directing - a function of management
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DIRECTING A function of management
Sugandha Vidge 80Shweta Gupta 82Varun Bhatnagar 83Nupur Vashisth 84Swati Panchal 85Namish Mishra 86
Refers to the process of motivation, communication and leadership
It deals with the relationship of managers and non managers
Managers as leaders should understand the motives of people, and they should maintain or improve the interpersonal relationship in an organization so that people can be satisfied from contributing to the achievement and development of objectives of the enterprise
MEANING
ELEMENTS OF DIRECTING
MOTIVATIONLEADERSHIPCOMMUNICATION
MOTIVATION
Motivation is a process that explains how the needs, drives, urges influence and control the behavior of mankind.
MAJOR THEORIES OF MOTIVATIONI. Need theories:
- Maslow’s Hierarchy of Needs
- Herzberg’s Two Factor Theory
- McGregor’s theory of X and Y
II. Process theories:
- Expectancy Theory
- Goal Setting Theory
- Adam Equity Theory
III. Reinforcement theory
MASLOW’S NEED HIERARCHY THEORY
Self actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs
TWO FACTOR THEORY
HYGEINE FACTORS
if absent- leads to dissatisfactionIf present- does not act as motivators•Status•Job security•Salary•Work conditions•Incentives
MOTIVATORSIf absent- doesn’t lead to dissatisfactionIf present- act as motivators•Challenging work•Recognition•Learning and development•Opportunities•Creativity
THEORY X AND Y
THEORY X• people who do not take responsibilities and seek direction.•Dislike work and attempt to avoid it wherever possible•Less ambitious and not trustworthy•Want to be controlled always•Lower order needs to be satisfied.
THEORY Y• keen to take responsibilities and self directed.•View work as being natural as rest or play.•More ambitious and trustworthy.•Self controlled.•Higher order needs to be satisfied.
VROOM’S EXPECTANCY THEORY
Motivation depends on how much we want something and how likely we are to get it
Elements◦Valence (V)◦Expectancy(E)◦Instrumentality(I)
GOAL SETTING THEORY
This theory states that goal setting is essentially linked to task performance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance
Goal Achievement Depends on:Acceptance
Extent to which persons accept a goal as their own.
CommitmentExtent to which an individual is personally
interested in reaching a goal.
ADAM EQUITY THEORY
• Social comparison takes placeEmployees mentally construct outcome-to-
input ratios for themselves and their referent other and “socially compare”
If equity exists, you experience no tension and persist at your current level of effort
When Outcome Self / Input Self is not equal to Outcome Reference person/ Input Reference
person ,the tension is created and employees
are “motivated” to restore equity.
REINFORCEMENT THEORY
It states that individual’s behaviour is a function of its consequences.
Positive reinforcementNegative reinforcementExtinction
LEADERSHIP
Leadership is the process of influencing the behavior , attitudes, activities and efforts of an individual or a group for achieving common goal.
THEORIES OF LEADERSHIP
Traits Theory Behavioural Theory
TRAITS THEORY
DriveDesire to lead peopleHonesty and Integrity Self ConfidenceIntelligentKnowledge Extroversion
BEHAVIOURAL THEORY
MotivationPositiveNegative
SupervisionPeople OrientedTask Oriented
Motivation
Positive motivation
Negative motivation
Managerial gridsImpoverished Management (1, 1)Task management (9, 1)Middle-of-the-Road (5, 5)Country Club (1, 9)Team Management (9, 9)
LEADERSHIP STYLES
On the basis of behavioural approach
i. Power orientation
ii. Leadership as a continuum
iii. Employee-production orientation
o On the basis of situational approach
i. Fiedler’s contingency model
ii. Hursey and Blanchard’s situational model
Power Orientation
Authority
Autocratic
Participative
Free rein
Leadership as ContinuumAUTOCRATIC Free-
reinUse of authority by manager
Area of freedom for subordinates
Manager makes Manager seeks Manager presents Manager present Manager define manager Decision and decision Ideas and invites problems, get limits, asks permitsannounces suggestions suggestion & group to subordinate make decision make to function within limit
Situational approach
Hersey Blanchard’s
Also known as life cycle theory of leadership ; there are two basic consideration in this model :-i. Leadership Stylesii. Maturity of Subordinates
Leadership Styles
Based on the combination two consideration:-
i. Relationship behaviour
ii. Task behaviour HIGH
Relationship
behaviour
Low
Task behaviour
Low High
High relationship and High relationship and low task high task Low relation ship and Low relationship and low task high task
Maturity of subordinates
Based on the context of :-
i. Ability
ii. Willingness
We get four combination :-
iii. Low ability and low willingness
iv. Low ability and willingness
v. High ability and low willingness
vi. High ability and high willingness
Combining leadership style and maturity
High participating selling
Relationship
behaviour
delegating telling
Low Low Task behaviour High
High Maturity of followers Low
COMMUNICATIONA process of transmitting ideas, information, attitudes (images which we have formulated for ourselves) by the use of symbols, words, pictures, figures from the source (who is the originator of the message) to a receiver, for the purpose of influencing with intent”. So communication is considered as a process through which senders and receivers of messages interact in a given social context.
FORMS
Verbal
oral communication written communication• Non-verbal gestural communication
IMPORTANCE Communication helps employees to understand their role clearly and perform effectively. It helps in achieving co-ordination and mutual understanding which in turn, leads to industrial harmony and increased productivity. Communication improves managerial efficiency and ensures cooperation of the staff. Effective communication helps in moulding attitudes and building up employees’ morale. Communication is the means through which delegation and decentralisation of authorityis successfully accomplished in an organisation.
A MODEL OF COMMUNICATION PROCESS
COMMUNICATION NETWORKS
• Ve r t i ca l Commun ica t i on La te ra l Commun ica t i on
CEO
GM
SUPERVISORS
WORK GROUP
CEO
GM
SUPERVISORS
WORK GROU
P 1
SR. MANAGER
SUPERVISORES
WORK GROU
P 2
BARRIERS TO COMMUNICATIONInformation Overload
Selective Perception
Filtering
Gender Styles
Emotions
Language
How to Overcome these Barriers Avoid Information Overload
Eliminating differences in perception
Simple Organizational Structure
Active Listening
Emotional State
Use of Simple Language
COMMUNICATION AND TECHNOLOGY
This section is about all the manners associated with communication – both new and old. Even as we write this, a new device hits the market and everything changes – but, really, not everything changes. Communication itself has not changed; it is the means we actually use to communicate that changes almost daily.
Some of the major technology
enabled means of communications are-
-Facsimile
-Tele-Communication
-E-mail-Video Conferencing
However, maintaining the standards of communication that have served and will continue to serve us well into the future is what’s important.
Thank you