directing & coordination

8/19/2019 Directing & Coordination

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DIRECTING & COORDINATION

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MEANING

Directing is the active element which initiates action to translate

decisions into productive activities. In the absence of direction,these decisions will remain only as good intentions on paper. While

planning and organizing are carried out mainly by the top

management, direction has to be performed by managers at all

levels, though the time and efforts spent on it will vary according to

their levels in the organization. Apparently, the first line manager

that is the supervisor, has to spend more time than the higher level

managers in directing, instructing and supervising a large numberof persons working under him. It must, however, be remembered

that though the chief executive spends less time in directing, it is

his effective directions which provide the basis for the directing

activity of all lower-level managers bringing about the following

results:

(1)A full understanding by each individual manager of the

objectives, the long and short –term plans and the master

strategy of the organization.

(2)A full understanding by the individual manager of the

organization and its elements, of his own area of authority and

responsibility.

(3)A full understanding of all policies, regulations and procedures

under which the group operates.

(4)A full understanding of the major problems which theorganization is facing and specifically, what each manager can

contribute to the solution of theses problems.

(5)Full and up-to-date information about business forecasts,

contemplated changes in facilities, policies, etc.

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ELEMENTS OF DIRECTING

(1) Assignment – giving:

Assignment – giving is probably the most critical element of

effective directing. When it is not properly used, it results in

serious loss of time and money. There is also frustration on

the part of both the assignment giver and the receiver. The

Manager must know what needs to be done and to give theassignment in such a way that the subordinate wants to do it.

(2)Good listener:

Roughly, managers spend twenty five per cent of their working

time on listening. The tests of listening comprehension show

that most managers are bad listeners. When employees

approach the manager, they wish to say many things andexpect the manager to give patient hearing. It gives employees

a sense of satisfaction.

(3)Effective Conference Leading:

A carefully planned and executed conference/ committee

meeting is an effective way of disseminating information,

gathering opinions, exchange of ideas and arriving at sound

decisions. When decisions are taken in a democratic way,

directing employees becomes a simple exercise.

(4)Effective Speaking:

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There are numerous occasions when the manager is expected

to address a group of employees. He must have be careful in

the use of the language and must ensure that the does not

hurt their sentiments.

(5)Simplification:

Directing is mostly repetitive act but complex in nature.

Managers have to transform complex directing activity into

simplified routine guidance. Managers have developed four

techniques to achieve simplification. They are (a) Standard

operating procedures (b) Developing positive attitude (c)

Explaining why and (d) Consultative Direction.

PRINCIPLES OF DIRECTION

(1)Directing Objectives: The basic purpose of directing may be summarized by the

principle that the more effective the directing process, the

greater will be the contribution of subordinates to

organizational goals. The job of making the people understand

their goals and roles and motivating them for performances is

clearly an integral part of the process.

(2)Harmony of objective:

Usually a very small number of persons in an enterprise

identify their personal objectives should not expect the goals of

the subordinates and the goals of the group to be identical.

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But in directing subordinates, they must take advantage of

individual motives to gain group goals. They must harmonize

individual and group objectives. When directing is effective,

individuals will perceive that their personal goals are inharmony with the enterprise objectives.

(3)Unity of command:

The principle of unity of command is a directing as well as

organizing principle. It reflects the desire of an individual to be

responsible to one superior; creating greater feeling of personal

responsibility for results. Directing can be most efficiently

carried on by one person who knows better than others the

character of subordinates, the motivation they respond to and

their technical proficiency. Consequently, the superior should

be in the best position to select such techniques which

maximize productivity both of individual employees and the

group.

(4)Direct supervision:It is always desirable that the superiors should maintain direct

contact with subordinates. Directing facilitates fast

communication, encourages feedback and quickens decision-

making. Directing minimizes misunderstandings and mistakes

and improves efficiency.

(5)Unity of direction:Each group of activities with the same objective must have one

head and one plan. The direction must be clear and

unambiguous and from a single chain of command.

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(6)Democratic process:

When the views of subordinates are incorporated in

managerial decision making, it improves employee morale.

Democratic process makes the direction easier since it is takenas guidance for improvements.

NEED FOR EFFECTIVE DIRECTION

(1)Unity of command:

This is most commonly used principle of management. Itimplies that the subordinates should receive orders and

instructions from one superior only. This will avoid confusion

and misunderstanding in carrying out the orders. When the

subordinates receive orders from one superior, they can

approach the same person asking for direction when the

instructions are found ambiguous or conflicting. The superior

would be in a position to set the situation is correctperspective. When orders are issued by two superiors, it

always results in disputes and poor performance on the part of

subordinates.

(2)Balancing Objectives:

Every organization outlines its common objective which all

employees have to work hard to achieve. Employees certainly

extend their cooperation provided their individual objectives

like higher pay, incentive payments, promotion etc. are well

protected e.g. if employees are told to achieve higher sales to

increase company’s profits, they may not put in their best

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efforts but if they are told to do so to earn higher commission

or promotion, they will go out of the way to achieve

organizational goals. Where organizational objectives and

individual objectives are well balanced, directing employees becomes easy and smooth.

(3)Effective Communication:

Communication is a vehicle of direction. The superiors use

various communication techniques to issue instructions,

allocate work, explain duties and ensure performance.

Communication becomes effective when it is used as a two-

way process. Such communication makes way to obtain

regular feedback from the subordinates. In turn, the

subordinates also come to know how the company reacts on

matters concerning them. In communication, comprehension

is more important than the content.

(4)Personal Contact:

Quality direction depends on face-to-face contact with the

subordinates. Personally knowing subordinates makes all the

difference in managing subordinates. Personal contact ensures

employees loyalty. It improves morale of employees and

ensures uninterrupted feedback. It is also control device.

