Directing an Organisation

7/29/2019 Directing an Organisation

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DIRECTING AN ORGANISATION

BY

S.PRADEEBAN

I st MBA


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DIRECTING

Interpersonal aspect of managing which seeks to put human beings

into action

through which subordinates are led to understand & contribute

effectively and efficiently to the attainment of enterprise objectives

-Koontz & ODonnell

The heart of administration is the directing function which involves

giving orders & instructions, providing the dynamic leadership etc.

-Marshall E.Dimock


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DIRECTING

Directing as a bridge

Directing is the only practical function of management whereas planning , staffing ,

organizing & controlling are theoretical.

It is a continuous process.

Directing is a pervasive management function.

Process of influencing your subordinates & their behavior

Like a film director a manager has to arouse the talents and make them give their

best contribution towards organization's vision.

PLANNING PERFORMNACE


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ELEMENTS OF DIRECTING

DIRECTING

MOTIVATION

SUPERVISION

LEADERSHIP

COMMUNICATION


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PRINCIPLES OF DIRECTING

Principle of orientation

Principle of unity of command

Scalar chain Principle

Principle of friendly supervision

Principle of harmony of objectives

Outstanding Leadership

Free & open communication


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IMPORTANCE OF DIRECTING

Integration of individual & group objective

Facilitates coordination

Overcomes resistance to change

Stability of workforce

Best utilization of resource (Physical & Human)

Survival & Growth of the enterprise


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SUPERVISION

Overseeing of subordinates to ensure the execution of assigned jobs

ROLES OF SUPERVISOR Liaison officer

A key man in management

Human relations expert

Co operator with fellow supervisors


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FUNCTIONS OF A SUPERVISOR

Planning the work schedule

Assignment of jobs to individual

Ensuring industrial safety

Introduction to new techniques

Submitting reports to top management

Recommending promotion, transfers

Handling grievances

Enforcing disciplines

Providing motivation to workers


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MOTIVATION

The force which induce people to move or act in a way so as toensure the fulfillment of an objective for a particular human

need & time.

A planned managerial process which stimulates people to

work to the best of their capabilities for the most effective &efficient realization of the common objectives of the

enterprise.

If there are needs of an individual then motivation fails

Example: a saint in jungle who is devoted to god does not anyneeds.

Hence motivation is need based


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SIGNIFICANCE OF MOTIVATION

Higher the level of motivation leads to higher

performance.

Builds high morale & makes the workers

dedicated to the organization.

Reduced need of supervision as the worker

self starts his work.

Minimum resistance to change.


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THEORIES OF MOTIVTION

1.Maslows Need hierarchy

2. McClellands need Theory

3.Herzbergs two factor theory 4. McGregors Theory of x and Theory of y

5.Equity theory


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MASLOWS NEED HIERARCHY

Introduction: Understanding of human needs is imperative

Having understood the basic nature of human

need management has to make a search forthe unfulfilled needs of the individuals.

With that management must provide

awareness for fulfilling their unsatisfied needs


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CLASSIFICATION OF HUMAN NEEDS

Physiological needs

Security needs

1.Economic security2.Physical security

3.Social security

Social needs Egoistic needs


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SELF REALIZATION

Desire to become what one is capable of

becoming

Self realization 5th order

Egoistic needs 4th order

Social needs 3rd order

Security needs 2nd order

Basic needs 1st order


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LEADERSHIP

The art of influencing the behavior &

performance of followers towards the most

enthusiastic attainment of common objectives

Its the ability of the manager to induce sub

ordinates to work with confidence & zeal.

Every manager is a leader


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ARE YOU A LEADER ???

WHO IS A LEADER ???


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LEADER

L-Learning ,Listening , Laughing

E- EMPATHY

A-AWARENESS

D-DEDICATION , DETERMINATION , DISCIPLINE

E-EMPOWERMENT

R-RESPONSIBILITY


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out of org.& other

pressures(60-65%) Performance

inspired by

leadership(35-40%)

PERCENTAGE OF PERFORMANCE


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FEATURES OF LEADERSHIP

Achieving co operation through team work

Arousing self confidence

Encouraging initiative Best utilization of man power

Developing good human relations

Morale, resistant to change


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LEADERSHIP STYLES

AUTOCRATIC: Manager orders and the sub ordinates has to obey

DEMOCRATIC:

Invites followers to participate in decision making

LAISSEZ-FUIRE/FREE REIN When sub ordinates are educated & skilled how to do jobs independ without

consulting the leader

PATERNALISTIC Leader acts like a father and cares about the workers personally


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CommunicationThe transfer of Information, Understanding and Emotionfrom one person to another

The interdependent process of Sending, Receiving andUnderstanding and responding to messages

Is an on-going, dynamic process

Actively involves the Sender and the Receiversimultaneously

May be Verbal: Oral/written word Non-verbal: Gestures, drama, materials


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IMPORTANCE OF COMMUNICATION

It is the basis of organizations functions.

Aid in planning.

Aid to leadership

Aid to cooperation Overcoming resistance to change

Building public relations


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FORMS OF COMMUNICATION

FORMAL or VERBAL

DOWNWARD

UPWARD

SIDEWARD

INFORMAL or NON VERBAL


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FORMS OF COMMUNICATION

Non-Verbal

Relies on elements other than speech or writing

Is just as important as non-verbal communication

Body language (gestures, posture, facial expression)

Use of space

Use of objects

Dress

Graphics (charts, tables, diagrams)

Integrating forms for specific purposes (role play,simulation)


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QUERIES ???


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THANK YOU

Documents

Directing an Organisation