Direction : Meaning and Definitions

Directing is the proôess of initiating action according to some plan It is the process of
guiding, supervising, motivating, leading and influencing people for accomplishment
of organisational objectives.
According to Haimann, “Directing consists of the processes and techniques utilised
in issuing instructions and making certain that operations are carried on as originally
planned.”

In the words of Koontz and O’Donnell, “Direction is a complex function that

includes all those actions which are designed to encourage subordinates to work
effectively and efficiently in both the short and long run.”
According to Ernest Dale, “Direction is telling people what to do and seeing that
they do it to the best of their ability.”
In the opinion of Urwick and Brech, “Directing is the guidance, the inspiration, the
leadership of those men and women that constitute the real core of the responsibilities
of management.”
According to Marshall E. Dimock, “The heart of administration is the directing
function which involves determining the course, giving orders and instructions,
providing the dynamic leadership.”
Thus, directing is the process of guding, instructing, motivating, influencing and
leading subordinates with a view to achieve organisational objectives efficiently and
effectively. It includes issuing of orders, explaining procedures to the subordinates
and seeing that they do their tasks to the best of their ability.

CharacteristicsfFeatures of Direction
The nature or function of directing has been discussed in the following
features/chameteristics:
I. A function of management : Directing is one of the most important functions of
management. Marshall Dimock calls it the ‘heart of administration (management)’. In
fact, it is an indispensable function of management because it is concerned with
initiating, mobilising, influerAcing and integrating human resource of the
organisation.

2. Pervasive function : Directing is all pervasive function. It is performed by all the

managers at every level of the organisation. However, the amount of time and effort
spent on directing varies by the level of managers.
3. Continuous process Directing is a continuous or on- going process. It is not a one-
time activity or one-shot action. A manager never ceases to direct, guide, teach, coach
and supervise his subordinates. Every manager has to guide, supervise, motivate or
lead his subordinates continuously.
4. Integrating and connecting function : Directing is an intergrating and connecting
function between the other functions of managerial process.
5. Dynamic function Directing is a dynamic function. The style of directing depends
on the level of subordinates and prevailing circumstances.
6. Two-fold objectives: Directing function has two-fold objectives : (i) To accomplish
organisation objectives, and (ii) To develop managers.Thus, directing aims at not only
to accomplish objectives but also to develop future managers.
7. Performance-oriented : Directing is the process around which all performance
revolves. It is the essence of operations [Haimanñ] Without proper direction, no task
can be effectively performed. It is essential for effective performance of tasks.
8. Wide scope: Directing consists ofmany activities and processes. It consists of
issuing orders and instructions explaining procedures to the subordinates. It involves
motivating and leading subordinates and seeing that they do their tasks to the best of
their abilities.

9. Core of human relations Directing is the core of human relations at work. It deals
with interpersonal human relationships at work. Therefore,sometimes, it is also
referred as the ‘people’ furcion of management. It involves the study and influencing
the human behaviour and relations

.10. Communication based function : Iiirecting is founded upOn communication

system. In the absence of effective communication system, directing function can
never be performed.

Importance of Direction

Briefly, the importance of directing is discussed in the following points:

1. To get the things done Directing is essential to get the things done through
others: Without proper guidance instructions, supervision, motivation, no manager
can get the things done as per plans. Theo Haimann has rightly observed that “nothing
happens until an’t unless the car is put into gear and accelerator depressed. Without
the issuance of directives, without guiding and overseeing subordinates, nothing or at
best very little would be accomplished.”

2. To initiate action : Directing initiates action. Through direction managers motivate

and influence subordinates to initiate action for accomplishing the objectives. All
resources will be utilised only when action is initiated. Planning, organising and
controlling functions can be effectively performed when work is initiated through
directing.

3. To execute plans and decisions : In order to execute plans and decisions, directing
is essential. Without effective directing, no plan or decisions can be effectively
executed. Faulty directing can nullify the effects of best plans and”sound decisions.

