Lecture 12 : Directing – Principles,

Techniques and Supervision

Direction
Direction is the process of instructing, counselling,
guiding, motivating and leading the human factor to
achieve the org. goals effectively.
Direction is the interpersonal aspect of managing by
which subordinates are led to understand and contribute
effectively and efficiently to the attainment of enterprise
objectives

Two Major activities

1.Giving orders to employees, and
2.Leading and motivating them.
Requirement of Effective direction
1. Harmony of Objective
• its members are in complete harmony with and
complementary to the goals of the organisation
2. Unity of Command
• Subordinates should receive orders and
instructions from one superior only
3. Direct Supervision
• Every superior must maintain face-to-face direct
contact with his subordinates
4. Efficient Communication
•comprehension is more important then the content
•How much information is correctly understood by
the subordinates

5. Follow-through
•Direction is not only telling subordinates what they
should do but also seeing that they do it in the desired
way
Motivation
•It is the process of channeling a person’s inner
derives so that he wants to accomplish the goals of
the organisation.
•It is a behavioural concept by which we try to
understand why people behave as they do.
•It concerns those dynamic process which produce a
goal oriented behaviour.
Maslow’s Hierarchy of Needs
Nature of Motivation
1. Individual differ in their motivation
2. Sometimes the individual himself is unaware
of his motivation
3. Motivations Change
4. Motivations are expressed differently
5. Motivation is complex
Determinants of Motivation
1.The individual
2.Organisational Climate
3.Exogenous Variable
Types of Motivation
Extrinsic Motivation
Motivation is concerned with the factors that stimulate
or inhibit the desire to engage in behavior
Extrinsic motivation refers to rewards that are obtained
from the activity.
Intrinsic Motivation
Intrinsic motivation arise from internal factors
Supervision
•The first important component of direction is
supervision
•All managers, at whatever level, perform a
supervisory function
•These first line managers are directly responsible
for getting things done by issuing orders,
instructions, laying down methods and procedures,
and guiding the people under their charge.
The Functions of Supervisor
1. Scientific Management Roles
• Technician
• Analyst researcher
• Controller
2. Human Relations Roles
• Counseller
• Linking peoples
• Human relations expert
• Motivator
• Trainer
3. Functional Roles
• Planner
• Organizer
• Leader
• Controller
Elements of Supervision
•Planning the Work
•Time Management and Delegation
•Organizing the Resources
•Staffing the units
•Training and Development of Employees
•Disciplining the Employees
•Controlling for Results
•Appraising the Performance of Employees
•Labour Relations and Grievance Procedures
Leadership

• Leadership as the ability to secure desirable actions from a

group of followers voluntarily without use of coercion – Alford
and Beatty

• Leadership is the ability to persuade others to seek defined

objectives enthusiastically- Keith Davis

• It is the human factor which binds a group together and

motivates it towards goal
 Leadership

• Any team cannot accomplish its work without a good

leader
• Good leaders develop through a never ending process
of self-study, education, training, and experience
“Leadership is a process by which a person influences
others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent”.
“The ability to influence a group toward the
achievement of goals is leadership”

•Leaders carry out this process by applying their

leadership attributes, such as beliefs, values, ethics,
character, knowledge, and skills.
Characteristics of the Leadership
1. Leadership implies the existence of followers
2. Leadership involves a community of interest between
the leader and followers
3. Leadership involves an unequal distribution of authority
among leaders and group members
4. Leadership implies that leaders can influence their
followers or subordinates
Function of a Leader
Setting and achieving Organizational Goals
• Goal setter
• Planner
• Execute
Planning operations of the organization
• Expert
• External Group Representative
• Surrogate for individual responsibility
 • Controller of internal relationship within the
organization
• Administrator of rewards and punishments
• Arbitrator and mediator
Symbolic Figure for the group
• Exemplar
• Symbol of the group
• Ideologist
• Father-figure
Leadership styles

