DIRECTING making them strive voluntarily towards (internal feeling) to buy a new car,

achievement of organisational goals. recognition in the company etc.

Directing refers to the process of
instructing, guiding, counselling, (iv) Communications: is the process of 2) Motivation helps in achieving goals:
motivating and leading people in the passing information, experience, opinion Motivation directs an employee towards
organisation to achieve its objectives. etc. from one person to another. goals. It is a positive awakening force which
increases the productivity and quality
Main Characteristics of Directing SUPERVISION standards of work done by employees.

 Initiates action: Managers get the work Refers to the process where the activities 3) Motivation can also be negative: Positive
done in the organisation by giving of workers are guided towards the pre- motivation can take the form of appraisal
directions. determined objectives. or promotion. On the other hand, negative
motivation can take the form of pay-cut
 Takes place at every level of Involves directly overseeing the work of and demotion. Both these types of
management: A pervasive function as it is workers. motivation help to make employees work
performed from the top executive to the in the desired way.
supervisor. Ensures that work is carried out efficiently
and towards the desired objectives 4) Motivation is not a simple
 Continuous process: After giving through effective supervision. process/complex: Different individuals
instructions, it is also important for have different needs and expectations.
managers to motivate employees to give Good supervision helps in maintaining
Hence, all employees get motivated for
their best performance for the harmony and unity among workers.
different reasons at different times. Some
organisation. employees get motivated by appreciation,
IMPORTANCE OF SUPERVISION (not imp)
whereas some employees get motivated by
 Initiates at the top level and flows to the
1. Supervisor maintains good contact with appraisals.
bottom level: Directing is initiated at the
top level and flows to the bottom through workers. A good supervisor acts as a guide,
friend and philosopher to the workers. 5) Motivation is a dynamic and continuous
organisational hierarchy process: Human beings are ever changing;
2. Supervisor acts as a link between human needs are unlimited. Satisfaction of
Performance Oriented- Directing helps in
workers and management as he/ she one need gives rise to another, so
bringing efficiency in performance. It
explains management policies to workers managers have to continuously perform
directs the performance of individuals
and brings workers problems to the notice the function of motivation.
towards the achievement of organizational
goal. of the management.
MASLOWS’S NEED HIERARCHY THEORY OF
3. Supervisor plays a key role in MOTIVATION
Importance of Directing
maintaining group unity among workers
placed under his control. •Every human being has a wide range of
Initiates action: Directing helps to initiate
needs like physiological needs, social
action towards attainment of desired
4. Supervisor ensures performance of needs, safety needs, esteem needs and
objective.
workers is according to the set targets. self-actualisation needs which motivate
Integrates efforts: It integrates individual them to work.
efforts as group effort to achieve 5. Supervisor provides good on the- job
training to the workers and employees. •The manager must understand the needs
organizational objectives.
and wants of people in order to motivate
Provide leadership and motivation; MOTIVATION them and to improve their performance
Directing motivates and provides effective levels.
Refers to inducing workers to work and
leadership to employees to realise their full
perform in a desired manner so as to •For the satisfaction of these needs,
potential.
achieve the goals of the organisation. managers must offer different incentives
Brings changes: Directing introduces (monetary and nonmonetary) to
 Influences the psychology of workers employees depending on the level in which
changes in the organization through proper
such that they are induced to work and the person belongs.
communication, motivation and
perform better.
leadership.
Assumptions Maslow's theory is based on
 Can be provided in the form of the following assumptions: (not imp)
Maintain stability: Balance and stability in
promotion, appraisal and recognition.
the organization could be maintained
 People behave according to their needs
through effective directing.  Kind of motivation provided depends on and desires
the employee’s expectations and desires.
Elements of Directing
For example, for one employee, appraisal  It is possible to arrange the needs of an
(i) Supervision: Implies overseeing the may be a motivating factor, while for individual in an order of hierarchy.
work of subordinates by their superiors. It another, praise from a senior or superior
may motivate him to improve  An individual would move to a higher-
is an act of watching & directing worker’s
performance. level need in the hierarchy only when the
activities.
need at the lower level is appropriately
(ii) Motivation: It means the process of 1) Motivation is an invisible force: satisfied.
making subordinates to act in a desired Motivation is an internal feeling. It cannot
be seen or touched. This internal feeling  When a need at a particular level is
manner to achieve certain organisational
urges employees to behave in a particular satisfied, further motivation can be
goals.
manner. Its results can clearly be felt provided only through the next level need.
(iii) Leadership: Leadership is the process among employees through their
of influencing the behaviour of people by performance. For example, a desire
  Non-financial incentives are incentives  Exercise more control by using forces
which cater to the non-monetary needs of within the group
employees such as social and psychological
needs.

