Chapter 7: Directing

7.1 Concept, Elements and Importance of Directing

Concept of Directing
a e endtinary see, directing means giving insructions and guiding, people in doing work. In ont daily life,
we come across many situations like a hotel owner directing, his employees to cormplete certain activities fo
onganising a function, a teacher directing his student to complete an assigs1nent, a filn director direcring the
artists about how they should act in the flm etc, In all these situations, we can observe that directing is done to
achicve some predetermined objective.
In shecontext of management of an organisation:
Directing refers to the process
people in an organisation
of instructing, guiding, coaching/counseling, motivating and leading the
to achieve organisational objectives.

Elements of Directing
Direcring function of management has four main elements: () Supervision, (i) Moúvation, Gin) Leaderhip and (iv)
Communication.

1. Supervision
The term supervision can be understood in two ways. Firstly, it
Elements of Direction
Gan be understood as an element of directing and secondly, as a
function performed by supervisors in the organisational hierarchy.
As an element of directing: Supervision being an element of
directing, every manager in the organisation supervises his/her Supervision
subordinates. In this sense, supervision can be defined as follows:
Supervision is the process of guiding the efforts of employees
and other resources to accomplish the desired objectives. It Motivatici
means overseeing what is being done by subordinates and
gving instructions to
ensure optimum utilisation of resources
and achievement of work targets.
As the function to be performed by supervisor: Supervision is a
managerial position in the organisation hierarchy at
the operative level i.e., immediately above the worker. The functions and
performance of the supervisor are vital
to any
organisation because he is directly related with workers whereas other managers have no direct touch with
bottom level workers.
2. Motivation
Motivation means incitement or inducement to act or move. In the context of an
organisation, it means the
process of making subordinates to act in a desired manner to achieve certain
organisational goals.
Motivation means a process of stimulating people to action to accomplish desired
goals."
William G. Scout
-

3. Leadership
Leadership is the process of influencing the behaviour of people by making them strive voluntarily towards
2chievement of organisational goals. Leadership indicates the ability of an individual to maintain good
nterpersonal relations with followers and motivate them to contribute for achieving organisational objectives.
eadership is the art or process of influencing people so that they will strive willingly and enthusiastically
owards the achievement of -Harold Koontz and Heinz Weihrich
group goals.
4. Communication
T
word communication has been derived from the Latin word 'communis' which means 'common which
Cons
onsequently implies common understanding. Communication is detined in difterent ways. Generally, it is
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Business Studies XII Part-A- by Subhash Dev
ey
understood as a process of
exchange of ideas, views, facts, feelings etc., between or among people to ce
common understanding. reate
Communication is a process by which people create and share information with one another in order.
reach common understanding." to

Characteristics/Features of Directing -Rogers

1. Directing initiates action.
Dhrecting is a key managerial function. A manager has to perform this function along with planning, organising
staffing and controlling while discharging his duties in the organisation. While other functions prepare a seting
tor action,
directing initiates action in the organisation. Thus, directing is an executive function.
2. Directing takes place at every level of management.
Every manager, from top executive to supervisor performs the function of directing. The directing takes place
wherever superior-subordinate relations exist.
DO
3. Directing is a continuous process.
Directing is a continuous activity. It takes place C E N O N

throughout the life of the organisation irrespective of

We can observe that in organisations like Infosys, Tata,
people occupying managerial positions. BHEL, HUL the managers may change but the directing
4. Directing flows from top to bottom. process continues because without direction the organisational
activities cannot continue further.
first initiated at top level and flows to the
Directing is
bottom through organisational hierarchy. It means that
every manager can direct his immediate subordinate and take instructions from his immediate boss.

Importance of Directing
The importance of directing can be understood by the fact that every action in the organisation is initiated
through directing only. Directing guides towards achievement of common objectives. Through directing
managers not only tell the people in the organisation as to what they should do, when they should do and
how they should do but also see that their instructions are implemented in proper perspective. Very often, this
becomes an important factor in the efficient and effective functioning of the organisation.
The points which emphasise the importance of directing are presented as follows:

1. Initiates action
Directing helps to initiate action by people in the organisation towards attainment of desired objectives.
For example, if a supervisor guides his subordinates and clarifies their doubts while performing a task, it will hep
the worker to achieve work targets given to him.

