of his actions in a particular situation. He requires a logical bent of mind
and a mature outlook. Only a knowledgeable and competent person can instruct subordinates correctly.
3. Initiative: A leader should have initiative and courage. He should not wait for opportunities to come to his way.
Rather he should grab the opportunity and use it for the benefit of the organisation. He needs courage and tact.
4. Integrity: A leader should be honest and sincere. He should be a role model to others in terms of ethics and values.
He should have empathy.
5. Decisiveness: The leader should be decisive and firm in his opinion. He should have an objective outlook, free
from bias and prejudice. He should form his opinion and judgement on the basis of facts alone. He needs an
open mind, is willing to listen to others and adopt new ideas. He needs sound judgement.
6. Emotional Stability: The leader should have a cool temperament and emotional balance. He should not be unduly
moved by emotions and sentiments. He should not lose temper or show indecisiveness even in the face of heavy
odds.
7. Self-Confidence and Will Power: A good leader should have confidence in his own ability to lead others. He also
requires the will power to meet the needs of every situation. He can inspire others and win their trust only when
he has full confidence in himself and a strong will to win. His attitude is positive.
8. Communication Skills: A good leader should be able to communicate clearly and precisely the goals and
procedures to be followed. This is necessary for persuading and convincing people. The skill to listen patiently and
with empathy is also necessary. Communication skills enable the leader to understand the followers and motivate
them.

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COMMUNICATION
Communication may be defined as exchange of facts, ideas, opinions or emotions between two or more persons to
create common ground of understanding.

OBJECTIVES OF COMMUNICATION
1. To educate and train people. Business firms use various methods of communication to educate workers and
consumers. They issue orders and instructions to employees so that they may perform their jobs efficiently.
Consumers are provided information about new products and their uses.
2. To motivate employees. Communication seeks to make employees interested in their duties and in the company
as a whole. Managers inspire workers to work hard towards the achievement of organisational objectives. Good
communication can mould employees’ behaviour and create cordial industrial relations. It provides information
and instils in each employee a sense of pride in the job. It also reflects management’s interest in employees.
3. To promote managerial efficiency. Communication aims at improving the efficiency of management. Managers
provide guidance to employees through communication.
4. To implement decisions quickly. Effective communication is designed to implement decisions quickly.
Subordinates understand managerial decisions and take steps to implement them through communication.
5. To facilitate leadership. The effectiveness of leaders depends upon their communication skills. Personal
communication helps managers in maintaining man-to-man relationships.
6. To carry out change. Free flow of ideas and information reduces workers’ resistance to new technology and other
changes. It makes new ideas acceptable to people and they adapt more quickly to the changing circumstances.
7. To create teamwork. Communication is designed to create mutual understanding and cooperation among people
working or living together. It is a great binding force.
8. To secure feedback. Management can get valuable ideas by encouraging employees to react or respond.
Suggestions and complaints from workers and consumers enable managers to improve work methods and
procedures.

STEPS IN THE PROCESS OF COMMUNICATION

Sender. Sender or communicator is the person who sends a message or an idea. He is the source and initiates the
process of communication. Sender may be a speaker, a writer or an actor.
➢
Message. Message is what is conveyed by the sender. It consists of words, facts, ideas, opinions, etc. It is the subject-
matter of communication.
➢
Encoding. It is the use of appropriate verbal or non-verbal language for transmitting the message. In order to transmit
the idea, the sender translates the idea into a language (words, symbols, gestures) known to both the parties.
➢
Channel. It is a medium or route through which the message is passed from the sender to the receiver. It may be face-
to-face talk, telephone, letter, radio, television, etc.
➢
Receiver. Receiver or communicatee is the person or group who is supposed to receive the message. He may be a
listener, a reader or an observer.
➢
Decoding. It means translating the message into words for the purpose of understanding. The receiver interprets the
message to derive its meaning.
➢
Feedback. It is the response or reaction by the receiver. It represents the return flow of communication. With the help
of feedback, the reader can judge the effectiveness of his message. Without it the process of communication remains
incomplete.

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BARRIERS OF COMMUNICATION
1. Physical barriers. Distance between the sender and the receiver of the message is an important barrier. Noise and
environmental disturbances, are other physical barriers to communication. A telephone conversation may not be
effective due to high level of noise or mechanical defect.
2. Personal or psychological barriers. Personal factors like judgement, emotions and social values create a
psychological distance between the sender and the receiver. Prejudices, inferiority/superiority complex, attitude,
time pressure affect, interpretation of messages. When there is lack of mutual trust and confidence between sender
and receiver of the message, communication is not effective due to differences in comprehension of reality.
3. Semantic or language barriers. The same words may convey different meanings to different people. People
interpret words and symbols in terms of their own experience and thinking. When the sender and the receiver
interpret the message differently misunderstanding arises. In some cases, the receiver may not understand language
used by the sender.
4. Status barriers. Superior–subordinate relationship in the formal organisation structure may obstruct free flow of
information. A manager may convey only selected information to his subordinates so as to maintain status
difference. Similarly, subordinates tend to convey only those things which the superiors would appreciate. Thus, status
creates filtering and distorts downward and upward communications.
5. Organisational barriers. When the organisation structure is complex comprising several layers of management,
breakdown or distortion in communication may arise. Due to long lines of communication, flow of information gets
delayed and distorted.. Due to specialisation, every department is more concerned about its own interests and needs
and does not appreciate the problems of other departments.
6. Inattention. Inadequate attention to the message is likely to create misunderstanding. Inattention may arise due to
busyness or because the message is contrary to the expectations and beliefs of the receiver. Poor retention of
information also is a barrier.
7. Premature evaluation. Some people are in the habit of forming a judgement before reading/listening the entire
message. This tendency is called premature evaluation, It distorts understanding and makes communication
ineffective.
OVERCOMING BARRIERS OF COMMUNICATION

1. Well-drafted message: The message to be transmitted must be clear and concise. It is very essential to know the
audience for whom the message is meant. The message should be adequate and appropriate for the purpose of
communication.
2. Proper language: The message should be expressed in simple and easily understood language. The words and
symbols used to convey the message should match the reference and understanding of the receiver. This will help to
minimise the semantic barrier.
3. Two-way communication: The communicator and the communicatee both should participate in the process of
communication. It should be a two-way traffic involving both telling and listening. Sharing of information helps to
improve understanding.
4. Sound organisation structure: The chain of command should be short as to speed up the flow of information. The
authority and responsibility of every position should be made clear. The flow of communication should be regulated
to avoid communication overload. Appropriate channel and media of communication should be used.
5. Consistency: Communication should be consistent with the goals and policies of the organisation. There should be
no contradiction between words and actions.
6. Empathetic listening: One should be a good listener to communicate effectively. Superiors should develop the habit
of patient listening. This will encourage free flow of information from the subordinates. Control over emotions is
necessary.

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