1. Autocratic Style
•An autocratic leader centralizes power and decision making
•He exercises complete control over the subordinates
•He holds over the head of his subordinates the threat of
penalties and punishment
•He sets up the group goals and structures the work
•He runs his own show
•Subordinates are made aware of what to do but not why?
•Subordinates this may be totally frustrating
2. The Democratic or Participative Style
• Democratic leader makes decisions by consulting his team
• But maintaining control of the group
• The leader allows his team to decide how the task will be
tackled and who will perform which task
• Here authority is decentralized
• The participative leader attaches high importance to both work
and people.
• He motivates his team by empowering them to direct
themselves
3. The Laissez-Faire or Free Rein Style
•Manager exercises little control over his group leaving them to
sort out their roles and tackle their work, without participating
in this process himself
•This approach leaves the team floundering with little direction
or motivation.
•It is appropriate when leading a team of highly motivated and
skilled people, have produced excellent work in the past
•By handing over ownership, a leader can empower his group to
achieve their goals
 Difference Between Leader and Manager

Leader Manager
1. Main activity is to Main activity is plan,
motivate and inspire organize, coordinate

2. A person emerge as Always put in to his position

leader by appointment

3. Always has informal Always has some formal

power authority

4. Mutuality of objectives Clash of objectives between

between Leader and Manager and Subordinate
subordinate
 Leader Manager
5. Leadership position is Manager position is more
unstable stable

6. Leaders are concern Mangers are concern about

about the people the system and procedure

7. Rights are not available Managers get formal rights

any Leaders from the organization

8. A person become leader A person become manager by

based on the personal virtue of position
qualities
Communication
•Communication is the transfer of information
from a sender to a receiver, with the information
being understood by the receiver.
The Communication Process Model
•The communication process model focuses on the
sender of the communication, the transmission of the
message, and the receiver of the message.
•The model also draws attention to noise, which
interferes with good communication, and feedback,
which facilitates communication
 Feedback

Thought Encoding Transmission Reception Decoding Understand

of Message -ing

Noise

The Communication Process Model

The sender of the Message
•Communication begins with the sender, who has a
thought or an idea, which is then encoded in a way that
can be understood by both the sender and the receiver.

•Encoding a message into the known language, there

are many other ways of encoding, such as translating
the thought into computer language.
Use of a channel to transmit the message
•The information 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, the telephone, a telegram, or television
The Receiver of the Message
•The receiver has to be ready for the message so
that it can be decoded into thought.
•Message encoded into English requires a receiver
who understands English
• Communication is not complete unless it is
understood.
• Understanding is in the mind of both the sender
and the receiver.
• Persons with closed minds will normally not
completely understand messages
Forms/types of Communication

Oral Communication
Information is given directly, either face to face or
through a telephone or intercom system.
•It is time saving device
•There is an element of personal touch
•Doubts can be clarified on the spot
•Important points may be emphasised through action
•Communication can be easily measured
•It provides greater flexibility
Written communication
It is always in black and white can take the form of a
report, statement, circular, note, manual, handbook, letter,
memo
•It is suitable for lengthy communication
•It is useful to the parties are far from each other
•It can be kept as permanent record
•It serves as a solid base for taking action against the
subordinates

Non-Verbal Communication
• Human being constantly send clues about our feeling – not
by what we say, but what we do.
•Expressed through the body – the facial expression, posture,
guesture, etc.
Noise in Communication
Communication is affected by noise, which is
anything – whether in the sender, the transmission, or
the receiver – that hinders communication.
•Environment
•Ambiguous Symbol
•Channel
•Inattention
•Faulty decoding
•Prejudices
•Fear of possible consequences
•Language
Feed back in communication
To check the effectiveness of communication, a
person must have feedback.
One can never be sure whether or not a message
has been effectively encoded, transmitted, decoded,
and understand until it is confirmed by feedback.
Barriers to Communication
•There is no such thing as perfect communication.
•There are continuous forces at work called barriers –
which tend to distort communication and promote
disorganization.
• Badly expressed messages
• Faulty organization
• Distrust of communicator
• Restrict communication
• Poor retention
• Different Backgrounds
• Ingroup language
Principles of Effective communication
•Clear in his mind about objectives of his
communication.
•The communication should be in easily
understandable language
•Communication should be adequate and complete in
all respects.
•The medium of communication must be carefully
selected.
•The message should not be mutually conflicting and
should be in line with overall objectives and policies of
the concern
• There is also a need for the right climate in the
organisation.
• There should be follow up of communication to know
whether or not the receiver has understood the
message correctly and to know his reaction
• The communicator should not act in any way which
contradicts his message.
• Every executive should realise that the grapewine is
the powerful channel in an organisation.
• adequate training facilities to the executives for
improving their skills in report writing, effective
speaking, lecturing, interviewing and listening.
Thank You..