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ABFM MODULE - A
Chapter 5: DIRECTING (PART-I)
What we will study?
*What is Directing?
*What are the characteristics of Directing?
*What is the importance of Directing?
*What are the elements of Directing?
INTRODUCTION:
The management functions in an organisation broadly involve,
in varying degree, functions of planning, organising, staffing,
directing and controlling.
Directing is an important function as people, working in the
organisation, are guided, motivated, counselled, supervised,
and led towards the achievement of organisation's goals
through the practice of directing.
It is called a directing process when the process lasts
throughout the entirety of the company's existence, meaning
that it is an ongoing part of the continuous managerial
process.
CHARACTERISTICS OF DIRECTING:
The following is a list of the primary characteristics of the
process of directing:
The initiator of action:
In order to fulfil their responsibilities inside the organisation,
managers are responsible for functions such as planning,
staffing, organising, and controlling, in addition to guiding.
While other verbs prepare the ground for action, "directing"
actually gets things moving.
All-encompassing function:
Direction is present at every level of an organisation when
there is a hierarchy of superiors and subordinates.
This means that guidance is always present.
Every manager is responsible for supplying his staff with
direction and inspiration.
Constantly occurring activity:
It is considered as a continuous function since it continues
even after new managers or employees have been hired or
removed from their positions within the firm.
Descending order of hierarchical:
The process of guiding flows down from higher levels of
management to lower levels of management.
Every manager is responsible for performing this role for his
or her own immediate subordinate.
The human factor:
As a result of the fact that every worker is unique and
responds in a manner that is specific to the circumstances in
which they find themselves, it is essential for managers to
handle problems in an appropriate manner.
Therefore, directing is a crucial role since it ensures that the
work is completed by the employees, and contributes to the
expansion of the firm.
IMPORTANCE OF DIRECTING:
There is evidence that leadership, as a notion, dates back
thousands of years.
Management science, on the other hand, didn't come into
existence until the 20th century.
It was sparked by the rise of enormous companies and the
necessity to provide order and consistency in their operations.
The process of management and leadership are not at all
similar, despite what the vast majority of people believe to be
the case.
Leadership is not magical nor mysterious, nor does it require
remarkable talent or charisma on the part of its followers.
Complex businesses can become hopelessly unorganised in
the absence of capable management, which poses a risk to the
companies' very existence.
ELEMENTS OF DIRECTING:
Directing has following four main elements:
1. Leadership.
2. Motivation.
3. Communication.
4. Supervision.
LEADERSHIP:
The term "leadership" refers to both a set of behaviours and a
set of attributes that can be acquired through training and
development respectively.
Leadership is the process of inspiring other people to work
toward a common goal and organising their resources to make
that objective a reality.
It has been stated by Keith Davis that “The capacity to
convince other people to eagerly pursue predetermined goals
is an essential leadership skill. The human element is what
ultimately holds a group together and drives its members to
achieve their objectives."
The ability to mould the actions of others is essential to
effective leadership.
It can also be seen as the capacity to exert influence over a
group in order to bring about the desired outcome.
It is necessary to have leaders in order to generate visions of
the future and to motivate people of an organisation to
accomplish those ambitions.
Leadership is Important Because it:
Begins or starts the action:
The subordinates comprehend their work and perform it in
accordance with the instructions that have been provided.
No matter what plans are developed, they won't be able to be
put into action until after the real work has begun.
At this point, the guidance can be of great use.
Coordinates efforts:
Directing subordinates at work enables supervisors to advise,
motivate, and instruct them to do their assigned tasks.
Every single person's contribution is necessary if we are going
to be successful in achieving our aims.
The integration of efforts is going to bring about efficiency and
uniformity in the way that concerns are handled.
Provides motivation:
Having a sense of direction is beneficial to the achievement of
one's goals.
The purpose of a manager is to improve the performance of
their subordinates by providing incentives or compensation,
whether this would be monetary or non-monetary, and this
can act as a morale booster for their subordinates as well as
help in development.
A manager uses the element of motivation here.
Adapts to changing circumstances:

It is inherent to human nature to display a consistent level of
resistance to change.
The ability to adapt lets a company withstand the planned
growth and become the market leader despite the constant
shifting environment.
This is the directing function that is utilised in order to
accomplish the changes that are produced in the environment,
both inside and outside.
It is the responsibility of the management to explain the
context and specifics of the adjustments to the employees
under their supervision.
For instance, if a company goes from using handlooms to
power looms, this represents a significant transition in the
technology used in the manufacturing process.
