Direction and supervision

Introduction
Direction is a management function performed by top level officers of management. It is necessary to achieve proper implementation of direction

Definition
Process Techniques
To carry out instructions To make certain that operations are carried out as originally planned

Comprises of
Issuing orders and instructions Motivating Leadership Subordinates working as per plans and policies Helping them to resolve problems

Features
Activating link Performance oriented Pervasive function Continuing function Involves human behavior

Principles of direction
Maximum Individual contribution Harmony of Objectives Feedback Information Effective Communication Direction Comprehension

Efficient Control Efficiency Unity of Direction Or Command

Direct Supervision

Follow through

Issuing instructions
An order is issued by management as a tool for direction As a directional technique, an instruction is a charge of a supervisor To direct the subordinate
To act To refrain from acting

Characteristics of a good order

Reasonable Enforceable Clearly defined Understandable Facilitate achievement of organizational goals Complete

Contd..
Willingness and acceptance Written preferable Appropriate tone Specify time Intelligible

Techniques
Consultative
Consult subordinates To find out the feasibility, enforceability and nature of problem Superior has right to take any decision and give any direction

Contd.
Free rein
Solve problem independently Highly educated, efficient and sincere Commands Close supervision No initiative

Autocratic

Importance
Initiates action Coordinates the group efforts Ensure maximum individual contribution Provides stability and balance Reduces the reluctance to put up with changes Helps to achieve objective

Characteristics
Performed by all levels of executives Management initiates action through direction Continuous and throughout the life of the organization Initially, started at top level Subordinates do as per original plan Link between preparatory function and the control function

Elements of direction
Communication Supervision Motivation Leadership

Supervision
Perform the work as per instruction Supervisors clarify all instructions Guide employees to work as a team Supervisors solve most of the routine jobrelated problems of subordinates. Link between top and middle management and workers

Functions
Clarifies orders and instructions Ensures facilities Keeps a watch and guides Broadens the horizon of his subordinates Coordinates the work of different subordinates under him Detects errors and omissions and ensures their rectification.

 Provides technical know-how Gives orders, instructions and implements the rules Converts goals, programs, policies and resources into products and services Arranges work assignments, determines procedure

Motivates Becomes an example Hears complaints Communicate problems Controls performance Recommends transfer, promotions and rewards

Who supervises ???

Good managers oversee performance Top management management non management Foreman, department head, section officer, superintendent, supervisor

Responsibility
Towards workers or subordinates Towards management Towards his own function Towards his own colleagues

Qualities
Knowledge of organization Technical Knowledge Honesty Ability to listen Patience Ability to judge people Complete information Administrative ability

Contd
Ability to talk well Ability for orderly thinking Understand and respect feeling of others Self centered Self motivated Physical appearance

Principles
Achievement of organizational objectives Definition of role and acceptance of organization Analyze group and then decide the course of action Effective fulfilling of group needs Groups survival and progress towards organizational objectives

Types
Autocratic Independent Democratic

Kinds
Bureaucratic Autocratic Idiocratic Democratic

Techniques
Consultative or democratic Authoritarian or dictatorial Non interfering or free rein

Span of Management
It is also called span of control and span of supervision It is the number of subordinates that a manager directs and supervises The number of subordinates varies The smaller or narrower the span, the more levels of management will be required Some managers are able to supervise more subordinates than are others

Factors Determining the Span of Supervision

Competence of the supervisor Competence and makeup of the subordinates Amount and availability of help from staff specialists Nature and importance of the activities performed The dynamics and complexity of the activity to be performed The degree to which a comprehensive set of standards and procedures are available to guide subordinates Availability of self-directed teams

The supervisor and the informal organization

The informal organization is part of a complex system that interacts with the formal organization The supervisor must understand the workings of the informal organization The supervisor should approach the informal organization in a positive manner The supervisor should utilize the informal organization to achieve departmental objectives The supervisor should combine the interests of the formal organization with those of the formal organization