2. Integrates employees efforts

Directing integrates employees efforts in the organisation in such a way that every individual effort contributes
to the organisational performance. Thus, it ensures that the individuals work for organisational goals.
For example, a manager with good leadership abilities will be in a position to convince the employees workin
under him that individual efforts and team effort will lead to achievement of organisational goals.

3. Guides employees
Directing guides employees to fully realise their potential and capabilities by motivating and prov
roviding effectiv

leadership. their
the of his o
A good leader can always identily potential employees and motivate them to extract work up
full potential.
 Chapter 7: Directing 243

Eacilitates introduction of needed changes in the organisation

ring facilitates introduction of needed changes in the organisation.
motivation,
Generallys people havea tendency to resist changes in the organisation. Effcctive dirccting through
c a m m u n i c a t i o n .
and leadership helps to reduce such resistand and develop required cooperation in introducing
in the organisation.
changes
ifaa manager wants to introduce new system of accounting, there may be initial resistance from
r auample, rewards,
staft. But, it manager explains the purpose, provides training and motivates with additional
Dunting
the employees may accept change and cooperate with manager.
5. Brings stability and balance in the organisation
it fosters cooperation and
Effective directing helps to bring stability and balance in the organisation since activitics and the
aommitment among he people and helps to achieve balance among various groups,
departments.

Think about it
Is directing required at planning stage? Give reason to support your answer.

RECAP
Concept of Directing
Directing refers to the process of instructing, guiding, counselling, motivating and leading people in the organisation to achieve
its objectives.
Elements of Directing
1 Supervision means instructing, observing, monitoring and guiding the efforts of the subordinates for the achievement of
work targets in the desired manner.
2. Motivation means stimulating people to action to accomplish desired goals.
3. Leadership is the art or process of influencing people so that they strive wilingly and enthusiastically towards the
achievement of group goals.
4. Communication is the process of exchange of ideas and information among people to create common understanding.

Features/Characteristics of Directing
1. Directing initiates action. Directing initiates action by people in the organisation towards attainment of desired objectives.
2 Ittlkes place at every level of management. Every manager from top executive to the supervisor performs the directing function.
3. Itflows from top to bottom through the organisation hierarchy. Every manager can direct his immediate subordinates and
take instructions from his immediate boss.
4.It is a continuous process as it takes place throughout the life of the organisation irrespective of the people occupying

managerial positions.
| Importance of Directing PPCS
1. Directing helps to initiate action by people in the organizaton towards attainment ofdesired objectives.
| 2. Directine integrates employees' efforts in the organization in such a way that every individual effort contributes to the
organisational performance. Thus, it ensures that the individuals work for organisational goals.
Directing guides employees to fully realise their potential and capabilities by motivating and providing effective leadership.
4. Directingfacilitates introduction ofneeded changes in the organisation by reducing resistance to change and developing

cooperation.
5. Directing brings stability and balance in the organisarion sinceittosters cooperation and commitment among the people
and helps to achieve balance among various groups, activities and the departments.
 2 Motivation: Concept; Maslow s Hierarchy of Needs;
Financial and Non-Financial Incentives
Concept of Motivation
Motivation means incitement or inducement to act or move. In the context of an organisation, it means the
achieve certain organisational goals.
desired
process of making subordinates to act in a manner to
While discussing about motivation, we need to understand three inter related terms motive, motivationand
motivators.
1. Motive
A motive is an inner state that energises, activates or moves and directs behaviour towards goal.
Motives arise out of the needs of individuals. Realisation of a motive causes restlessness in the individual which
some action to reduce such restlessness.
prompts
For example, the need for food causes
hunger an account of which searches for food. Some such mane
a man
are hunger, thirst, security, attiliation, need for comfort, recognition etc.
2. Motivation
Motivation is the process of stimulating people to action to accomplish desired goals.
 Chapter 7: Directing 247

Motivation Process1 Motivation process is based on

man neds. Motivation depcnds upon satisfying neecds
huma

people. An unsatisfied need of individual

ofnsion an creates
which stimulates his or her drives. Thesc drives
nerate a scearch behaviour to satisfy such need. If such
Reduclio
ncd is satisficd, the individual is relieved of tension. Unsatiefied
Tenslon Drives
Satisfao of tension
heeu
Example: Golu is very hungry since he did not have
hreakfast in the morning. By 2 p.m., he became
restlessand started walking on the road in search of
horel for snacks or meals. After walking for about
1 km, he could find a hotel where roti and dal was
avzilable for R100. Since he had only 200 in his
Motivation Process
pocket, he paid 100
and had a
satisfying meal. After
aking a meal, he felt that he had regained energy.

