DIRECTING

DIRECTING
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DIRECTING
NATURE AND PURPOSE OF DIRECTING 2 3 7 1

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NATURE AND PURPOSE OF DIRECTING

DIRECTING
Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process.

NATURE AND PURPOSE OF DIRECTING

DIRECTING
Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work.

NATURE AND PURPOSE OF DIRECTING

CHARACTERISTICS 1. Pervasive Function 2. Continuous Activity 3. Human Factor 4. Creative Activity 5. Executive Function 6. Delegate Function

NATURE AND PURPOSE OF DIRECTING

NATURE OF DIRECTING
Direction is a continuous function and therefore the manager must supervise and guide his subordinates at all times for work to go as planned. He should not stop at giving orders and instructions but should follow these through.

NATURE AND PURPOSE OF DIRECTING

PRINCIPLES OF DIRECTING
The director must try to harmonize individual objectives of the workers to the group objective and also personal objectives with organization's objectives for the work to be carried out harmoniously. The worker should receive orders from only one supervisor. The supervisor as much as possible should give personal supervision to the workers so as to motivate and raise their morale.

NATURE AND PURPOSE OF DIRECTING

FUNCTIONS OF DIRECTING
It guides and helps the subordinates to complete the given task properly and as per schedule. It provides the necessary motivation to subordinates to complete the work satisfactorily and strive to do them best. It helps in maintaining discipline and rewarding those who do well. Directing involves supervision, which is essential to make sure that work is performed according to the orders and instructions.

NATURE AND PURPOSE OF DIRECTING

FUNCTIONS OF DIRECTING
Different people perform different activities in the organization. All the activities are interrelated. In order to coordinate the activities carried out in different parts and to ensure that they are performed well, directing is important. It thus, helps to integrate the various activities and so also the individual goals with organizational goals. Directing involves leadership that essentially helps in creating appropriate work environment and build up team spirit.

DIRECTING
BEHAVIORAL HUMAN RELATIONS APPROACH: THEORY X, THEORY Y, THEORY Z 1 2 3 7

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BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

THEORY X In this theory, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. Employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can.

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

"The Theory X manager tends to believe that everything must end in blaming someone."

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

THEORY Y In this theory, management assumes employees may be ambitious and selfmotivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to them work is as natural as play.

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

"Theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed."

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

THEORY X AND THEORY Y COMBINED
"Theory X assumptions are that individuals dislike their careers. Theory X people have to be supervised. As for Theory Y assumptions are that individuals like their careers and are willing to take part in responsibility. Theory Y people don't need supervision and can be expected to turn good productive value in their jobs."

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

THEORY Z Theory Z is an approach to management based upon a combination of American and Japanese management philosophies. Characterized by long-term job security, consensual decision making, slow evaluation and promotion procedures, and individual responsibility within a group context.

BEHAVIORAL HUMAN RELATIONS APPROACH:

THEORY X, THEORY Y, THEORY Z

Theory Z as an Approach to Management
Theory Z is a hybrid management approach combining Japanese management philosophies with U.S. culture.

DIRECTING
MOTIVATION: HUMAN NEEDS 2 3 7 1

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MOTIVATION: HUMAN NEEDS

Maslow's Hierarchy of Needs

MOTIVATION: HUMAN NEEDS

McClelland's Human Motivation Theory
Dominant Motivator
Achievement

Characteristics of the Person

Needs challenging, but not impossible projects More focused on the use of group environment Works best when in-charge.

Affiliation
Power

DIRECTING
HERZBERG'S TWO-FACTOR THEORY 2 3 7 1

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HERZBERG'S TWO-FACTOR THEORY

Also known as the motivation-hygiene theory or intrinsic/extrinsic motivation There are certain factors in the workplace that cause job satisfaction. On the other hand, a separate set of factors can cause dissatisfaction. "respect for me as a person"

HERZBERG'S TWO-FACTOR THEORY

Factors for Satisfaction Achievement Recognition Factors for Dissatisfaction Company Policies Supervision Relationship with supervisor and peers Work conditions Salary Status Security

The work itself

Responsibility Advancement Growth

HERZBERG'S TWO-FACTOR THEORY

The conclusion drawn is that job satisfaction and job dissatisfaction are not opposites. The opposite of Satisfaction is No Satisfaction.
The opposite of Dissatisfaction is No Dissatisfaction.

HERZBERG'S TWO-FACTOR THEORY

Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work environment, giving someone a promotion will not make him or her satisfied. If you create a healthy work environment but do not provide members of your team with any of the satisfaction factors, the work they're doing will still not be satisfying.

HERZBERG'S TWO-FACTOR THEORY

Satisfaction which is usually affected by the motivator factors. Motivation Factors help increase the satisfaction but arent that affective on dissatisfaction. Dissatisfaction is the result of the hygiene factors. These factors, if absent or inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction. Motivators (e.g. challenging work, recognition, responsibility) which gives positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. Hygiene Factors(e.g. status, job security, salary and fringe benefits) do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include

HERZBERG'S TWO-FACTOR THEORY

DIRECTING
PREDOMINANT FILIPINO VALUES 2 3 7 1

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PREDOMINANT FILIPINO VALUES

UTANG NA LOOB
Indebtedness to someone who has done a favour either in terms of help, goods, or services and which require payment in deed or reciprocation from the receiver.

PREDOMINANT FILIPINO VALUES

PAKIKISAMA Getting along with members of the group. Not doing so could mean ostracism or no extending help or support when needed.

