cuaPreR 7 Directing oe SE STUDIES = ‘counselling, ESSENTIAL POINTS TO SOLVE CA motivating and leg structing, guiding, coaching, 2 'B leading Directing is the process of i the employees to achieve organisational goals. Natune| Features Of Directing 4 Initiates action. The initiation of all actions starts with the directions given by the superiors to their subordinates a Takes place at every level of management. subordinate, Directing is present. We can see that all the levels of management have superiors-subordinates, so directing is present at every level of management. directing is also continuous. Directions will a Isa continuous process. Like other functions always be given in an organisation till it exists. 2 Flows from top to bottom. Directions always flow from superior to subordinate. So the direction is from top to bottom. Importance Of Directing Helps in introducing changes in an organisation, occurs against that change. a Helps in integrating employees’ efforts, communication and leadership. @ Initiates action, as through proper directions all the necessary steps are initiated. Brings stability and balance in the organisation by properly defining authority responsibility relationships. This eliminates any chances of confusion, a Helps in bringing out potential and enhancing capabilties of employees by motivating and leading them as and when required. Elements Of Directing 1. Supervision 2. Motivation 3. Leadership 4, Communication 4. SUPERVISION. It is the process of overseeing and analysing the efforts and activities of employees and timely guiding them through instructions and proper feedback to help them achieve organisational goals. Role/Functions of Supervision or Supervisor: U Supervisor ensures group unity among the workers as with unity their efficiency and discipline improves. 420 © Business Studies—Case Studies ‘Tapan Pathak. Wherever there is a superior and his as it calms down the resistance which as it integrates all their actions by propera Supervisor gives on-the-job traini ce a Supervisor checks the performance ay a workers a Supervisor is a leader to the worken their behaviour in the right dineucn, a Supervisor is a lower level manga between the management and the wenn a Supervisor stays in touch with the ae with the workers as he remains in day to day contact with them. Motivation is the process of stimulat their needs (motives) and satistyin incentives (motivators) in order to ac as and when required kers and corrects them by giving, feedback. should act as a role-model in order to influence he isa part of the management he acts as a link workers, ip cm™Ployees/workers/ people into action by identifying 8 them by providing them financial and non-financial eeamures of Motivation: hieve organisational goals. a It is an internal feeling. It is hi peur panne Torey 18 It is hidden inside like other feelings and cannot be seen as it 15 a Motivation can be both—positi : positive : Positive motivators: Rewards, job seme negate. job secu : is irect i etc. cals behaviour. Every type of motivation is given to achieve organisational a nat a complex Process. It is very difficult generally to judge (i) the motivation levels of all e employees and (ii) what will actually motivate a person? Maslow’s Need Hierarchy Y.. These needs should be satisfied before all the other needs, Humans cannot survive without fulfilling these needs. Example: Hunger, sleep, thirst. (Organisational context — salary, wages) 2. Those needs are about safety against theft, fie, sickness, ete. Organisational context —Job security) : 3. These needs are about friendship, care, relations, etc. (Organisational context — Peer recognition) / 4. These needs are about name and fame in the society. (Organisational t— Promotion) 5 aorta ged are of the highest level. They relate to one's desire to exploit his These neetential to the maximum. (Organisation context Fulfilment of organisational goals)122 © Business Studies Cave Studies Tapan Pathak Assumptions of Maslow’s Need Hierarchy: oH ations (behavioral) of human beings are due to some of thelr needs & These needs can & When one a Wh be arranged in the form of hierarchy. tevel of nec eesti a person tries to satisfy the next level need _ len a particular level necd is satisfied it no longer influences the person's beh; Financial and Non-financial incentives — aviour Financial incentives. The incentives which can be measured in monetary terms. These are o Pay and allowance: Pay and allowance: Basic salary, dearness allowance, house allowance, etc. come unde, This is the basic requirement of any employee . 