LESSON

10
DIRECTING

CONTENTS
10.0 Aims and Objectives
10.1 Introduction
10.2 Meaning and Definition
10.3 Characteristics of Directing
10.4 Scope of Directing
10.5 Importance of Direction
10.6 Nature of Direction — Functions of Management
10.6.1 Pervasiveness of Direction
10.6.2 Continuing Function
10.7 Principles of Direction
10.8 Principles of Issuing Orders
10.9 Types of Direction
10.10 Techniques of Direction
10.11 Let us Sum up
10.12 Lesson-end Activity
10.13 Questions for Discussion
10.14 Suggested Readings

10.0 AIMS AND OBJECTIVES

After studying controlling and techniques of controlling in previous two chapters, this
lesson is intended to discuss all about directing the staff. After studying this lesson you
will be able to:
(i) appreciate the role of direction.
(ii) understand the nature, principles and elements of direction.
(iii) use various tools and techniques of directing the staff.

10.1 INTRODUCTION
In practice, management is essentially the art and process of getting things done. The
managers have therefore, the responsibility not only of planning and organising the
operations but also of guiding and supervising the subordinates. This is the managerial
function of direction. In the words of Marshall "Directing involves determining the course,
giving orders and instructions and providing dynamic leadership".
Principles of Management and
Organisational Behaviour
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10.2 MEANING AND DEFINITION
According to G. R. Terry - "Directing means moving to action and supplying simulative
power to a group of persons". Thus, the plan is put into operation through the organisation
by the process of direction. Another term used to describe this function is "Activating".
In the words of G. R. Terry - "Activating means moving into action - supplying simulative
power to the group".
According to Dale, "Direction is telling people what to do and seeing that they do it to the
best of their ability. It is through directing that managers get the work done through
people. It consists of:
l Issuing orders and instructions by a superior to his subordinates.
l Guiding, advising and helping subordinates in the proper methods of work.
l Motivating them to achieve goals by providing incentives, good working environment
etc.
l Supervising subordinates to ensure compliance with plans".
To carry out physically the activities resulting from the planning and organising steps, it is
necessary for the manager to take measures that will start and continue action as long as
they are needed in order to accomplish the task by the members of the group. The
process of directing or activating involves:
1. Providing effective leadership
2. Integrating people and tasks and convincing them to assist in the achievement of
the overall objectives
3. Effective communication
4. Providing climate for 'subordinate' development
Directing represents one of the essential functions of management because it deals with
human relations. Once the organisational plans have been laid down, the structure being
designed and competent people brought in to fill various positions in organisation, direction
starts. Direction phase of management is the heart of management-in action.
10.3 CHARACTERISTICS OF DIRECTING
Directing has the following characteristics features:
1. It is the function of the superior manager and runs from top to down in the organisation
structure. A subordinate has to receive instructions for doing his job from his superior.
2. Direction implies issuing orders and instruction. Besides issuing orders and
instruction a superior also guides and counsels his subordinates to do his job properly.
3. The top management gives broad direction to the middle level managers who in
turn give specific direction to the lower level management.
4. The four important aspects of directing are supervision, motivation, leadership and
communication. All these functions are interconnected and mutually dependent.
10.4 SCOPE OF DIRECTING
The function of directing is concerned with employee orientation, issuing instructions,
supervision, motivation, communication and leadership.
1. Employee Orientation: An employee must be properly oriented to the enterprise
in which they are working. This orientation is necessary for them to accomplish the
objectives of the enterprise.
2. Instructions: An instruction is an order or command by a senior directing a Directing
subordinate to act or refrain from acting under a given situation. The right to issue
orders should be with the superior by virtue of his position.
3. Supervision: In order to see that the work is done according to the instructions the
superior must observe the activities of the subordinates. Supervision is done at all
levels of management. However, supervision is more important at lower levels.
4. Motivation: One of the most challenging problems for management is to motivate
people. Management has to induce the employee to utilise his talent and skill to
contribute to the organisational goal.

10.5 IMPORTANCE OF DIRECTION

The importance of direction in an organisation can be viewed by the fact that every
action is initiated through direction. It is the human element which handles the other
resources of the organisation. Each individual in the organisation is related with others
and his functioning affects others and, in turn, is affected by others. This makes the
functioning of direction all the more important. The importance of the direction function
is given below:
1. Direction integrates employees' efforts: The individual efforts needs to be
integrated so that the organisation achieves its objectives. No organisational objective
can be achieved without the function of direction.
2. Direction initiates action: It is through direction that the management makes
individuals function in a particular way to get organisational objectives.
3. Direction gets output from individuals: Every individual in the organisation has
some potentials and capabilities which can be properly utilised through the function
of direction.
4. Direction facilitates changes: To manage change management must motivate
individuals to accept these changes which can be accomplished through motivation.