4. Helps, achieve coordination : According to Haimann,

“Coordination is a necessary by-product of good managerial directing”. In fact,
effective direction contributes in coordinating activities in organisation. Directing is
one of the techniques of coordination

5. Helps develop managers: One of the basic objectives of directing is to develop

future managers. Through directing, managers constantly coach, counsel!, guide and
advise their subordinates. This practice helps develop efficient future managers.

6. Helps achieve objectives Directing helps achieve objectives effectively. Through

direction, managers can integlate the individual objectives with organisational
objectives. This ultimately helps in accomplishing organisational objectives.

7. Facilitates management of change : Usually employees resist change: But through

proper directing, employees can be induced to accept change pleasantly.

8. Creates work environment: Directing is important for creating work environment.

Through proper directing, managers can mobilize and motivate employees and
influence their behaviour. Hence, they are able to create work environment in the
organisation.

9. Motivates employees : Through proper direction, managers can motivate

employees. In the process of directing, managers can deal with many physical and
psychological problems of employees and motivate them.

10. Stability and growth of the enterprise: Effective directing means effective
supervision, communication, motivation and leadership. These all contribute to tht
growth and stability of the enterprise.

11. Irreplaceable function : The function of directing is irreplaceable. There is no

substitute of directing. Even computer-aided work procedures cannot substitute
directing. It shall always remain an irreplaceable function of management.

Principles of Direction
Following are some of the basic principles of directing:
1. Principle of directing objective : This principle states that subordinates should be
given clear understanding the objective of directing. Moreover, subordinates should
also be made known of their roles in accomplishing the objectives.

2. Principle of harmony of objectives : This principle states that for effective

directing, there should be harmony of individual objectives and organisational
objectives. A good directing system should encourage fulfilment of individual
objectives while at the same time contributing to the achievement of organisational
objectives.

3. Principle of unity of command: This principle states that a subordinate should

receive orders and instructions from only one superior. A subordinate should have
reporting relationship to a single superior. In other words, a subordinate should be
accountable to only one superior. It is necessary because no one can serve two bosses
at the same time.

4. Principle of direct supervision : This principle states that managers should, as far
as possible, ensure direct supervision. Moreover, objective methods of supervision
should be supplemented by direct personal supervision. [Koontz. and O’DonnellJ
Through direct supervision, superiors can better communicate with other
subordinates. Moreover, they can view the problems first-hand and receive
suggestions from the subordinates immediately.

5. The principle of leadership style : This principle states that effective leadership is
essential to effective directing. Therefore, managers should adopt an appropriate style
of leadership to ensure effectiveness of direction. Managers should vary the
leadership style appropriately. The leadership style that is effective for one
environment may not be effective for another environment. Hence, manager should
adopt an appropriate style in order to illicit desired response from the subordinates.
6. Principle of communication : This principle states that sound two-way direct
communication system should be maintained to ensure effectiveness of directing. It
will, provide free flow of , information, suggestions, complaints and
grievances between superior and his subordinates.

7. Principle of motivation: This principle states that for effectiveness of directing, a

manager must motivate his subordinates. A manager should devise and use proper
techniques to satis1’ the physiological and psychological needs of his subordinates.
Satisfied subordinates are ready to accept orders and instructions voluntarily. Hence,
managerial task of directing becomes effective and easier.

8. Principle of individual contribution : This principle emj.hasises that manager

should try to maximise individual contribution to the attainment f objectives.
Therefore, directing should aim at maximising individual contribution.

9. Principle of participation: This pthciple states that directing can be more effective if
manager ensures participation of his subordinates in the process of directing.
Therefore, a manager should solicit and consider ideas, opinions, views and
suggestions of the subordinates before directions are issued.

10. Principle of informal relations : This principle requires that for effective directing,
a manager should develop’ informal relations with his subordinates. A manager
should, therefore, promote and recognise informal groups and their leaders. Informal
relations can increase the effectiveness of directing because it is easier to secure
cooperation of people through such relations.

