Unit-4: Directing & Controlling Meaning and nature of directing Leadership styles, Motivation Theories, Communication - Meaning and importance, Coordination meaning and importance and Techniques of Co –ordination, Meaning and steps in controlling, Methods of establishing control, Essentials of a sound control system

Directing the efforts of your people and resources will help your company accomplish its planned objectives.

Directing is the process of guiding and supervising employees, often one-on-one, while they work.

Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.

Leading

Getting others to perform the necessary tasks by motivating them to achieve the organization’s objectives

Crucial element in all functions

The final step in managing –Controlling helps you take corrective action if things are not working out as planned.

Controlling is the process of comparing expected results (objectives) with actual performance.

1. Gather information that measures recent performance1. Gather information that measures recent performance2. Compare present performance to pre-established standards2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards3. Determine modifications to meet pre-established standards

Controlling

Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction

Importance of Directing

•It provides the necessary motivation to subordinates to complete the work satisfactorily and strive to do the best.

•Directing involves supervision.

Leadership

Motivation

Communication

Coordination

“Management is doing things right, leadership is doing the right things”

The ability to positively influence people and systems to have a meaningful impact and achieve results.

Leading People

Influencing People

Commanding People

Guiding People

1. Leader must have followers

2. It is working relationship between leader and followers

3. Purpose is to achieve some common objectives or objectives

4. A leader influences his followers willingly not by force

5. Leadership is a power relationship

6. It is a continuous process

Autocratic leadership styleAutocratic leadership style

Democratic leadership styleDemocratic leadership style

Free Rein leadership style

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A leadership style where the A leadership style where the leader makes all decisions leader makes all decisions independently or without independently or without consulting with othersconsulting with others

Advantages: good in certain Advantages: good in certain circumstances, such as urgent tasks circumstances, such as urgent tasks or military actions or military actions

Disadvantages: poor decisions, poor Disadvantages: poor decisions, poor level of employee motivation level of employee motivation

Autocratic Autocratic

A leadership style where A leadership style where a leader encourages a leader encourages employee participation employee participation in decision-makingin decision-making

Type of consultative Type of consultative Advantages: better Advantages: better

decisions, employee decisions, employee motivation motivation

Disadvantages: delayed Disadvantages: delayed decision, long decision, long consultationconsultation

Autocratic Autocratic

DemocraticDemocratic

A leadership style where employees are encouraged to make their own decisions.

Advantages: more freedom for employees

Disadvantages: few guidelines, little incentive, poor motivation, maybe a mess

Autocratic

Democratic

Free Rein

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Leadership Styles

◦ Autocratic leadership—boss makes decisions on their own without consulting employees

◦ Democratic leadership—involves subordinates in making decisions

◦ Free-reign leadership—leader believes in minimal supervision, leaving most decisions to subordinates

“Motivation means a process of stimulating people to action to accomplished desired objectives”

“Motivation means a process of stimulating people to action to accomplished desired objectives”

Helps in satisfying needs of the Employees

Change the negative attitude to Positive attitude

Helps in introducing changes

Improves level of efficiency of employees

Creating friendly and supportive relationship

Positive motivation Negative motivation

Monetary motivation Non-Monetary motivation

Positive motivation induces people to do work in the best possible manner and to improve their performance.

An example of Positive motivation :

when a Boss tells his subordinate , "if you achieve the target on the time I will give you promotion “

Negative motivation is generally resorted to when positive incentive does not works and a psychological set back has to be given to employees.

An example of Positive motivation :

When a Boss tells his subordinate , "if you do not achieve the target on the time I will give you demotion”

Those incentives which satisfy the subordinates by providing them rewards in terms of rupees.

Money has been recognized as a chief source of satisfying the needs of people.

Money is also helpful to satisfy the social needs by possessing various material items.

Besides the monetary incentives, there are certain non-financial incentives which can satisfy the ego and self- actualization needs of employees.

The incentives which cannot be measured in terms of money are under the category of “Non- monetary incentives”.

Non- financial incentives can be of the following types:-Security of service- Praise or recognition- Promotion opportunities

Managers developed a strategy of forcing people to work by threatening to punish or dismiss them or cut their rewards if they did not work well.

This philosophy is characterized by thinking of aggressiveness and authorities managers

Their was a tight control and rigid supervision over workers.

This theory tried to establish a direct relationship between efforts and rewards.

Bases of Piece rate system of wages

Based on the standard manager should decide on degree of rewards and penalties

This theory suggest a combination of both rewards and penalties for motivation

This is based on the strategy of putting carrot in the front of the donkey and hitting it with the stick so it has to run

Carrot refers to the incentives

Stick refer to the penalties

Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943.

Maslow was of the view that needs have priority, i.e., needs are satisfied in an order.

As soon as the lower level needs are satisfied. Those on the next higher level emerge.

Thus, he considered an individual's motivation behavior as a predetermined order of needs.

Abraham Maslow

 food, water, air, shelter, sleep, thirst, etc. food, water, air, shelter, sleep, thirst, etc.

security of job and need for a predictable, secure and safe environmentsecurity of job and need for a predictable, secure and safe environment

reputation, prestige, power, status, recognition and respect of others.reputation, prestige, power, status, recognition and respect of others.

needs for belongingness, friendship, love, affection, attention and social acceptance.needs for belongingness, friendship, love, affection, attention and social acceptance.

desire for gaining more knowledge, social- service, creativity

•Communication is the process by which two or more persons come together to exchange ideas and understanding amongst themselves.’