The factors that have resulted from this include less
manpower and more machinery.
Makes effective use of available resources:
The only way that resources may be used effectively is if there
is a minimal amount of waste, duplication of efforts, overlap
of performance, etc.
When a manager uses his talents in supervision, guiding,
directing, and motivation in order to motivate subordinates,
the function of subordinates becomes clearer as a result.
ABFM MODULE - A
Chapter 5: DIRECTING (PART-II)
What we will study?
*What are the roles and responsibilities of Leaders?
*What are the qualities of leaders?
Leadership Roles and Responsibilities:
Direction at all levels:
The ability to effectively lead others is a skill that is essential
in all facets of management.
At the highest possible level, it is critical to secure cooperation
in the process of formulating plans and policies.
It is necessary for the understanding and execution of plans
and programmes developed by the top management at the
intermediate and lower levels of the organisation.
When it comes to carrying out a strategy, leadership can be
demonstrated through the provision of direction and advice to
subordinates by higher-ups.
Representative of the Organisation:
The leader or manager of the business is the enterprise's
representative and is responsible for doing things like
representing the concern at meetings, conferences, and other
events.
The leader is responsible for conveying to the general public
the reasons why the enterprise should be supported.
The leader of a department also serves as its representative
because he is in charge of the department.
Helping Integration and Reconciliation of Personal Goals with
Business Goals:
A person who possesses leadership abilities contributes to the
process of reconciling or integrating the personal aspirations
of employees with the aims of the business.
The goal of a leader is to direct the activities of their followers
toward the achievement of shared goals, and they do this by
coordinating those efforts.
This is only possible if the leader is able to exert enough
influence to win over the other party's cooperation and
convince them of the necessity of achieving the goals.
Garners support:
A leader is someone who manages others and, in addition to
that, he is someone who encourages the support and
collaboration of subordinates and entertains them.
He is able to do this because of his intelligence, maturity, and
experience, which are the factors that contribute to successful
outcomes.
A leader is someone who not only follows but also suggests
and carries out his organisation's ideas and programmes.
Acts as Friend, Philosopher and Guide:
A good leader should have these three characteristics.
He can also be a friend to his subordinates by being open and
honest about his emotions, ideas, and desires with them.
He can play the role of a philosopher by drawing on his
intellect and life experiences to provide direction to the
employees in times of crisis.
Sometimes, he will also play the part of a counsellor, both
from the perspective of providing therapy and of finding
solutions to problems.
After listening to the employees' complaints, you should make
an effort to find solutions.
Leadership Qualities:
A leader possesses many different attributes, which combine
to make him appealing to followers and effective in their work.
The following characteristics are necessary for a person to be
considered a good leader:
Outward Look:
A leader is expected to have a physically appealing
appearance. Both physical and mental fortitude are essential
qualities in a successful leader.
Vision and foresight:
In order to continue to be effective as a leader, one must be
able to show that they are looking into the future.
It is necessary for him to visualise the scenarios before he can
create logical programmes.
Intelligence:
A leader needs to be intelligent enough to explore difficult
situations and challenges.
In a nutshell, the scenario calls for a leader who is analytical
and can balance the benefits and drawbacks of several
options.
Because of this, having a mature mindset and thinking
positively are highly crucial.
Capabilities in Communication:
The capacity to communicate plays an important role in
clearly communicating the policies and processes, terms and
conditions, and other relevant information.
It is highly useful in convincing people and stimulating them in
an accurate and efficient manner.
Objective:
A leader is required to have an objective approach that is free
from bias and does not represent his favour for a specific
individual.
Instead, a leader should form his judgement and make
decisions based on facts and reasoning.
Knowledge of work:
In order to gain the faith and confidence of his subordinates, a
leader needs to have a thorough understanding of the job that
is performed by those under his or her supervision.
Sense of responsibility:
Having a sense of accountability and responsibility toward
one's work is highly crucial if one wishes to feel that they have
made an influence.
Only when a leader feels a feeling of responsibility toward the
accomplishment of corporate goals is he able to truly
maximise the talents of those under his command.
Only when they are able to motivate themselves and insist on
contributing to their greatest talents can a leader effectively
motivate their followers to do their finest work.
Self-confidence and the ability to exert one's will:
Self-assurance is necessary in order to win the trust of
subordinates.
It is expected of him to be dependable and to face challenges
with full determination.
Humanist:
A leader must have the ability to be present at all times since
he deals with people on a daily basis and has direct
interaction with them.
When a leader is dealing with the personal issues of his
subordinates, he needs to exercise extreme caution and focus.