4 Productivity linked wage incentives. Higher productivity of a worker is recognises through higher rate of wages. & Retirement benefits. Pension, Provident Fund, Gratuity are the retirement benefits whic, Provide financial security at the time of old age. , 3 Bonus. Bonus is given over and above salary or wages. It is generally paid on annyay basis, 3 Co-Partnership/Stock option. Shares of the company (in which the employees work) are offered to the employees at a price lower than the market price as an incentive. & Profit sharing. Employees are given share in the profit of the company in recognition tp their efforts in increasing the profit of the company. & Perquisites. Perquisites are the fringe benefits like medical aid, education, house, etc which are given over and above salary. They are generally given to high ranked employees Non-financial incentives. Incentives which cannot be measured in monetary terms are called non-financial incentives. Various types of non-financial incentives are: Status, Status indicates the rank of a person in the organisation’s hierarchy. It has authority, fame, psychological satisfaction, etc. associated with it. Organisational climate. Characteristics which differentiate. one organisation from another are included in it. The psychology and behaviour of employees is connected with it. Examples of these characteristics are degree of autonomy, incentive system, etc. & Career advancement opportunity. Some companies provide timely promotions to thei employees, These career advancement opportunities motivate the employees to improve their performance. 2 Job enrichment. Companies design their work environment in such a manner that jobs become interesting and value-adding for the employees. This can be done by giving more freedom, making the workplace more user friendly and knowledge generating Employee recognition. This can be done by shaking hands with the subordinates, making mementos of their names, writing their names on notice board, awards, etc. & Job security, Employees work with more zest and sense of involvement when they get ob security for a minimum fixed tenure. a Employee participation. Employees feel good when they are made to feel important by involving them in decision making. They can be made members of committees like work committee, canteen committee, etc. 2 Employee enipowerment, When employees are empowered, they feel important. They can be given more autonomy in their field of work.yo 123 pirectin RSHIP sr acting, 3. EN hip is the process of influencing the behaviour of people/e! playecs/ workers PY a ting aa and inspiring, them to work willingly towards the achievernen" ‘of organisati 507 ures of Leadership: ‘odel) and the followers rote t of set ig It is an interpersonal relationship between the leader (role alt a goal oriented process as the followers willingly work tow coals. itis a continuous process 5 Iris an ability to influence the behaviour of others. It helps in introducing change in the people (Who get influe to influence the working, is known as ‘style ‘ards the attainmen' inced and become followers). jes of Leadership. The approach a leader adopts, and conduct of tis subordinates in order to steer them towards goal fulfilment, of leadership’ ie are three styles of leadership: autocratic or Authoritarian Leadership « Participative or Democratic Leadership « Laissez Faire or Free Rein Leadership ‘The! ‘Autocratic or Participative or Laissez Faire Authoritarian | Democratic or Free Rein Leadership | Leadership Leadership Definition “The type of leadership | The type of leadership | The type of leadership in which the leader | in which the leader | in which the leader only believes in giving | takes decisions only | lets the subordinates orders and expects | after discussion with | take the decisions and complete — obedience his subordinates. acts as a facilitator. from his subor ‘Authority “The authority lies with | Authority is partially | Authority: is completely the leader. It is not| delegated by the delegated to the sub- delegated by him. leader, ordinates. Flow of Downwards and one| Both upwards and | Free flow of communi: Communication| way. | downwards. cation. Diagram A | c ® | t ©®— 72 o(e> @<—)p | co | B D ¢ i E O©c——>® 4. COMMUNICATION Communication is the process of ex an individual and the others in order to arrive a changing, ideas, beliefs, philosophy, contents, etc, between a common understanding,124 © Business Studies—Case Studies ‘Tapan Pathak Process of Communication: Mean] > Decorting neler} —>{ Message} —»CFincoding > gue edback Elements of Communication: rept 2 Message. The content which is communicated —Idea, concept, 2 Sender. The person who sends the message. 2 Receiver. The person who receives the message. 2 Media. The path through which message is sent. & Encoding. The process of converting a message into decodable symbols, pictures, worg, ete. & Decoding. The process of converting or decoding the ‘codes’ —symbols, pictures, words, etc. ~for understanding of the message. 3 Feedback. Response by the receiver after he receives the message. 3 Noise. Various obstructions and barriers in the communication process. Formal and Informal Communication A. FORMAL COMMUNICATION. When communication takes place on formal lines (as guided by the established chain of command) it is known as Formal Communication. Forms of Formal Communication Q Upward communication, Subordinate to superior. 2 Downward communication. Superior to subordinate. 2 Horizontal communication. Between persons at the same level; Generally inter departmental in nature. 