Employees are kept under check because they know that they

are being watched and therefore perform satisfactorily.

Personal contact facilitates taking corrective action on sooner

some wrong or mistakes starts taking place.

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(5)Follow – through:

Direction is highly useful to ensure that work is carried out

the way it is expected by the superiors who extend helping

hand to the subordinates to organize themselves to performthe duties is desired manner. The superiors must maintain

close scrutiny on the progress and performance of employees.

Under the circumstances, it is easier for the superiors to

identify deficiency in work and suggest corrective measures.

Direction, based on regular reviews, makes administration

friendly and result-oriented.

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COORDINATION

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MEANING OF COORDINATION

Coordination is one important function of management. In fact,

coordination is treated as the essence of management. This is because an organization can work effectively and move in one

direction only when all resources and efforts of people are properly

coordinated.

Coordinating is a managerial function in which different activities of

the business are properly adjusted, integrated or inter-linked in

order to achieve well-defined objectives.

DEFINITION

According to Mooney and Reiley “The achievement of orderly group

effort and unity of action in pursuit of common purpose.”

Features/Characteristics of Coordination

(1) Coordination is a process and not a fixed entity.

(2) The concept of coordination applies to group efforts and

not to individual efforts.

(3) Coordination does not occur automatically. A manager

has to make special efforts to achieve coordination.

(4) The Objective of coordination is to achieve a common

purpose as decided by the top-level management.

(5) Coordination leads to unity of action for achieving

desired goals.

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NEED OFCOORDINATION

(1)Achieving promising result

The complexity of functions and activities given to differentparticipating individuals suggest the need of coordination. The

activities assigned are managers are so many that they need to

be coordinated in order to secure promising results.

(2)Avoiding rivalries

Personal rivalries and conflicts may exist within the

department or between departments. Conflict is possible

between the line and staff officers. Coordination is effective in

avoiding such personal rivalries.

(3)Minimizing Conflicts

Conflict of interest is possible at the organizational level. Such

conflict may be because people have different personal goals

and they conflict with the organizational goals. Such conflicts

can be avoided or at least minimized through the technique of

coordination.

(4)Introducing division of work and departmentation

The expansion in the size of a business enterprise suggests

the need of coordination through special efforts. Division of

work and departmentation also bring the need for effective

coordination.

(5)Avoiding confusion:

Coordination is needed in order to avoid confusion and clashes

in the activities and operations of different departments.

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(6)Integrating efforts:

Coordination is needed in order to integrate diverse efforts into

a common direction for achieving the overall objectives.

STEPS INEFFECTIVE COORDINATION

(1) Simplified Organization:

The entire organization should be arranged department wiseor function wise. The need for clear cut organization and

procedure can never be neglected. The procedures of the

entire organization should cover all activities and how a

particular individual’s work is related to that of other

individuals in the organization.

(2) Coordination through supervision:

Proper supervision of the work of sub-ordinates plays an

important part in coordinating the work of different units of

the organization. If the workload of an executive is more,

assistance should be provided to supervise the work. The

executive can use his time for bringing about coordination

within the different departments of the organization.

(3) System of communication: A well designed system of communication is absolutely

essential for making adjustments in plans and for preparing

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programmes for the future. A good system of communication

ensures effective coordination among various departments.

(4) Voluntary cooperation:

If employees have strong sense of devotion and involvement in

work, voluntary cooperation from individuals from different

departments is possible. By maintaining close contacts with

staff it is possible to achieve voluntary cooperation which

would improve coordination.

(5) Harmonized plans:

Rational planning can lead to greater coordination. The plans

prepared by different departmental heads should be checked

for consistencies. The plan should be an integrated one for the

entire organization.

“COORDINATION ASESSENCE OF MANAGEMENT”

Coordination figures prominently as the manager performs his

managerial functions. It helps to increase the effectiveness of

management. As a matter of fact, coordination is the essence of

management as it is closely related to the various functions of

managements as discussed below:

(1) Coordination through Planning:By integrating various plans through mutual discussions and

exchange of ideas, it is possible to bring about coordination at

the planning stage. If the marketing manager is to plan his

sales promotion campaign, it would be advisable that he

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discusses the plan with the Finance Manager, Production

Manager, Advertising Manager and so on. While Performing

his managerial function of planning he is trying to attain

coordination by joining the efforts of all the managers who arerelated with the work.

(2) Coordination through Organizing:

Coordination is the first function which a manager has to

consider while grouping and assigning the different activities

to subordinates and also when creating departments. The

manager has to coordinate related activities to make the

organization work successfully.

(3) Coordination through Directing:

When a manager undertakes direction simultaneously he is

also performing the function of coordination. Giving orders

and instructions to subordinates results in coordinating their

activities.

(4) Coordination through Motivating:

The manager has to deal with human factor which is

responsible for effective performance. The manager must

coordinate financial and non-financial incentives to motivate

the subordinates.

(5) Coordination through Communication: A sound means of communication and also free flow of

communication are important pre-requisites to successful

coordination. Written communication, reports, bulletins, etc.

are important devices to provide speedy information to

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subordinates who can coordinate their work. Certainly,

personal contact is the most effective means of

communication to achieve coordination.

(6) Coordination through Staffing:

The need for coordination arises because there is need to

integrate the efforts of all employees. The placement of right

number of executives in various positions is of great

importance. These executives must possess the qualities of

head and heart, who are willing to coordinate efforts of all.

(7) Coordination through Controlling:

When the manager performs the function of controlling, he

comes to know whether the current activities are in

accordance with the desired standards. If certain deviations

are noted, the manager can recommend remedial measures to

coordinate the activities.

(8) Coordination through Decision-Making:Decision-Making is choosing from among two or more

alternative courses of action. Coordination is required not

only to identify the problem but also to work out the best

solution.

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