For this reason, it is essential to treat human beings on the
basis of humanitarian concerns in order to establish an
atmosphere that is favourable to growth.
Compassion:
There is an old adage that goes, "Put yourself in the shoes of
those around you."
This is of the utmost importance since only after this can
judgement and fairness be considered.
A leader is required to have an understanding of the issues
and complaints that are brought up by employees.
ABFM MODULE - A
Chapter 5: DIRECTING (PART-III)
What we will study?
*What are the various leadership models?
*What is Authoritarian leadership?
*What is Participative Leadership?
*What is Delegative Leadership?
*What is Transactional Leadership?
*What is Transformational Leadership?
Leadership Models:
A leadership model that is grounded in theory and serves as a
theoretical framework for how to best manage personnel.
One way to characterise leadership models is, as guides that
indicate various leadership behaviours that should be applied
in a particular context or place.
The leadership model is utilized in order to provide a helpful
methodology and structure for defining management
practices that are suitable to the work style and personality of
the individual.
Explanation of the leadership model in broad terms, can be
broken down into the following groups:
Authoritarian Leadership:
A leader has the ability to set results and enforce expectations
through the use of authoritarian leadership methods.
It's possible to have success with a one-man show in
circumstances where one leader is the most knowledgeable
member of the team.
Creativity would suffer as a result of limited input from the
team if this method is implemented, despite the fact that it is
effective in a short period of time.
Leadership methods based on authoritarianism are utilised
whenever the members of a team require guidance.
Advantages of the authoritarian leadership style:
The authoritarian leadership style has a number of benefits,
including the following:
It is possible to cut down on the amount of time needed to
reach an important conclusion.
It is possible to clear the command chain and punctuate.
The amount of repetition that occurs during the execution of
the plans can be reduced.
Implementing an authoritarian paradigm of leadership lead to
the production of consistent results.
Disadvantages of the authoritarian leadership style:
The following are some of the drawbacks of adopting an
authoritarian style of leadership:
Management style that is overly authoritarian might provoke
discontent among workers.
By utilizing this paradigm, you run the risk of stifling the
originality and innovation of your workforce.
It is detrimental to the coordination and cooperation of the
group.
The amount of input from the group stands severely cut back.
The utilization of this model significantly contributes to an
increase in the employee turnover rate.
Employee turnover is the percentage of employees that leave
your organization during a given time period.
Participative Leadership:
The democratic ideal can be traced back to the origins of the
participative leadership style.
The most important thing is to have everyone on the team
involved in the decision-making process.
Therefore, members of the team feel satiated and encouraged
to contribute to the cause.
In most cases, the leader has the final say when it comes to
the decision-making process.
If members of a group continue to have divergent opinions,
however, it is possible that reaching a decision will take more
time.
Advantages of the participative leadership style:
Participative leadership has many benefits, including the
following:
The inspiration of workers and the gratification they got from
their jobs rose.
It allows for a more efficient utilization of the employees'
creative potential.
The use of participative leadership approaches assists in the
development of powerful teams.
It is possible to achieve high levels of productivity.
Disadvantages of the authoritarian leadership style:
The following are some of the drawbacks of adopting an
authoritarian style of leadership:
The process of making decisions takes some time.
Leaders are more inclined to apologise to their employees
than employees themselves.
There would on occasion be problems with communication.
Because of the openness with which information is shared,
potential security problems may emerge.
If staff lack the necessary skills, poor decisions may be made.
Delegative Leadership:
Delegative leadership is a representative leadership style that
focuses on delegating initiative to team members and the
style is also known as "laissez-faire leadership".
This strategy has the potential to be successful provided the
members of the team are knowledgeable, willing to accept
responsibility, and like the opportunity to work on their own.
Despite this, friction among the members of the team might
cause the group to break apart and go in a different direction,
which can result in a lack of inspiration and low morale.
Advantages of the delegative leadership style:
The benefits of adopting a leadership style based on
delegation are as follows:
Employees with more experience are eligible for perks that
are determined by their level of experience and credentials.
The originality of the concepts and the inventiveness are very
much appreciated.
A productive working atmosphere that is the result of
leadership that emphasizes delegation.
Disadvantages of the delegative leadership style:
The following are some disadvantages of adopting a
delegative style of leadership:
There is a lack of clarity regarding command accountability.
The representative leadership struggled to adjust to the
changes that were occurring.
Transactional Leadership:
Transactions between a leader and his followers, including
incentives, admonition, and other commutations, are utilised
by the transactional leadership model to accomplish the goal
of getting the work done.
