CHAPTER 4: DIRECTING

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LEARNING OBJECTIVE1. The concept and importance of directing2. Definition of leadership3. Leadership approaches (Traits,

Behavioral & Contingency Approach)4. Definition of motivation5. Motivation theories (Maslow Hierarchy

of Needs, Hertzberg Two Factor, The X and Y Theory)

LEARNING OBJECTIVE6. Definition of communication7. Methods in communication8. Forms of communication9. Communication process10.Problems in communication11.Importance of coordination and

integration I management

WHAT IS DIRECTING?

Instructing

Guiding

CounselingMotivating

Leading

DEFINITION

"Activating deals with the steps a manager takes to get sub-ordinates and others to carry out plans" - Newman and Warren.

Directing is a continuous process initiated at top level and flows to the bottom through organizational hierarchy

Importance of Directing

Initiates actions

Increase productivity

Supervision, Motivation, Leadership and Communication effective

Achieve organizational goals

Coping up with the changes

Stability and balance

WHEN DIRECTING HAPPEN?

Making assignments

Assisting workers to carry out

assignments

Interpreting organizationa

l policies

Informing workers how well they are

ELEMENTS OF DIRECTION

Supervision Leadership Motivation Communication

LEADERSHIP

Leadership "Leadership is essentially a

continuous process of influencing behavior. A leader breathes life into the group and motivates it towards goals. The lukewarm desires for achievement are transformed into burning passion for accomplishment" - George R. Terry.

EXERTS INFLUENCE

INSPIRES

MOTIVATES

DIRECTS

GOALS

THE KEY TO LEADERSHIP

POWER

LEGITIMATE

REWARD

COERCIVEEXPERT

REFERENT

Leadership Approach

TRAITS

• LEADERSHIP STYLE• MANAGERIAL GRID THEORY• LIKERT MANAGENT SYSTEM

BEHAVIORAL

• FIEDLER CONTIGENCY MODEL• HERSEY & BLANCHARD

SITUATIONAL LEADERSHIP THEORY

• HOUSE PATH GOAL THEORY

CONTINGENCY /

SITUATIONAL

Traits Approach Early studies (1930’s) focus on personal

characteristic that differentiates effective leaders from ineffective leaders

Leaders????? Individuals who can influence others

Effective leaders normally posses several traits (skills, abilities, knowledge, expertise)

Traits of Effective Leaders

TRAITS AND PERSONAL CHARACTERISTICS

MOTIVATION DOMINANCE

DESIRE TO LEAD SELF-CONFIDENCE

INTEGRITY & HONESTY HIGH ENERGY

KNOWLEDGE & EXPERTISE

TOLERENCE FOR STRESS

INTELLIGENCE MATURITY

Behavioral Approach

This approach emphasized on leadership function and leadership style

LEADERSHIP STYLE

MANAGERIAL GRID

THEORY

LIKERT MANAGEMEN

T SYSTEM

Leadership Style

•Authoritarian Leadership Style•Democratic Leadership Style•Laissez-Faire Leadership Style

The way leaders

influence their

employees

Authoritarian Leadership Style

Known as dictatorship Leaders make decision and acts on the

decision individually Use reward and punishment system One way communication Obedience and loyalty to leaders are

required Fast decision but unsatisfied employees

Democratic Leadership Style Also known as participative style Top and lower management

level will make decision together Employees are encouraged to

participate in decision making Advantage – increase teamwork Disadvantage – slows down

decision making, reduces accountabilities

Laissez-Faire Leadership Style Known as free form leadership style Gives freedom & autonomy Leader has less control and influence Employees can use their expertise and

knowledge to make decision Increase career development Disadvantage – creates

misunderstanding and lack of unity

MANAGERIAL GRID THEORY Study made by Robert Blake and Jane

Mouton, to explain leadership style based on

a) Concern for people b) Concern for production

LIKERT MANAGEMENT SYSTEM Introduced by Rensis Likert (1961) Combined the basic management styles

(job oriented + employee oriented)

Contingency Approach There are 2 aspects influence effective

leadership:a) Situationb) Traits of the leader

Two modelsa) Fiedler Contingency Modelb) Hersey & Blanchard Situational Leadership Theoryc) House Path Goal Theory

Fiedler’s Contingency Model The Fiedler Contingency Model was created

in the mid-1960s by Fred Fiedler, a scientist who helped advance the study of personality and characteristics of leaders.

The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").

Identifying leadership style is the first step in using the model.

Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale (see Figure 1).

The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training.

You then rate each factor based on this person and add up your scores. If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.