Check Your Progress

“Directing derives sufficient attention along with the other function of guiding the
subordinates to work willingly and enthusiastically towards the accomplishment of
predetermined organisational objectives.” Comment.

10.6 NATURE OF DIRECTION—FUNCTIONS OF

MANAGEMENT
Direction is one of the most important functions of management. A good plan may have
been checked out, sound organisation may have been evolved and a sound team of
workers may be employed, but all these will not produce any result until there is proper
direction of the people in the use of various resources. Direction helps in achieving co-
ordination among various operations of the enterprise. It is only after the performance of
direction function that the purpose of planning, organising and staffing is achieved. Directing
is the process around which all performance revolves. It is the essence of operation and
co-ordination is a necessary by-product of good managerial directing.

10.6.1 Pervasiveness of Direction

Direction is a pervasive function of management. It exists at every level, location and
operation throughout an enterprise. Some people think that only the managers at the 163
Principles of Management and lower level who deal directly with the workers, perform the direction function. This point
Organisational Behaviour
of view is not correct. Direction function must be performed by every manager at different
levels of the enterprise. For instance, chief executive of a company interprets the objectives
and policies of the company and delegates authority to the departmental managers, the
direction function is part and parcel of these activities. Every manager, regardless of the
number of subordinates, performs this function because he is busy in giving instructions
to the subordinates, guiding them, and motivating them for the achievement of certain
goals.

10.6.2 Continuing Function

Like any other function of management, directing is a continuing activity. A manager
never ceases to direct, guide and supervise his subordinates. A manager who issues
orders and instructions and thinks his job is complete is committing a very serious error.
He must continuously supervise the execution of his orders or instructions by the
subordinates. He should also provide them effective leadership and motivation. Thus, he
will have to continue to devote considerable time on the direction function.

10.7 PRINCIPLES OF DIRECTION

For effective direction, following principles may be used:
(i) Principle of leadership: Ability to lead effectively is essential to effective direction.
(ii) Principle of informed communication: The management should recognise and
utilise informal organisation constructively.
(iii) Principle of direct supervision: The manager should supplement objective methods
of supervision and control with direct personal supervision to ensure personal contact.
(iv) Principle of direct objectives: The manager should communicate effectively and
motivate the subordinates for most effective performance.
(v) Principle of harmony of objectives: The manager should guide the subordinates
so that their individual interest harmonizes with group interests.
(vi) Principle of unity of command: For most effective direction, subordinates should
be responsible to one superior.
(vii) Principle of managerial communication: The manager being the principle medium
of communication, should keep lines of communication open.
(viii) Principle of comprehension: The communication should ensure that the recipients
of the information actually comprehend it.
(ix) Principle of direct communication: The direct flow of information is most effective
for communications.

10.8 PRINCIPLES OF ISSUING ORDERS

Following points should be observed while issuing orders to the subordinates:
(i) Few orders: Issue as few orders as possible. More orders than those that are
absolutely necessary, if issued, will result in loss of independence and thus initiatives
of subordinates will be suppressed.
(ii) Clear orders: The orders should be absolutely clear. They create confidence in
the mind of the subordinates about the clear understanding by the order given.
(iii) Brief but complete orders: The orders should be as brief as possible but complete
orders to convey fully what is intended to be done.
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(iv) Promptness: Professional form and proper tone in orders. Prompt issuing of order Directing
and proper use of technical words and phrases is essential for effective directing.
Proper tone in issuing the orders should be observed.
(v) Legitimate scope of orders: The manager issuing the order should keep within his
own domain. He must not encroach upon the sphere of the receiving executive.
(vi) Follow up orders: Another important principle of direction is that once orders or
instructions are issued, they should be followed up to see that they are executed, or
the instructions should be countermanded or withdrawn.

10.9 TYPES OF DIRECTION

Directions may be either oral or written. Some of the advantage of written directions are
as follows:
(i) Written directions are more clear, comprehensive and clarity of thought and better
quality of direction maintained.
(ii) Written orders are comparatively more intelligible and the chances for
misunderstanding and duplication of efforts will be minimised.
(iii) The subordinates also get an ample opportunity to study the directive carefully.
(iv) It also makes it possible to communicate to all interested parties simultaneously.
(v) A written order can be consulted readily to maintain accuracy.
(vi) It helps in accountability and smooth carrying out of orders.