The leader makes sure that everyone is aware of the
objectives, and everyone on the team is aware of how they
will be rewarded for meeting the requirements.
This type of giving and taking is more concerned with
adhering to existing routines and procedures in an
accomplished manner, as opposed to creating any radical
changes inside an organisation.
Advantages of the transactional leadership style:
Transactional leadership has a number of advantages,
Time-bound, measurable, and detailed objectives that are
within the employees' reach, which has been developed by
the leaders.
Enhanced levels of motivation and output from staff members.
Transactional leadership can oust chaos in the chain of
command or at least bring it to a manageable level.
Employees have the ability to choose their own reward
system.
Disadvantages of the transactional leadership style:
The following is a list of disadvantages associated with the
transactional leadership style:
There is a possibility of inhibiting inventiveness and
creativeness.
Having empathy does not add any value.
It fosters the development of more followers than leaders
among the workforce.
Transformational Leadership:
In this paradigm, the leader inspires his or her followers by
providing them with a clear vision and then the leader
encourages and empowers the followers to work toward
achieving the goal.
The leader is also responsible for serving as an example of the
vision.
Advantages of the transformational leadership style:
Transactional leadership has a number of advantages,
A decrease in the number of employees who leave their jobs
as a result of utilizing this methodology.
A strong emphasis by the transformational leadership on the
importance of the business vision.
When utilizing this technique, you will see that your
employees have a good morale.
It uses several methods of motivation and inspiration in order
to gain the support of the personnel.
This style to leadership is not one of compulsiveness.
The transformational leadership style places a high priority on
the interaction between parties.
Disadvantages of the transformational leadership style:
The following is a list of disadvantages associated with the
transactional leadership style:
It is possible for leaders to lie to their employees.
It's possible that you'll need continuous encouragement and
continuous feedback.
The works cannot move further until the staff give their
approval.
The transformational leadership paradigm has the potential to
sometimes lead to a divergence of protocols and principles.
ABFM MODULE - A
Chapter 5: DIRECTING (PART-IV)
What we will study?
*What is Motivation?
*What is Intrinsic Motivation and Extrinsic Motivation?
* Alderfer's ERG Theory of Motivation?
*Herzberg's Theory of Motivation?

MOTIVATION:
The word "motivation" is derived from the Latin word
"motive", which can be translated as "necessity", "incline" or
"drive" within a person.
People are motivated to take action so that the goal can be
achieved.
It is possible that psychological factors are what drives
people's behaviour during the course of the task they are
trying to accomplish.
Although it is uncommon to be able to directly observe the
goals that motivate people to take certain actions, motivation
encompasses not only the factors that initially lead to the
behaviour in question but also those that guide and maintain
that behaviour over time.
Types of Motivations:
It is common practice to classify the various forms of
motivation into two categories - extrinsic and intrinsic.
Extrinsic Motivation (Motivation Derived from Outside
Sources):
The motivation that originates from factors external to the
individual and typically results in positive outcomes such as
praise, trophies, financial gain, or social recognition.
Social psychological research has indicated that extrinsic
rewards can lead to over justification and a subsequent
reduction in intrinsic motivation.
In one study demonstrating this effect, children who expected
to be (and were) rewarded with a ribbon and a gold star for
drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who were
assigned to an unexpected reward condition and to children
who received no extrinsic reward.
Intrinsic Motivations (Motivations That Come from Within):
The motivation that arises from within an individual, such as
the desire to solve a difficult puzzle for the purpose of
attaining the personal satisfaction that comes from doing so.
In other words, the motivation to engage in a behaviour arises
from within the individual because it is intrinsically rewarding.
This contrasts with extrinsic motivation, which involves
engaging in a behaviour in order to earn external rewards or
avoid punishments.
Uses of Motivation:
Understanding the approach to work is very important, but
there are main factors that can affect motivation in many
different ways.
Motivation is very important for our day-to-day life because it
provides the right guidance to finish a task for all human
behaviours.
The study of motivation involves the following:
Assisting people in taking action, which is very helpful.
Assisting individuals in increasing their productivity while
working toward a goal.
Inspiring people to engage in activities that are beneficial to
their health.
Encouraging people to take chances while guiding them away
from behaviours that are harmful or undesirable, such as
addiction.
Assisting individuals in regaining a sense of mastery over their
own lives.
Enhancing your sense of well-being and pleasure in general.
Impact of Motivation:
Anyone who has ever tried to accomplish something (like
losing 10 kilograms of weight or running a marathon) has
probably had the sudden realization that the desire to do so
alone is not enough to make it happen.
