Directing

Definitions:

Harold and Koontz and Cyril O'Donnell

Defines direction as, “the interpersonal aspect of managing by which subordinates are led to understand and contribute effectively to the attainment of enterprise objectives”.

Earnest Dale “ Telling the people what to do and seeing that

they do it to the best of their ability. It includes making assignments. Corresponding procedures, seeing that mistakes are corrected, provide on-the–job instructions and of course, issuing orders.”

Features/Characteristics of Directing

Directing Initiates ActionContinuing FunctionDirecting takes place at every levelDirecting flows From Top to BottomPerformance OrientedHuman Element

Importance of Directing: Direction initiates actions Direction integrates employees efforts Direction attempts to get maximum out

of individuals Direction facilitates changes in the

organization Direction provides stability and balance

in the organization

Principles Principle of Maximum Individual

Contribution Principle of Harmony of Objectives Principle of Unity of Command Principle of Appropriateness of Direction

Technique Principle of Managerial Communication Principle of Use of Informal Organisation Principle of Leadership Principle of Follow Through

Elements of Directing

Supervision Communication Leadership Motivation

Coordinaton

What is coordinaton?

Coordination is the act of organizing, making different people or things work together for a goal or effect to fulfill desired goals in an organization. Coordination is a managerial function in which different activities of the business are properly adjusted and interlinked.

What are the features of coordination in management?

1. Coordination Integrates Group efforts

The need for orderliness, integration arises only when a lot of individuals are working .Different individuals come from different backgrounds, have different styles of working so there is need to unify their efforts in common direction.

2. Continuous process:

Coordination is a non-ending function. It is a continuous function although its degree may vary. The managers work continuously to achieve coordination and maintain coordination because without coordination companies cannot function efficiently.

3. Coordination is a pervasive function:

Coordination is a universal function; it is required at all the levels, in all the departments and to perform all the functions due to interdependence of various activities on each other. For example if low quality inputs are purchased by purchase department, it will result in production of low quality product which further result in low sale, low revenue and so on.

4.Coordination is the responsibility of all managers:

Coordination is not the task of only top level managers but managers working at different levels try to coordinate the activities of organisation. The top level try to coordinate the overall plans and policies of organisation, middle level try to coordinate departmental activities and lower level coordinate the activities of workers.

5. Ensure Unity of efforts:

Coordination always emphasises on unifying the efforts of different individuals because conflicting efforts may cause damage to organisation. The main aim of every manager is to coordinate the activities and functions of all individuals to common goal

Coordination is done through the following ways:

Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget.

Co-ordination through Organizing - Mooney considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind.

Co-ordination through Staffing - A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job.

Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates.

Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals

Benefits of good coordinaton

1. Higher Efficiency and Economy:

Coordination helps to improve the efficiency of operations by avoiding overlapping efforts and duplication of work. Integration and balancing of individual efforts provide a smooth and harmonious team work. Coordination is a creative force which makes possible a total result which is greater than the sum of individual achievements. This is the synergetic effect coordination. Coordination enables an organisation to rake optimum use of its resources.

2. Good Human Relations:

Besides promoting the efficiency of operations, coordination improves the morale and job satisfaction of employees. Composite and orderly effort established through team spirit and executive leadership enables employees to derive a sense of security and personal contentment from their job. A well-coordinated organisa tion can attract, retain and utilize better personnel. Coordination improves human relations by reconciling individual and organizational objectives.

CONTROLLING

WHAT IS CONTROLLING?

• maintain influence over (others or oneself) skillfully, usually to one's advantage.

• It is a process of monitoring performance and taking action to ensure desired results.

• It sees to it that the right things happen, in the right ways, and at the right time.

DEFINITION

“Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.”

Henry fayal

PROCESS

Setting performance standards.

Measurement of actual

performance

Comparing actual

performance with standards.

Analysis deviations

Taking corrective measures

KINDS OF CONTROL

• Feed back- when output of a system are fed back as inputs as part of a chain of cause and effect tha forms a circuit of loop.

• Feedback control is a control mechanism that uses information from measurements to manipulate a variable to achieve the desired result.

FEED FORWARD CONTROL• The basic concept of feedforward control is

to measure important disturbance variables and take corrective action before they upset the process.

• Also called anticipative control, is a control mechanism that predicts the effects of measured disturbances and takes corrective action to achieve the desired result. The focus of this article is to explain application, advantages, and disadvantages of feedback control.