LEAST-PREFERED CO-WORKER SCALE

Unfriendly 1   2   3   4   5   6   7   8

Friendly

Unpleasant 1   2   3   4   5   6   7   8

Pleasant

Rejecting 1   2   3   4   5   6   7   8

Accepting

Tense 1   2   3   4   5   6   7   8

Relaxed

Cold 1   2   3   4   5   6   7   8

Warm

Boring 1   2   3   4   5   6   7   8

Interesting

Backbiting 1   2   3   4   5   6   7   8

Loyal

Uncooperative 1   2   3   4   5   6   7   8

Cooperative

Hostile 1   2   3   4   5   6   7   8

Supportive

Guarded 1   2   3   4   5   6   7   8

Open

Insincere 1   2   3   4   5   6   7   8

Sincere

Unkind 1   2   3   4   5   6   7   8

Kind

Inconsiderate 1   2   3   4   5   6   7   8

Considerate

Untrustworthy 1   2   3   4   5   6   7   8

Trustworthy

Gloomy 1   2   3   4   5   6   7   8

Cheerful

Quarrelsome 1   2   3   4   5   6   7   8

Harmonious

Hersey & Blanchard’s Situational Leadership Theory

House’s Path-Goal Theory

Motivation

Definition of Motivation "Motivation is the complex force

starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiates." - Dubin.

WHAT MAKES PEOPLE MOTIVATED?

INTRINSIC REWARD is the good feeling you have when you have done a good job

EXTRINSIC REWARD is something given to you by someone else as recognition for good work and include pay increases, praise, and promotions

WHY MOTIVATION Increase quality & productivity Highly motivated employee Better quality of work

BENEFITS OF MOTIVATION Puts human resources into action Improves level of efficiency of

employees Leads to achievement of organizational

goals Builds friendly relationship Leads to stability of work force

Motivation Theories

Maslow’s Hierarchy Of Needs Theory

Hertzberg’s Two Factor Theory

Theory x theory x ('authoritarian management'

style) The average person dislikes work and will

avoid it he/she can. Therefore most people must be forced with

the threat of punishment to work towards organizational objectives.

The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

CHARACTERSTICS OF THEORY X MANAGER results-driven and deadline-driven, to

the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow

instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or

morale proud, sometimes to the point of self-

destruction one-way communicator poor listener

fundamentally insecure and possibly neurotic

anti-social vengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay

and remunerations levels seeks culprits for failures or shortfalls seeks to apportion blame instead of

focusing on learning from the experience and preventing recurrence

does not invite or welcome suggestions takes criticism badly and likely to retaliate

if from below or peer group poor at proper delegating - but believes

they delegate well thinks giving orders is delegating holds on to responsibility but shifts

accountability to subordinates relatively unconcerned with investing in

anything to gain future improvements unhappy

Theory Y theory y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in

the pursuit of organizational objectives, without external control or the threat of punishment.

Commitment to objectives is a function of rewards associated with their achievement.

People usually accept and often seek responsibility.

The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population.

In industry the intellectual potential of the average person is only partly utilised.

Communication

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Definition of Communication "Communication is the transfer of

information from one person to another person. It is a way of reaching others by transmitting ideas, facts, thoughts, feeling sand values." - Newstrom and Davis.

Methods in Communication Verbal

Methods in Communication Non Verbal

Forms of Communication Top to bottom (Downward) Bottom to top (Upward) Horizontal communication Cross communication

Bottom to top Bottom to top(Upward) Definition: Transmission of messages from lower

to higher levels of the organization (such as communication initiated by subordinates with their superiors).

Types of messages: performance on the job, job related problems, fellow employees and their problems, subordinates perceptions of org policies and practices, tasks and procedures.

Top to bottom Top to bottom (Downward) Definition:

Communication that flows from upper to lower (such as manager to employer or superior to subordinate).

Types of messages: job instructions, job rationales, procedures and practices information, feedback, and indoctrination. (Katz & Kahn, 1978)

Horizontal Communication Definition: Flow of messages across functional

areas at a given level of an organization (this permits people at the same level to communicate directly).

Type of messages: facilitates problem solving, info sharing across different work groups, task coordination between departments and project teams

Communication Process

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on - YouTube.flv

Communication noise Environmental Noise: Noise that

physically disrupts communication, such as standing next to loud speakers at a party, or the noise from a construction site next to a classroom making it difficult to hear the professor.

Physiological-Impairment Noise: Physical maladies that prevent effective communication, such as actual deafness or blindness preventing messages from being received as they were intended.

Semantic Noise: Different interpretations of the meanings of certain words. For example, the word "weed" can be interpreted as an undesirable plant in your yard, or as a euphemism for marijuana.

Syntactical Noise: Mistakes in grammar can disrupt communication, such as abrupt changes in verb tense during a sentence.

Organizational Noise: Poorly structured communication can prevent the receiver from accurate interpretation. For example, unclear and badly stated directions can make the receiver even more lost.

Communication noise Cultural Noise: Stereotypical assumptions

can cause misunderstandings, such as unintentionally offending a non-Christian person by wishing them a "Merry Christmas".

Psychological Noise: Certain attitudes can also make communication difficult. For instance, great anger or sadness may cause someone to lose focus on the present moment. Disorders such as Autism may also severely hamper effective communication

BARRIERS IN COMMUNICATION

•Individual emotion & perception•Unsuitable channel•Inconsistency of verbal & non verbal

INTERNAL FACTORS

•Different power & status•different goals•Lack of formal channel•Psyhcological and economic

ENVIRONMENT

Overcome Problems In Communication

EFFECTIVE COMMUNICATIONClear words /

languages

Attractive delivery styles

Sincerity

Concentration

Feedback

Patience & empathy

Exercise:

What do you think are the major barriers to upward communication in an organization? Discuss.