The capacity to persevere in the face of challenges and the
stamina to press onward in spite of difficulties are both
prerequisites for accomplishing such a goal.
The following are the three primary components of
motivation:
Conformational Changes:
This is when the choice is made to carry out a behaviour, such
as enrolling in a science course.
Perseverance:
It is a persistent effort in the direction of a goal, in spite of the
presence of obstacles.
One way to demonstrate perseverance is by continuing one's
education by enrolling in additional science classes, despite
the fact that doing so requires a significant investment of
one's time, energy, and resources.
Intensity:
Intensity is a visible manifestation of the dedication and
enthusiasm with which one pursues a goal.
As an illustration, a student might coast by making fewer
efforts, whereas another student might study on a consistent
basis, participate actively in every discussion, and take
advantage of the resources provided by research done outside
the classroom.
While the other student pursues his educational goals with a
greater level of intensity, the first student lacks intensity in his
efforts.
Alderfer's ERG Theory of Motivation:
The ERG model was established by Clayton Alderfer, who took

Maslow's Hierarchy of Needs and turned it into a three-factor
model of what motivates people.
Existence (E), relatedness (R), and Growth (G) or development
are the three distinct types of needs that are represented by
the letters E, R, and G in this paradigm.
According to Alderfer's paradigm, the three demands listed
above are what drive every single human being.
Existence, which essentially refers to both a person's physical
and mental well-being, is the most tangible and motivating of
Alderfer's three requirements, and it is also the need that
comes first.
The need for relatedness, a sense of community, and a
healthy relationship with oneself are the next levels of
importance.
The need for growth, which essentially refers to self-
development, fulfilment, and the feeling of realising your
potential, is the one of Alderfer's wants in the ERG model that
is the least tangible, but it is still very important.
Herzberg's Theory of Motivation:

According to Herzberg's theory of motivation, the two factors
known as the "Hygiene factor" and the "Motivating factor"
have an impact on one's level of motivation in the workplace.
If the hygiene factors are not present, the employee will put in
less effort into their work. When present, motivation factors
will inspire an employee to put forth their best effort in their
work.
The following factors are considered to be motivational
factors:
A Sense of Accomplishment:
An employee's job should provide them with a sense of
accomplishment.
It will fill the employee with a sense of accomplishment for
having accomplished something challenging but worthwhile.
Recognition:
An employee's successes on the job should result in
recognition and appreciation from his or her superiors as well
as from his or her peers.
This recognition should come from both groups.
The nature of the task itself:
In order to keep workers motivated, the nature of the task
should be interesting, varied, and present a sufficient amount
of a challenge.
Responsibility:
Employees are required to take ownership of the work they
do.
They should not have the perception that they are being
subtly managed and should instead hold themselves
accountable for absolute perfection.
Promotion:
There should be opportunities for promotion available to the
employee at all times.
Growth:
Employees should be given the opportunity to learn new skills
through the course of their employment.
This can be accomplished either through training on the job or
through more formal education.
The following are examples of factors related to hygiene:
The policies of the Company:
The Company Policies are quite fair and clearly communicated
to each and every employee.
Additionally, they should be on par with the other
competitors.
Supervision:
The supervision conducted ought to be reasonable and fair.
The worker ought to be granted as much autonomy as is
consistent with reasonable expectations.
Relationships:
There should be no tolerance for bullying or factionalism, and
there should be a healthy, kind, and appropriate relationship
between peers, superiors, and subordinates.
Working Conditions:
Both the tools and the environment in which they are used
need to be free of hazards, and they should be easy to
understand.
Compensation Policies:
The wage structure needs to be reasonable and fair.
Additionally, it should be able to compete favourably with
other businesses operating in the same sector.
Status:
The organisation is responsible for keeping track of the status
of each individual employee working for the company.
Working on meaningful projects can help build one's
reputation.
ABFM MODULE - A
Chapter 5: DIRECTING (PART-V)
What we will study?
*All about Supervision?
*All about Importance of Supervision?
SUPERVISION:
Supervision is a Latin Word.
Super means 'from the above' and vision means 'to see'.
In normal sense of the term, supervision means overseeing the
activities of others.
According to Vitiates - "Supervision refers to the direct and
immediate guidance and control of subordinates in the
performance of their task."
George R. Terry and Stephen G. Franklin have defined supervision
as "Supervision is guiding and directing efforts of employees and
other resources to accomplish stated work outputs."
Supervision is the process of interaction, guidance and control of
subordinates by meeting them regularly about the performance of
their work.