LEADERSHIP

WHAT IS LEADERSHIP?

“A process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task "

“Leaders are people who do the right thing; managers are people who do things right. “ – Professor Warren G. Bennis

“Leadership is the art of getting someone else to do something you want done because he wants to do it. “ – Dwight D. Eisenhower

DIFFERENCE BETWEEN MANAGERS & LEADERS

MANAGERS LEADERSAdminister Innovate

Maintain Develop

Control Inspire

Short term view Long term view

Ask how & when Ask what & why

Initiate Originate

Accept the status quo Challenge the status quo

Do things right Do right things.

FORMAL & INFORMAL LEADERSHIP

Formal leadership Occurs when a manager leads by exercising formal authority. The exercise of formal authority through assigning duties

derives,from the managers official position within the organisation’s hierarchy of authority.

Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership

Informal leadership Arises when a person without formal authority is influential in

directing the behavious of others. Although not formally appointed or elected he becomes a leader through his actions or personal attractions.

LEADERSHIP STYLES

Authoritarian (Autocratic)

Democratic (Participative)

Laissez-faireTransformational

A leadership style is a leader's style of providing direction, implementing plans, and motivating people.

AUTOCRATIC OR AUTHORITARIAN STYLE

Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.

They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager.

It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.

High degree of dependency on the leader

May be valuable in some types of business where decisions need to be made quickly and decisively

PARTICIPATIVE OR DEMOCRATIC STYLE The democratic leadership style favours decision-

making by the group . They can win the cooperation of their group and can

motivate them effectively and positively. The decisions of the democratic leader are not

unilateral as with the autocrat because they arise from consultation with the group members and participation by them.

Consultative: process of consultation before decisions are taken

Persuasive: Leader takes decision and seeks to persuade others that the decision is correct.

DEMOCRATIC STYLE IS AGAIN SUB DIVIDED AS

LAISSEZ –FAIRE OR FREE REIN STYLE

A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods.

1. Can be very useful in businesses where creative ideas are important

2. Can be highly motivational, as people have control over their working life

3. Can make coordination and decision making time-consuming and lacking in overall direction

4. Relies on good team work.

5. Relies on good interpersonal relations.

Transformational Style Best style to use in business situation.

• Elements of a transformational leader

Creates an inspiring vision of the future.

Motivates and inspires people to engage with that vision. EXPECTANCY THEORY 1. The expectation that hard work leads to good results. 2.The expectation that good results lead to attractive rewards or incentives.

Manages delivery of the vision.

Coaches and builds a team, so that it is more effective at achieving the vision.

Communication in Management

The Communication Process

Types of Communication

Verbal Communication

Written Communication

Non Verbal Communication

Oral CommunicationOral communication tends to be more

complete and thorough.

It is the major tool in sales presentations, interviews employee evaluation etc..

It seems to be more credible than written messages.

Important abilities for oral communication1. Active Listening: a) Make eye contact b)Avoid being emotional or attacking others c)Ask clarifying questions d)Avoid making distracting gestures

Constructive feedback a)Keep feedback impersonal and goal oriented b)Offer feedback as soon as after the act c)Direct negative feedback toward behavior that the recipient

can control

Written CommunicationIt provides a record for referral and follow-up.An inexpensive means of providing messages to large number

of people.

Effective Written Communication• For a better written communication follow

the P.O.W.E.R Plan: Plan ,Organize ,Write, Edit and Revise.

• Draft message with readers in mind

• Use simple words and short , clear sentences and paragraphs

Backup opinions with plans

Non Verbal CommunicationIt's important to recognize that it's our nonverbal

communication—our facial expressions, gestures, eye contact, posture, and tone of voice—that speak the loudest.

Managers use nonverbal communication to effectively lead other employees and team members

 Team members in the use nonverbal cues to communicate information to individuals outside the business, whether they are clients, competitors or colleagues.

Crossed legs or folded arms during a business meeting may signify relaxation or resistance to the ideas being presented.

Eye contact with a speaker during a business meeting communicates interest, and a manager in a company may maintain eye contact longer than a subordinate employee does.

Nonverbal communication can affirm or belie the words actually being spoken. Communication can be hindered when nonverbal cues seem to contradict what’s being said. When verbal and nonverbal communication messages act in concert, information is communicated more effectively.