Hierarchy of needs as given by Maslow

(IMP) LEADERSHIP

Refers to influencing the behaviour of

employees such that there is an
improvement in their willingness to work
and achieve organisational objectives.

Good leadership boosts the self-confidence 3) Laissez Faire / Freerein Leadership-

of workers and induces workers to work to
the best of their capabilities.  Involves complete delegation of authority
so that subordinates themselves take
Features of Leadership decisions

 Ability of an individual to influence others  Leader avoids using power until

necessary
 Bring change in behaviour of others
 Serves only as a contact to bring
 Interpersonal leadership between leaders information and resources needed by
and followers subordinates

Basic Physiological Needs: These needs are  Continuous process  Subordinates are made responsible for
the most basic needs in the need hierarchy. their work
 Work to achieve a common goal
It comprises needs which are essential for
survival and sustenance. For example, the  Maximum scope for development
Leadership Style (Very Imp)
need for food, clothing and shelter. In
terms of an organisation, the requirement 1) Autocratic Leadership-
of a basic salary is a basic physiological
need.  Exercises complete control over
subordinates
Security Needs: An individual requires
physical as well as emotional security. For  Centralises power in himself and takes all
example, an employee wishes for job
the decisions without consulting
security and stability in income.
subordinates
Belonging Needs: It refers to the social
needs of an individual in terms of affection,  There is only one-way communication
friendship and acceptance. In other words,
it refers to a feeling of belongingness to  Does not delegate authority and gives
society. orders to subordinates COMMUNICATION

Esteem Needs: It comprises elements such Refers to the exchange of information,

as respect, dignity and recognition in the facts and feelings such that a common
peer group understanding is created. A good
communication network is highly
Self-Actualisation Needs: Every individual important for smooth and efficient
wishes to achieve what he aims or aspires. functioning of an organisation and is key to
For an employee, it includes factors such as good management.
recognition of work, autonomy and
growth. It must however be noted that it Elements of Communication Process-
may happen that the needs of an individual
are not in the exact order of the hierarchy.
Nevertheless, a good understanding of 2) Democratic Leadership-
needs helps managers in using effective
motivation.  Takes decision in consultation with
subordinates
Incentives
 Delegates and decentralises authority
Incentives are monetary or non-monetary
tools to improve the performance of  Leader follows the opinion based on the
employees. majority
1. Sender: the person who conveys his
 Financial incentives refer to the direct  Given freedom on thinking expression thoughts or ideas to receiver.
monetary benefits given to employees by
an organisation with the objective of  Listens to grievances and suggestions of 2. Message: Ideas, feelings, suggestions,
providing motivation to improve subordinates order etc. intended to be communicated.
performance.
3. Encoding: the process of converting the production manager to change the product
message into communication symbols such packing or design as per the customer’s
as words/pictures etc. requirements.

4. Media: Path or channel through which Common networks of Formal Different networks of grapevine
encoded message is transmitted to Communication (not imp) communication
receiver.
o Single Strand Network: The spread of
5. Decoding: Converting encoded symbols information is in a particular sequence.
of the sender. That is one person communicates to
another person who in turn communicates
6. Receiver: Who receives the to some other person.
communication of the sender.
o Gossip Network: Information is shared by
7. Feedback: All the actions of receiver one person with many others at a time.
indicating that he has received and
understood the message of the sender. o Probability Network: Information is
shared with other people at random. That
8. Noise: Some obstruction or hindrance to is, the person sharing the information is
communication like poor telephone indifferent about whom he shares the
connection, inattentive receiver. information with.