A supervisor plays two important roles:
1. Supervisor communicates the plans, policies, decisions and
strategies of management to the subordinates.
2. A supervisor also acts as a guide to the subordinates. He helps
them in their professional development by enhancing their
knowledge and skills relating to their assigned jobs.
Requisite Qualities of an Effective Supervisor:
Effective supervision requires many desired qualities of the
supervisor. Some of these are mentioned below:
1. Leadership qualities: Through the leadership qualities, the
supervisor can influence the work behavior of subordinates, and
direct it towards the attainment of organization's goals.
2. Knowledge and Skills: The technical, human relations and
conceptual skills and knowledge of the supervisor result in more
effective discharge of his duties and achieving better results.
3. Personal traits: Social skills, Technical competence, Empathy,
Honesty, Courage, Self-confidence, Communication skills, Teaching
and guiding ability and Strong common sense are the personal
qualities of a supervisor, which go a long way deciding how
effective his supervision is. The morale and productivity of
subordinates may be impacted if the supervision is too tight.
4. Degree of Supervision: The supervisor should be able to decide
the level of supervision i.e. whether it should be general or close
supervision.
5. Promoting Cohesiveness of the group: Group cohesiveness (the
quality of being structured or organized in a unified way) is
represented by the level of attraction that each member has for
the group.
6. Rapport with Superiors: Supervisor's relations with his superiors
must be such that he can present his views and suggestions related
to his subordinates and their work performance, without any
hesitation.
Importance of Supervision:
The importance of supervision can be explained as follows:
1. Issue of Orders and Instructions:
A subordinate can give better performance when he knows the
work he is supposed to do. The supervisor makes sure that all the
instructions are properly communicated to every concerned
employee.
2. Planning and Organizing the Work:
A supervisor acts as a planner and a work schedule is prepared by
him, so as to ensure an even and steady flow of work.
3. Proper Assignment of Work:
A supervisor makes systematic allotment of activities and
resources and delegate's authority to each worker in his group.
4. Better Utilization of Resources:
Effective supervision leads to minimum wastage as the
subordinates are constantly monitored or observed and, therefore,
they use the resources in the best possible manner.
5. Improved Motivation, Discipline, and group cohesiveness:
The process of supervision and guidance of supervisor results in
better discipline of the subordinates.
Supervisor also plays a key role in maintaining group cohesiveness
and harmony among his subordinates.
6. Provides vital link between Workers and Management:
A supervisor is a representative of the management when he deals
with his subordinates.
He, therefore, becomes and important figure in communicating the
policies of the management to workers.
ABFM MODULE - A
Chapter 5: DIRECTING (PART-VI)
What we will study?
*All about Communication?
*What are the various communication models?
*What are the level of communication?
*All about communication in organization and why
communication is important in organization?
COMMUNICATION:
Communication refers, in its most fundamental sense, to the act of
conveying meaning from one individual to another by using a
shared set of symbols.
I.A. Richards stated, "Communication takes place when one mind
so acts upon its environment that another mind is influenced, and
in that other mind an experience occurs which is like the
experience in the first mind, and is caused in part by that
experience."
Communication Models:
1. Linear Model:
According to the American political scientist Harold Dwight
Lasswell, a handy way to describe an act of communication is to
answer the following questions in order:
Who?
What Does It Say?
In what Channel?
Whom exactly?
Which results exactly?
In the late 1940s, two American mathematicians named Claude
Shannon and Warren Weaver came up with one of the most
fruitful schematic models of communication systems, which they
proposed as an answer to Lasswell's question.
The model, as it was first conceived, was made up of five
components, all of which were arranged in a sequential fashion:
• The origin of the information.
• Its transmission.
• The transmission channels.
• The receiver and
• The destination.
2. Dynamic Model:
The art of dynamic communication is one that is always
developing, and it consists of the capabilities of interacting
consciously and responding thoughtfully to others.
As soon as you get past the initial stage of mastering the
fundamentals, everything else can be taught, practiced, and
improved over the course of a lifetime.
If you put in enough effort to hone these skills, they will eventually
become ingrained in your personality.
Concept of Communication:
Two of the most fundamental tenets of communication, namely
that it is irreversible and that active listening should always be
practiced, are essential to the success of any business.
The other main concepts are:
a) Principles of ethical organizational communication.
b) Culture within the organization.
c) Methods of conflict resolution.
According to Martha Maddox, author of an article titled
"Communication Skills Required by First-Line Managers," "Effective
communication is the glue that binds people together regardless of
language, race, or ethnic background".