•Communication is a basic organizational function, which refers to the process by which a person (known as sender) transmits information or messages to another person (known as receiver).

INDIVIDUALS

To share knowledge and information To present ideas To influence others To build relationships To express emotions

GROUPS

To achieve common objectives To ensure effective completion

of a task To reach a common

understanding To share common values/

systems To build relationships

Modes of CommunicationTypes Examples Usefulness

Written Letters, Memos, Reports, etc.

It is relatively permanent and accessible.

Oral Conversations, Interviews, Phone calls, Speeches, etc.

It is the easiest when one needs to communicate urgently.

Kinesics Facial expressions, Actions, Tone

Body unconsciously does 90% of communication.

Communication takes place through the formal channels of the organization structure along the lines of authority established by the management.

Such communications are generally in writing and may take any of the forms; policy; manuals: Procedures and rule books; memoranda; official meetings; reports, etc.

Communication arising out of all those channels of communication that fall outside the formal channels is known as informal communication.

Informal communication does not flow lines of authority as is the case of formal communication.

It arises due to the personal needs of the members of the organization.

At times, in informal communication, it is difficult to fix responsibility about accuracy of information. Such communication is usually oral and may be covered even by simple glance or smile or silence.

Who to communicate

What to communicate

When to communicate

Whom to communicate

Media for communication

Importance of Communication

Communication helps employees to understand their role clearly and perform effectively

•Communication improves managerial efficiency and ensures cooperation of the staff.

•Effective communication helps in molding attitudes and building up employees’ morale

If everyone is moving forward together then the success takes care of itself.

“Coordination” must exist. Or there is no organization only “experience”.

If there is teamwork with no coordination, there will be no success

One should coordinate the whole team for success

Co-ordination is not a distinct function but the very essence of management.

It is a basic responsibility of management. Co-ordination does not arises spontaneously or by force. Heart of co-ordination is the unity of purpose. Co-ordination is a continuous or an on going process. Co-ordination is required in group efforts not in individual

effort. Co-ordination is the responsibility of each and every

manager.

EFFECIENCY AND EFFECTIVENESS Coordination helps to improve the efficiency of operations by

avoiding overlapping efforts and duplication of work. Quality of coordination determines the effectiveness of organized efforts.

UNITY OF DIRECTION Coordination helps to ensure unity of action in the face of

disruptive forces. It helps unity of action and helps to avoid conflicts between line and staff elements

HUMAN RELATION Coordination helps to improve team spirit and morale of

employees. In a well coordinated organization

ESSENCE OF MANAGEMENT Coordination is all inclusive concept and the end result of

management process. Coordination helps in the accomplishment of organizational

objectives.

TECHNIQUES OF COORDINATION

SOUND PLANNING Planning is the ideal stage for coordination. Clear cut

objectives, policies and unified procedures and rules ensure uniformity of action.

SIMPLIFIED ORGANISATION A simple and sound organization is an important means of

coordination. Clear cut authority relationships help to reduce conflicts and to

hold people responsible.

Modification of functioning of department in such a way that each department coordinates with other departments , it can be done by horizontal communication.

EFFECTIVE COMMUNICATION Open and regular communication is the key to coordination. Effective interchange of opinions and information helps in

resolving difference and in creation mutual understanding.

EFFECTIVE LEADERSHIP AND SUPERVISION Effective leadership ensures coordination both at the planning and the

execution stage. Sound leadership can influence subordinates to have identity of

interest and too adopt a common outlook.

CHAIN OF COMMAND Authority is the supreme coordinating power in an organization. Exercise of authority through the chain of command or hierarchy is

the traditional means of coordination.

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Controlling

◦ A process of monitoring performance and taking action to ensure desired results.

◦ It sees to it that the right things happen, in the right ways, and at the right time.

Control is reciprocally related to planning : Draws attention to situations where new planning is needed. Provides data upon which plans can be based.

Various steps in control process which are necessary in its relationship to planning : Establishment of control standards. Measurement of performance. Comparison between performance and standards and the

communication. Correction of deviation from the standards.

The control process begins with planning and the establishment of performance objectives.

Performance objectives are defined and the standards for measuring them are set.

There are two types of standards:◦ Output Standards - measures performance results in terms of

quantity, quality, cost, or time.◦ Input Standards - measures work efforts that go into a

performance task.

Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired.

Without measurement, effective control is not possible.

Accurate standards and accurate measurement of actual performance are very important for clear revelation of variations.

Required standards achieved : No further managerial action is necessary. Control process is complete.

Required standards not achieved : Extent of variation may differ from case to case, depends

upon the type of activity.

Actions should be taken to maintain the desired degree of control in the system or operation.

Control actions : Review of plans and objectivess and change therein on

the basis of such review. Change in the assignment of tasks. Change in existing techniques of direction. Change in the organization structure. Provision for new facilities.

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Preliminary Sometimes called the feedforward controls, they are

accomplished before a work activity begins. They make sure that proper directions are set and that

the right resources are available to accomplish them.

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Concurrent Focus on what happens during the work process.

Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly.

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Postaction Sometimes called feedback controls, they take place

after an action is completed. They focus on end results, as opposed to inputs and activities.