Directing

A.P. Anant Lakshendra School of Management, G.L.Bajaj Group of Institutions Mathura

Direction: Concept
Direction consist of the process and techniques utilizing in issuing instructions and making certain that operations are carried out as planned. - Haimann

Direction: Features
1 2 3 Important managerial function. Performed at every level of management. It is a continuous process and it continues through out the life of the organization. 4 It initiates at the top level and follows to the bottom through the hierarchy. 5 It has dual objectives: i) It aims at getting things done by subordinates ii) To provide superior opportunities for some more important work which their subordinates cannot do.

Direction: Importance
1 2 3 4 5 Initiates Action Integrates Employees efforts Attempts to get maximum out of Individuals. Facilitates changes in organizations. Provides stability and balance in organizations.

Direction and Supervision

Direction and Supervision differ in terms of context and concept. The word Supervision is used in two waysi) As an element of direction guiding and directing efforts of employees and other resources to accomplish stated work outputs. -Terry and Franklin ii) Used to denote the functions performed by supervisors- class of personnel between management and operatives.

Newman and Warren have defined supervision as day to day relationship between an executive and his immediate assistant and covers training, direction, motivation, coordination, maintenance of discipline etc.

Motivation

A.P. Anant Lakshendra School of Management, G.L.Bajaj Group of Institutions, Mathura

Motivation: Concept
Latin word movare which means to move. Motive A motive is a inner state that energises, activates or moves (hence motivation)and directs behavior towards goals. Motivating Is the term which implies that one person (in organisational context, a manager) includes other (employee) to engage in action (work behaviour) by ensuring that a channel to satisfy the motive becomes available at accessible to the individual. Motivation Motivation refers to the in which urges, drives, desires, aspirations, strivings or needs direct, control, or explain the behaviour of human beings. -McFarland

Motivation: Nature
1 2 3 4 5 6 a. b. c. d. Based on Motives Affected by motivating Goal-Directed Behaviour Related to satisfaction Person motivated in totality Complex process (because)Understanding of human needs and providing means of their satisfaction become difficult. Even needs are identified, a particular need may result in different behaviour from different individuals because of their differences. A particular behaviour may emerge not because of specific need but because of verity of needs. Goal- directed behaviour may not lead to goal attainment which may lead to frustration in an individual creating a lot of problems.

Motivation Techniques
Money Participation Reward System Quality of work Life Job Enrichment Morale Building

Motivation Techniques: Money

1 Money is more important to people who are raising a family. 2 Used for attracting and holding staff 3 Rises sense of equality among equal level staff 4 Bonuses reflects individual performance.

Motivation Techniques: Reward System

Two types of reward System: Intrinsic reward System: Include feeling of accomplishment, self actualization Extrinsic Reward System: Recognition, Status symbols, and also money Incentive Plans: Piecework, merit pay, sales commission, bonus plans

Motivation Techniques: Participation

Most of the people are motivated by consulted on action affecting them. Participation also means recognition.

Motivation Techniques: quality of work life

QWL is a system approach to job design and promising development in broad area of Job enrichment, combined with a grounding in the sociotechnical systems approach to management.

Motivation Techniques: Job Enrichment

In this attempt is to build into jobs a higher sense of challenge and achievement. Jobs may be enriched by: giving workers acceptance or rejection of materials, Encouraging participation of subordinates and interactions between workers, Developing sense of responsibility for their task, Giving feedback, Inviting suggestions,

Motivation and Performance

1 2 3 High performance level Low Employees turnover and absenteeism Acceptance of organizational change