Two types of Communication o Cluster Network: In this network, the first

two persons who trust each other share
1) Formal Communication information. One of them then passes the
2) Informal Communication information to some third person who in
turn shares it with the fourth and so on.
Formal Communication-
o Single chain: A single chain is followed for
 Refers to official communication taking the flow of information from the superior
place in the organisation to subordinates.

 Exchange of information or views related o Wheel: All subordinates who work under
to official work such as allocation of work, a superior communicate with each other
assigning responsibilities, setting goals and only through the superior. They are not
objectives. allowed to communicate directly with each
other.
 Communication between a superior and
subordinate, a subordinate and a superior o Circular: A circular network is formed
or among the same cadre employees or wherein each individual can communicate
managers. with his adjoining two individuals.

 Takes place in the form written o All source/free flow: Herein, there is free
communication such as the issue of flow of communication among people.
notices, documents and letters. Each person can communicate with the
other freely.
 Although very systematic in passing
information, it delays decision making. o Inverted V: A subordinate can
communicate with the superior
Type of Formal Communication (not imp) immediately above him and the superiors
of his superior.
o Downward communication: Flow of
information from the top level to the lower Informal Communication
level or subordinates such as an instruction
given by the manager to subordinates.  Refers to the flow of information in all
directions without following the formal
o Upward communication: Flow of path and is also known as grapevine
information from subordinates to the top communication.
level such as grievances, complainants and
suggestions.  Arises simply out of the social
interactions among employees.
o Horizontal communication: Flow of
information between two or more persons  Information under this channel crosses
working at the same level of authority such the barriers of level or authority. A talk
as a meeting/discussion between over lunch with a senior is informal
production and sales department communication.
managers.
 Although the spread of information
o Diagonal communication: Flow of through informal channels is faster, it is
information between persons working in possible that the actual information gets
different departments and different levels distorted.
of authority such as the production
 Moreover, it is difficult to determine the
manager meeting a salesman to receive
source from where the information arose.
feedback or a salesman may request the
 Financial Incentives Non-Financial Incentives
Salary and allowances: It is the most basic form of financial incentive. Position: Employees often require a rise in the status in terms of power
Regular increment in salaries and other allowances act as good and authority. It provides them psychological satisfaction.
motivation for employees.
Performance-based incentives: Sometimes monetary incentives can be Organisational characteristics: Various organisational characteristics
given based on the performance of employees. In other words, they such as employee freedom and recognition of performance play an
can be suitably rewarded for good performance. This motivates important role in motivating employees. For example, if an employee’s
workers to improve work efficiency. work is recognised and praised, it would encourage him to further
improve performance.
Bonus: Bonus refers to the monetary reward which is over and above Work enrichment: Challenging work endowed with greater
the basic salary. It can be in the form of cash and gifts. It is given to responsibility and requiring higher knowledge and skill enhances the
employees in order to recognise their exemplary performance in the interest of employees. It provides employees prospects for personal
organisation. growth. Thus, it proves to be a good source of motivation.
Stock option: Employees are offered shares of the company at a Career opportunities: Employees must be given ample opportunities
discounted price. This helps in developing a feeling of belongingness to develop their skills and knowledge such that they are able to
among employees. improve their career prospects. This can be done through training and
development programmes.
Sharing of profit: Employees are offered a share in the profits of the Job security: Employees need a certain degree of job security in the
organisation. This motivates workers to improve performance so as to sense that they must be certain about their income in the future. This
contribute positively towards the growth of the organisation. is would enable them to work with greater passion.
Retirement benefits: Employees may be offered retirement benefits by Involvement: Employees must be involved in decision making,
the organisation. These benefits can be in the form of pensions, especially in issues pertaining to them. This provides workers a feeling
gratuity and provident fund. This instils a feeling of security and of belongingness towards the organisation.
stability among employees.
Fringe benefits: It refers to the additional benefits provided to Employee recognition programmes: Almost all employees have an
employees over their salaries. For example, housing allowance and urge or want recognition for the work done by them. Recognition or
medical allowance. appreciation of work motivates employees to give their best
performance.