10.10 TECHNIQUES OF DIRECTION

A manager has at his disposal three broad techniques of direction.
1. Consultative direction: In this method executive consults with his subordinates
concerning the feasibility, the workability and the extent and content of a problem
before the superior makes a decision and issues a directive.
The following advantages are claimed in this type of method:
(a) Participation occurs on every level of organisation.
(b) Better communication.
(c) Least resistance from subordinates, experience and knowledge of subordinate
also can be used to arrive at right directives.
(d) It induces better motivation and morale.
(e) It leads to better co-ordination and effective results.
This method has the following disadvantages:
(a) It is time consuming.
(b) Subordinates may consider it their right and prerogative to be consulted before
a directive is given to them by their superiors.
(c) Sometimes unnecessary arguments arise leading to wastage of time.
2. Free rein direction: The free rein technique encourages and enables the
subordinate to contribute his own initiative, independent thought, drive, perspicacity
and ingenuity to the solution of the problem. The free rein technique of direction
will probably show the best and quickest results, if the subordinate is highly educated,
brilliant young man a sole performer, who has a sincere desire to become a top
level manager. 165
Principles of Management and 3. Automatic direction: In this method manager gives direct, clear and precise orders
Organisational Behaviour
to his subordinates, with detailed instructions as how and what is to be done allowing
no room for the initiative of the subordinate.

10.11 LET US SUM UP

In this chapter the fundamentals and principles of direction were presented. Directing
consists of the process and techniques utilised in issuing instructions and making sure
that operations are carried on as originally planned. It also highlighted various intricacies
of direction together with types and techniques of direction. The principles of direction
include: (a) Principle of leadership (b) Principle of informed communication (c) Principle
of direct supervision (d) Principle of direct objectives (e) Principle of harmony of objectives
(f) Principle of unity of command (g) Principle of managerial communication (h) Principle
of comprehension and (i) Principle of direct communication.

10.12 LESSON END ACTIVITY

How should orders be issued in business enterprise? To what extent can personal appeal
prove effective?

10.13 QUESTIONS FOR DISCUSSION

Q 1. Define direction. What are its elements?
Q 2. Explain the nature of direction function of management.
Q 3. Describe the characteristics of a good order.
Q 4. ‘Direction function of management involves dealing with human factor.’ Expound
this statement.
Q 5. Explain the principles of direction.
Q 6. ‘Good leadership is an integrated part of effective direction.’ Explain and illustrate.
Q 7. Briefly explain the principles of directions and methods of directing ‘Subordinates
to active objects.’

10.14 SUGGESTED READINGS

Billy E. Goetz, "Management Planning and Control", McGraw-Hill, New York (1979).
Chris Argyris, "Personality and Organization", Harper and Row, New York (1957).
Charles Handy, "Trust and the Virtual Organization", Harvard Business Review
(May - June 1995).
Douglas S. Sherwin, "The Meaning of Control", in Max D. Richards and William A
Nielander (eds.) Readings in Management, D.B. Taraporevala, Bombay (1971).
George R. Terry, "Principles of Management", Richard D. Irwin, Homewood III (1988).
George R. Terry and Stephen G. Franklin, "Principles of Management" AITBS, Delhi
(2000).
G. B. Giglione and A.G. Bedein, "Conception of Management Control Theory",
Academy of Management Journal (June 1974).
Harold Koontz, Cyril O'Donnell, and Heinz Weihrich, "Management", McGraw-Hill,
New York (1984).
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John A. Pearce and Richard B. Robinson, "Strategic Management", Homewood III Directing
Richard D. Irwin (1988).
McGregor Douglas, "The Human Side of Enterprise", McGraw Hill Book Company,
New York (1960)
Peter F. Drucker, "Management Tasks, Responsibilities and Practices", Harper &
Row, New York (1974).
Paul E. Holden, L.S. Fish, and Hubert L. Smith, "Top Management Organisation and
Control", McGraw-Hill, New York (1981).
Scanlon Burt K., "Principles of Management and Organisation Behaviour", John
Wiley and Sons (1973)
Tom K. Reeves and Joan Woodward, "The Study of Management Control", Joan
Woodward (ed.) "Industrial Organization, Behaviour and Control", Oxford University
Press, London (1970).
P.G. Aquinas, “Organizational Behaviour”, Excel Books, New Delhi.

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