2 Diagonal communication. Free Flow Communication B. INFORMAL COMMUNICATION. When communication takes place on informal ines (in no definite direction) it is known as Informal Communication, Grapevine. The informal, unofficial system of communication existing in an organisation is called Grapevine. Rumours, gossips, etc. are the key ingredients Of this structure. Barriers to Effective Communication 4 Semantic Barriers. The barriers which arise at the level of encoding and decoding of the messages are known as Semantic barriers, * Badly expressed message. Due to wrong use of words, message may not be conveyed. * Symbols with different meanings, A single word may have more th example, word ‘plane’ has different meanings, * Faulty translation. When a message is translated into some other language then due t0 lack of equal command on both the languages the meanings might change. message, ete. the intended meaning of the an one meanings. For* Unclarified Assumption assumptions may he barriers in communication * Technical jargon. People belong terms which can be the profession may not be able * Body language and gesture Itis said that t ‘id that bod! the words spoken. If the, (or body language) ae f a pematch between the words spoken and the gestures a Psychological Barriers th sy lead to confusion and therefore creation of a barrier mismatch between states of en tiona OF mental state related barriers arising due to * Premature evaluation. When the ote Seer and the receiver of the message reciever evaluates the message even before it is fully delivered by the sender. | = It happer * Lack of attention, An ination ees tus e 9 Preconceived notions Directing @# 125 ’s. Sometimes a message differently unde 28 conveye understood 'd may carry assumptions. These and explained by the receiver leading to Same profession may use certain words and y them only. Unde, toun ne decoding re is T Such circumstances an outsider to derstand the jargon ly language is more important than trying to say, 'y not be able to gather what the sender is + Loss by transmission and Poor retention, passes through various level, re This type of barrier is common where a message retention of individuals involved, * Distrust. The feeling of distr st bet : : misunderstanding between at Petween the sender and the receiver might create Qa Organisational Barriers. Barriers occuring due to the organisational structure, rules and regulations, etc. * Status. When status of a su; superior himself maintait subordinates, * Organisational policy. In case an organisation has a centralised approach towards communication, it may act as a barrier. On the other hand, a decentralised approach of decision making breaks all the barriers and there is a free flow of communication * Complexity in organisation structure. When a message passes through various levels in an organisation it gets altered. * Prganisational facilities. When facilities like meetings, suggestion box, etc. are not properly utilised, barriers of communication emerge in an organisation. * Rules and regulations. Due to excessive rules and regulations, proper communication is often delayed in an organisational set up. Q Personal barriers. Barriers emerging due to the existence of certain personal factors of both, the sender as well as the receiver of the message: * Fear of challenge to authority. A superior in order to maintain his authority may maintain distance with his subordinates. This may lead to lack of proper communication. * Lack of proper incentives. Subordinates may find it useless to communicate with their superiors in the absence of any incentives given to them i * Lack of confidence of a superior in his subordinates. Superiors in ie absence of any confidence in their subordinates may stop necessary frequency of communication. i = nicate. When subordinates are not confident of the good out- * Unwillingness to communica ith their boss, they may not be willing to communicate. omnes OF Che So a eel ce cine important steps can be taken to avoid the Improving communication effectiveness. ‘mergence of communication barriers: Perlor creates hesitation in the mind of a subordinate, or a ins distance in order to differentiate himself from his126 ©© Business Studies Case Stndies ‘Tapa Pathak ,e clear about the message he is abo, | 2 Clarify the ides before commucntin, Sener shout Be lear , | to send srstanding of the rece © Camnmenicite according to the neds ofthe rcefver. The revel of understanding of the rece, ommunicate according tothe mee pater should be taken into account before the message IS HSN ae to be delivery «a Comeult others before communicating. Ut is better t0 cHBCUSS UTE TT ag te internally with the team) before the message #8 conveys concerned receiver Sh Be aware of language, tone and content of message Language Sno be meaningful and tone should be appealing to the rene ee 2 Convey things of help and value to the listeners. Needs of # ee area uty understood so that the message could be of help and add value re 2 Ensure proper feedback. Communicator should ensure if the message the receiver or not. . a Be a good listener. A message sender can only be good in comme other party properly and then gives his response. or ild be clear, content shoujg mnication if he listens to the o0e0e@