PREDOMINANT FILIPINO VALUES

HIYA
A value that inhibits an individual from initiating action or approaching someone on a higher level for a favour for fear of being rejected.

PREDOMINANT FILIPINO VALUES

BAHALA NA
This is a negative value as the individual will not exert his utmost effort in his undertakings.

PREDOMINANT FILIPINO VALUES

MAY TAKOT SA DIYOS
This value places the individual and his future in the hands of God. This is brought about by the teachings of the Catholic religion.

PREDOMINANT FILIPINO VALUES

PAGHAHANDA

PREDOMINANT FILIPINO VALUES

NAGKAKAISANG PAMILYA
Filipinos, as much as possible, want members of the family, even those who already have their own families, to live together either in one house or within the vicinity of the olds.

PREDOMINANT FILIPINO VALUES

PAKIKIRAMAY
This Filipino value refers or help or consolation for those who lost a member of the family. Neighbours and friends do the chores for he members of the bereaved family and even give food and money.

PREDOMINANT FILIPINO VALUES

PAGKAMAPAMAHIIN
Filipinos are firm believers in sayings.

DIRECTING
LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER 2 3 7 1

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LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

THE LEADER

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

THE LEADER
A coach who has the final say, but gathers information from staff before making a decision Produce high quality and high quantity work for long periods of time Staff like the trust they receive and respond with cooperation, team spirit, and high morale

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

LEADERSHIP
The process of leading. Those entities that perform one or more acts of leading. The ability to affect human behavior so as to accomplish a mission designated by the leader

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

LEADERSHIP QUALITIES
Humility Integrity Decisiveness Taking Risks Emotional Resonance Build Teams Self-Knowledge Passion Conviction Dedication Magnanimity Openness

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
PROACTIVE VS REACTIVE The exceptional leader is always thinking three steps ahead. Working to master his/her own environment with the goal of avoiding problems before they arise.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
FLEXIBLE/ADAPTABLE How do you handle yourself in unexpected or uncomfortable situations? An effective leader will adapt to new surroundings and situations, doing his/her best to adjust.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
GOOD COMMUNICATOR As a leader, one must listen a lot. You must be willing to work to understand the needs and desires of others. A good leader asks many questions, considers all options, and leads in the right direction.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
RESPECTFUL

Treating others with respect will ultimately earn respect.

QUIET CONFIDENCE Be sure of yourself with humble intentions.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
ENTHUSIASTIC Excitement is contagious. When a leader is motivated and excited about the cause people will be more inclined to follow.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
OPEN-MINDED Work to consider all options when making decisions. A strong leader will evaluate the input from all interested parties and work for the betterment of the whole.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
RESOURCEFUL Utilize the resources available to you. If you don't know the answer to something find out by asking questions. A leader must create access to information.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
REWARDING An exceptional leader will recognize the efforts of others and reinforce those actions. We all enjoy being recognized for our actions.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
WELL-EDUCATED Knowledge is power. Work to be well educated on community policies, procedures, organizational norms, etc. Further, your knowledge of issues and information will only increase your success in leading

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
OPEN TO CHANGE A leader will take into account all points of view and will be willing to change a policy, program, cultural tradition that is out-dated, or no longer beneficial to the group as a whole.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
INTERESTED IN FEEDBACK How do people feel about your leadership skill set? How can you improve? These are important questions that a leader needs to constantly ask the chapter. View feedback as a gift to improve.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
EVALUATIVE Evaluation of events and programs is essential for an organization/group to improve and progress. An exceptional leader will constantly evaluate and change programs and policies that are not working.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
ORGANIZED Are you prepared for meetings, presentations, events and confident that people around you are prepared and organized as well?

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
CONSISTENT Confidence and respect cannot be attained without your leadership being consistent. People must have confidence that their opinions and thoughts will be heard and taken into consideration.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
DELEGATOR An exceptional leader realizes that he/she cannot accomplish everything on his own. A leader will know the talents and interests of people around him/her, thus delegating tasks accordingly.

LEADERSHIP: TRAITS AND BEHAVIORS OF A LEADER

CHARACTERS OF A GOOD LEADER
INITIATIVE A leader should work to be the motivator, an initiator. He/she must be a key element in the planning and implementing of new ideas, programs, policies, events, etc.

DIRECTING
BASIC COMMUNICATION PROCESS 2 3 7 1

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BASIC COMMUNICATION PROCESS

Communication is simply the sending and receiving of information between at least two people. The message may be verbal or non-verbal, but to be effective, the message sent must be in a language or code that the receiver will understand.

BASIC COMMUNICATION PROCESS

SUCCESSFUL COMMUNICATION

Communication problems occur when sender and receiver do not share the same code or understanding of the language used.

BASIC COMMUNICATION PROCESS

UNSUCCESSFUL COMMUNICATION
The channel describes how the information is relayed. For example: Verbal channels include face-to-face meetings, telephone and videoconferencing. Non-verbal channels include sign languages, body language, gestures, and facial expressions. Written channels include letters, emails, memos and reports, signs and symbols. Different communication channels have different strengths and weaknesses; the most important thing is that the receiver can access the message through that channel. For example, if the intended receiver has a hearing disability and you do not share a common non-verbal language, your message would be better understood in written form.

BASIC COMMUNICATION PROCESS

TWO-WAY COMMUNICATION PROCESS