When there is a breakdown in communication, disorder and
confusion are brought into a situation, and the likelihood of failure
increases dramatically.
Levels of Communication:
In its most basic form, communication can be broken down into
five levels:
1. Communication Not Directed Toward Me:
Communication is a process that can take place not only with
human beings and other human entities but also with non-human
entities.
Extra-personal communication refers to interactions between
individuals and entities that are not of the human species.
Sign language is utilised by one of the participants in this
communication (Extra-personal), while the other participant uses
oral communication.
2. Communication between Individuals (Interpersonal):
Two people are required to carry out interpersonal communication
successfully: one acts as the sender, while the other acts as the
receiver.
Both parties must use a shared language in order to convey their
messages, whether orally or in writing.
3. Intrapersonal Communication: Talking to oneself is what's
meant by the term "intrapersonal communication."
The human capacity for self-awareness is reflected in the phrases
we use, such as "telling ourselves the truth" or "acknowledging the
truth to ourselves."
4. Organizational Communication:
Communication becomes the organization’s lifeblood when it
comes to people interacting with one another in a business setting
that is based on teams.
It's possible for communication within an organization to filter in
any one of three directions: up, down, or horizontally.
Companies are dependent not only on their internal
communications but also on their communications with the
outside world.
Through a process known as external communication, businesses
have the opportunity to have conversations with individuals who
are not employed by the company.
5. The Field of Mass Communication:
The means of mass communication include periodicals such as
newspapers and magazines.
Communication can take place either verbally or in writing
frequently.
Intimate, e-mail, Voicemail, fax, audiotape, television are just
some of the technologies that have contributed to an increase in
the number of available options for internal and external
communication.
Communication in Organizations:
Organizational communication is a broad field that includes all
forms of communication that allow businesses, government
agencies, and non-profit organisations to function, grow, connect
with stakeholders, and contribute to society.
Organisational communication is a field that includes all forms of
communication that allow these things.
Communication within organizations allows us to accomplish the
following:
a) Performing duties that are connected to particular functions and
responsibilities within the realms of sales, services, and
production.
b) Responding to new circumstances with innovative approaches at
both the individual and organizational level.
c) Carry out responsibilities by upholding policies, procedures, or
regulations that support day-to-day and ongoing operations.
e) Management's role in coordinating, planning, and controlling,
how operations are carried out within the organization.
Why Communication is Important in an Organizations:
Communication is important in an organization for the following
reasons:
Effective organizational communication contributes to learning,
teamwork, safety, innovation and quality of decision-making in
organizations.
Effective organizational communication contributes directly to
employee and organizational learning, an essential factor for
competitive advantage.
By establishing good communication skills, the business is more
likely to have increased productivity because everyone knows
what they are doing and doing what is expected of them.
Good communication practices make employees feel valued and
successful; it does not only help them to learn quickly but also
assists them in interacting with a wide range of people.
Communication is important because it is used to maintain
relationships with clients and customers by building a rapport with
them and effectively using two-way communication.
Communication strategy is a vital tool for building a better
company culture and working environment.
Effective communication and constant flow help strengthen a
positive relationship between the sender and the recipient.
Join CAiiB WiTH ASHoK on YouTuBe & App
ABFM MODULE - A
Chapter 5: DIRECTING (PART-VII)
What we will study?

*All about McClelland Needs Theory of Motivation?
*All about Porter and Lawler's Motivation?
*All about Equity Theory?
*All about Vroom's Expectancy Theory of Motivation?
*All about Self Determination Theory?
McClelland's Needs Theory of Motivation:
David McClelland, an American psychologist, was the one who
first proposed, what is now known as the "McClelland Needs
Theory."
McClelland held the belief that an individual's unique needs are
developed over the course of their lifetime and are shaped by the
various experiences they have throughout their lives.
McClelland's Needs Theory is also referred to as the Three Need
theory and the Learned Needs Theory from time to time.
McClelland has recognized three fundamentally important wants
that motivate people:
➢ Need for power.
➢ Need for affiliation.
➢ Need for achievement.
1. Need for Power: The capacity to inspire or influence the
behavior of other people is the essence of power.
People who have a strong desire for power often pursue
leadership roles inside an organization in the hopes of gaining
more sway and authority over their fellow workers.
2. Need for Affiliation:
People who have a strong need for affiliation gain pleasure from
being loved by everyone and have a tendency to avoid the grief of
being rejected.
This trait is denoted by the acronym "n-affiliation."