11. Principle of appropriate techniques : This principle states that a manager should
select and use appropriate techniques of directing. The selection of techniques should
be based on the nature of task and the prevailing situation. The technique of
supervision should be appropriate to the person supervised and the task performed.

12. Principle of follow-up : This principle requires that a manage: should follow-up
the directing process and make necessary changes wherever necessary. It means that
directing is a never-ending process. Involves constant coaching, counselling, advice,
supervision and helping the subordinates in their respective activities.

Motivation : Meaning and Definitions

The term motivation is derived from ‘motive’. The term ‘motive’, implies action to
satisf’ a need. The need, desire, drive, want, motive are often used interchangeably by
the psychologists. Any motive, need, drive, desire or want prompts a person to do
something. It is, therefore, said to be the mainspring of action in people. Thus,
motivation simply means the need or person that makes• poeple to do some work or to
take some work. For instance, a person needs respect from others. It makes him to do
outstanding work. Consequently, he gets praise, recognition, higher pay, promotion
and so on. Ultimately he gets respect from others in the family as well in society.
According to Dale S. Beach, “Motivation can be defined as a willingness to expend
energy to achive a goal or a reward.”
In the words of William G Scott, “Motivation means a process of stimulating people
to action to accomplish desired goals.’
In the opinion of M. J. Jucius, “Motivation is the act of stimulating some one or
oneself to get a desired course of action.”
According to McFarland, “Motivation refers to the way in which urges, drives,
desires, aspirations, strivings, needs, direct control or explain the behaviour of human
beings.”
Thus, Motivation is the need or reason that makes people to work or to take action. It
includes the processes and forces in an individual that influence or encourage him to
act or not to act in particular ways. It arouses or energises the willingness to put in
effort in a particular direction.

Characteristics/Nature:
Following characteristics of motivation highlight the nature of
motivation:
1.MotätiOn is internal feeling: Motivation is internal feeling of an individual. It points
out the energising forces within an individual that direct or influence him to behave in
a particular way.
2. Continuous process : Motivation is a continuous or never ending process It is so
because human needs, desires, wants or wishes are endless. All of them can iever be
satisfied simultaneously. Satisfaction of one need gives size to another need.
Therefore, motivation process goes on forever.

3. Dynamic process: Motivation is a dynqmic and complex process. It isso because it

relates to human behaviour which is never static but dynamic. It keeps on changing
continuously.

4. A psychological concept : The concept of motivation is mainly phychological. It

relates to those forces operating wihin the individual
employee which impel him to act or not to act in certain ways.

5. A way to direct and explain behaviour: Motviation refers to the way in which
urges, drives, desires, inspirations or needs direct and explain the behaviour of human
beings. It is the psychological process that gives behaviour, purpose and direction.

6. It is the willingness to exert efforts : Motivation is the willingness of an individual

to exert effort in the pursuit of organisational goals and to satisfy some individual
needs.

7. System-oriented : Motivation is system-oriented. It is the system that contains three

main factors.: (a) factors operating within an individual i.e. his needs, aspirations,
wants, wishes, values etc.; (b) factors operating within the organisation such as
organisation structure, technology, physical facilities, worktenvironment etc.; (c)
factors operating in the external environment such as customs, norms of society,
culture etc. Motivation is the result of interaction among these factors.

8. Need-satisfying process : Motivation is a need satisfying process. An unsatisfied

need creates tension that stimulates drives wihin an individual. These drives generate
a search behaviour to find particular goals that (if attained) will satisfy the need and
reduce tension.

9. Energising force : Motivation is the process that energises or encourages

individuals to put in effort to achieve organisational goals and to
satisfy their needs.

10. Positive or negative : Motivation can be positive or negative. Positive motivation

implies use of incentives such as increase in pay, reward, promotion, and so on for
better work. Negative motivation, on the other hand, means punishment and penalties.
such as reprimands, threats of demotion, fear of loss of job etc.