Directing.

Lesson 6, HRM001.
DIRECTING DEFINED
It is providing the right direction of human and
material resources towards the achievement of
define goals and objectives. It is the directional map
or sequence of actions that deliver the most effective
system of company operation. This sequence of
action is based on plans and programs laid down by
company executives.
The company executive must develop the
organizational directions that are capable of
accomplishing the established objective. He must
perform the intricate job of coordinating the different
departments to ensure that the products and
services are properly developed. It must satisfy
customers' demand as it meets quality standards.
ELEMENTS OF EFFECTIVE
DIRECTING
Effective directing is the acid test of the
management strategy of getting things
done through its administrative
machinery. We can only be justified in
naming them MANAGERS if they are
planning, organizing, directing,
coordinating, motivating and controlling
people and resources at work. These
works are what managers are paid for.
These are the activities which we should
train and develop our managers to
perform.
 PROCESS OF EFFECTIVE DIRECTING
The manager of organization must coordinate the work which he is responsible. He must see to it that
production is prepared, that materials are available as needed and that the required manpower to do the job
has the proper skills. Effective coordination has the following characteristics;

1. BALANCING - It means that enough is provided to support the desired objectives. Adequate support in
terms of materials, manpower skills, and other staff assistance are needed.

2. INTEGRATION - Effective coordination needs the integration of all unrelated tasks. It has to be brought
together if work is to be accomplished effectively. Integrated effort is the result of good teamwork.

3. COORDINATION is the result of effective planning activities done in consultation with the different levels
in the management hierarchy. Sound objectives, policies, procedures, and schedules will result in the
realization of organizational goals.
DIRECTING
AND
MOTIVATION
Motivation is the state of an
individual's willingness to do the job
without mental reservation. It
springs from need satisfaction and
the kind of relationships that exist in
the work environment. The heart of
motivation is human satisfaction in
work situation. Satisfied workers
can be expected to deliver the
quality work performance and better
service. Managers of today’s
organization are faced with the
challenge of keeping employees
satisfied with their jobs. Job
Satisfaction is always affected by
the outside forces of human wants
and needs.
Directing and motivating are closely intertwined. Directing has to satisfy the following factors of
motivation:

1. RECOGNITION. A well-directed employee needs recognition. He must feel that his work and
contribution is properly recognized.
2. OPPORTUNITY TO GROW. Employees would like to grow with the company. They need training
and development interventions. They want new challenges and prepare themselves for new
opportunities on possible promotions.
3. GOOD WORKING ENVIRONMENT. Working environment is not only the physical working condition.
More so, it refers to the harmonious relationship with the boss and other co-workers.
4. AUTONOMY AND EMPOWERMENT. Employee empowerment develops to do things with greater
initiative and confidence. We develop their inner potential to excel in their respective assigned tasks.
5. GOAL SETTING. Individual goal should be directed towards organizational goal. Managers should
communicate with their subordinates on what they need and want in the work situation. Setting
together and discussing individual concerns boast employee morale.

6. INDIVIDUAL IN FEELING OF IMPORTANCE. Involve employees in goal setting and decision

making. They must feel that they are part of the team and that their contributions are properly
acknowledged.

7. MOTIVATING FACTORS OF REWARDS. Regular salary is not enough to sustain employee

motivation. Reward for good performance like additional benefits, plaque of appreciation, and other
monetary and non-monetary benefits drives people initiative.

8. EMOTIONAL EXPRESS VISION. Provide a clear vision, mission and corporate philosophy through
newsletter, company publications, annual reports, and other interventions.
GUIDELINES IN
DEVELOPING A
MOTIVATING
ENVIRONMENT
1. Make simple rules and policies needed to protect your organization like legally a well-organized and
create order work in environment in the workplace. People which expectations are clear.
2. Educate employees through proper orientation on approved rules, policies and procedures. Define
properly policies and rules of conduct to avoid misunderstanding. Management should set the tone
of shared values, beliefs and general behavior as a pattern and model for all.
3. Develop the supervisors' managerial ability and effective approaches to human behavior as they
apply set rules and policies. Supervisors must be fair and objective in dealing with subordinates. Set
timelines for them to discuss together to develop better teamwork and cooperation.

4. Develop communication linkages that employees and management expectations are brought into
focus. Ensure adherence and compliance to set rules and guidelines. When policy guidelines are
revised, make sure that they are properly understood.
 BARRIERS TO EFFECTIVE
MOTIVATION.

1. LACK OF MANAGERIAL CONCERN. Managers who are

always absent and do not have time to set with the
employees create de-motivation and loss of enthusiasm.
There must always be a balance between concern for
work and concern for people.

2. WORKING ENVIRONMENT. The work place must be

properly ventilated and must have enough space for each
one to work and move around.

3. PROVISION FOR UPDATED EQUIPMENT AND

FACILITIES. No employee would be motivated without
the use of computer-aided machines. New technology
must be put in place to keep employees perform better.
MOTIVATING
FACTORS IN
THE WORK
ENVIRONME
NT
1. JOB ENRICHMENT.
2. JOB ENLARGEMENT.
3. JOB ROTATION.
4. ASSIGNMENT TO WORKING
COMMITTEE.
5. MENTORING.
6. MANAGEMENT COACHING.
7. ASSISTING FUNCTIONS.
DIRECTING
AND
COMMUNI
CATION
Communication with others is the heart of any human activity. It is the
process of directing people at work that results in better understanding
which exists when people in the system are able to reach mutual
agreement.
Communication is defined as the process of passing information and
develops understanding from one person to another. It is the transfer of
information that bridge meaning between people in the organization. Using
effective communication medium can make people safely across the river of
misunderstanding that separates people.
1. DISTANCE.
2. DISTORTION.
3. SEMANTICS.
4. LEVEL OF KNOWLEDGE.
5. LACK OF RESPONSIBILITY AND Barriers to
INACCESSIBILITY Communication.
6. FAILURE TO LISTEN AND PERSONAL
DIFFERENCES.
7. COMMUNICATION GAP.
8. FAILURE TO USE PROPER MEDIA.
 Ten Commandments of
Communication.

1. CLARIFY THE IDEAS BEFORE 6. CONSIDER THE PERSON'S

COMMUNICATING NEEDS AND INTEREST.
2. DETERMINE THE TRUE 7. DEVELOP INFORMATION
INTENTION OF EACH FEEDBACKS
COMMUNICATION 8. DEVELOP COMMUNICATION
3. BE ADAPTED TO HUMAN HIGHWAY.
SETTING. 9. DEVELOP ACTION SUPPORT.
4. PLANNING AND CONSULTING 10. UNDERSTAND IN ORDER TO BE
OTHERS AS NEEDED. UNDERSTOOD.
5. CARE IN THE DELIVERY OF THE