Because humans are social animals, they enjoy interacting with
other people and congregating in settings where they have the
sense that they are accepted by their peers.
3. Need for Achievement:
McClelland discovered that certain individuals have a strong need
for achievement (also known as a "n-ach") in their lives.
He has determined that those that are successful have the
following characteristics:
High achievers are willing to take moderate risks.
The high achiever throws himself wholeheartedly into the work
until it has been accomplished with flying colours.
Even though he has the goal of making money, he finds that the
joy he derives from the execution of his work far exceeds the
gratification he gets from the financial benefit.
According to McClelland's Needs Theory, a person's degree of
efficacy and motivation is highly influenced by these three
fundamental needs.
Porter and Lawler's Motivation:
The Porter and Lawler theory of motivation is predicated on the
supposition that receiving rewards can lead to a sense of
fulfilment, and that sometimes performing well can result in
receiving rewards.
Porter and Lawler contend that performance is not necessarily a
direct result of being satisfied.
Instead, the opposite is true because once people have achieved
their goals of satisfaction, they are more likely to become
complacent.
The reward system is successful, performance can result in a
feeling of satisfaction.
Equity Theory:
John S. Adams, a behavioural psychologist, was the first person to
develop equity theory in the early 1960s.
This theory deals with defining and measuring the relational
satisfaction of employees.
Adams recommends that workers try to strike a balance between
what they give to an organization and what they receive, and that
they base their contentment with their own amount on their
perceptions of an equal amount among their co-workers.
The concept of equity is based on the idea that people's actions
and motivations are directed by a sense of fairness, and that
disparities in this sense of fairness in the workplace motivate
people to work toward finding a solution to the problem.
Vroom's Expectancy Theory of Motivation:

The expectation theory of motivation, developed by Victor
Vroom, is an example of a process explanation of motivation.
It states that an individual's expectations about the future have
an effect on the individual's level of motivation.
According to Vroom, the specific factors that determine an
individual's level of motivation are the degree to which they place
a high value on any reward that is associated with a particular
action (known as "Value"), the degree to which they believe that
they will be able to achieve positive results as a direct result of
the effort that they put into something (known as "Expectancy"),
and the degree to which they believe that achieving positive
results will result in a reward [known as "Belief (Instrumentality)].
M=V*I*E
Implications of Vroom's concept for individuals:
According to Vroom, an individual's level of motivation is the
result of various factors, including the following:
Valence: the extent to which individuals place importance on the
opportunities for rewards that are related with the specific results
or actions in question
Expectancy: This refers to the degree to which individuals believe
that the greater effort they put in will assist them in achieving the
desired effects of activities, and
Instrumentality: It refers to the degree to which individuals have
faith that the rewards will materialize for them if they attain the
desired outcomes or behaviours.
When viewed from an individual's perspective, this indicates that
a lack of motivation may be present if any one of these variables
is absent.
Implications of Vroom's Theory for Leaders and Organizations:
a) Make available to people the kinds of rewards they care about:
It is possible that these are intrinsic qualities that are included
into satisfying position, that they are recognition, that they are
new opportunities, or that they are money rewards.
In point of fact, they could be an extremely diverse array of
things. The key is to come up with appropriate incentives for the
people under your command.
b) Individuals should be given goals that are within their reach:
It is not required that the goals you establish for yourself be
simple.
However, it is imperative that the members of your team have the
ability to accomplish these goals.
c) Make sure to give out the incentives that were promised when
they were earned:
Trust is of the utmost importance here. In order to be reliable in
this setting, you will need to fulfil the outcomes, both implicit and
explicit, as well as the rewards that you have committed to
providing.
When individuals' faith in you is violated, your recommended
rewards will no longer be effective in motivating them.
Self Determination Theory:
Self-determination is a belief that each person possesses the
capacity to choose their own path in life and take responsibility
for managing their own affairs.
In self-determination theory, one of the most important concepts
is that of intrinsic motivation, which refers to the act of engaging
in behaviours for the sake of the rewards that result from those
behaviours.
The work of psychologists Edward Deci and Richard Ryan was the
foundation for the development of self- determination theory.
Deci and Ryan first presented their concepts in their book titled
Self-Determination and Intrinsic Motivation in Human Behavior,
which was published in 1985.

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Adapts to changing circumstances:

* Alderfer's ERG Theory of Motivation?

*Herzberg's Theory of Motivation?

The ERG model was established by Clayton Alderfer, who took

Herzberg's Theory of Motivation:

What we will study?

Vroom's Expectancy Theory of Motivation:

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