3. Motivators
Motvator is the technique/incentive used to motivate people in an organisation to improve performance.
in
Managers use diverse motivators/incentives like pay, bonus, promotion, recognition praise, responsibiliry etc.,
che organisation to influence people to contribute their best.

Top Tip
means all measures which are used to motivate people to improve performance.
These incentives may be
Incentive
broadly classified as financial and non-financial. For example, pay and bonus are financial incentives, whereas promotion,

recognition, praise, responsibility etc. are non-financial incentives.

DEFINITIONS OF MoTIVATION
Motivation means a process of stimulating people to action to accomplish desired goals
-William G. Scout
"Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control
and explain the behaviour of human beings -Mc Farland
Motivation is a complex force starting with keeping a person at work in a n organisation. Motivation
is something which moves the person to action and continues him in the course of action already

initiated -Dubin
Motivation is a process which begins with a physiological or psychological need or deficiency which
behaviour or a drive that is aimed at a goal or incentive -Fred Luthans
triggers

Features of Motivation
. Motivation is an internal feeling
which are internal, influence human
needs of human being,
The urge, drives, desires, aspirations, striving
or

behaviour, For example, people may have the urge or desire for possessing a motorbike, comfortable house,
internal to an individual.
putation in the society. These urges are
directed behaviour.
. Motivation produces goal
For example the promotionin the job may be given to employe with the objective of improving his performance.
t the employee is interested in promotion, it helps to produce a behaviour to improve performance.
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Business Studies XI Part-A -

by Subhash De
ey
3. Motivation can be either
Positive
positive or negative.
motivation provides positive rewards like increasc in pay, promotion, recognition etc.
Negative motivation uses
negative means likke punishment, stopping increments, eatening etc.
may induce a which also
person to act in the desired way.
4. Motivation is a
Motivation is
complex process.
a
complex process as the individuals are heterogeneous in their expectations, perceptions and
reactions. Any type of motivation
may not have uniform effect on all the
membeid
Maslow's Need Hierarchy Theory of Motivation
Maslow's Need
a well-known
Hierarchy Theory is considered fundamental to understanding of motivation. Abraham Maslow
of
psychologist in a classic paper published in 1943, outlined the elements of an overall theory
motivation. His theory based
was on human needs. He felt that within every human being, there existsa
hierarchy of five needs. These are:
1. Basic Physiological Needs: These needs are most basic in the hierarchy and corresponds to
primary
needs. Hunger, thirst, shelter, sleep, etc. are some examples of these needs.
In the organisational context, basic salary helps to satisfy basic physiological needs..
2.
Safety/Security Needs: These needs provide security and protection from physical and emotional harm.
Examples: job security, stability of income, Pension plans etc.
3. Affiliation/Belonging Needs: These needs refer to affection, sense of belongingness, acceptance and friendship.
4. Esteem Needs: These include factors such as
self-respect, autonomy status, recognition and attention.
5. Self Actualisation Needs: It is the
highest level of need in the hierarchy. It refers to the drive to become
what one is capable of becoming. These needs include
growth, self-fulfilment and achievement of goals.
Individual Example
Organisational Example

Self-fulfilment Self Achievement of goals

Actualisation
Needs

Status Esteem Needs Job title

Friendship Affiliation/Belonging Needs Cordial relations

with colleagues
Stability of income Safety/Security Needs
Pension plan

Hunger Basic Physiological Needs

Basic Salary

Maslow's Need Hierarchy Theory

Assumptions of Maslow's Need Hierarchy Theory
1. People's behaviour is based on their needs. Satisfaction of such needs influences their behaviour
2. People's needs are in hierarchical order, starting from basic needs to other higher level needs
3. A satisfied need can no longer motivate a person; only next higher level need can motivate him.
4 A person moves to the next higher level of the hierarchy only when the lower need is satisfied.
Role of Maslow's Theory in Motivation of Employees
Maslow's Theory focuses on the needs as the basis for motivation. It helps managers to realise that need level of
employee should be identified to provide motivation to them.