DIRECTING AND DIRECTING AND

COORDINATINGCOORDINATINGCOORDINATINGCOORDINATING

11

DIRECTING AND COORDINATING

INTRODUCTION

Once planning has been accomplished,

then directing and coordinating the various

components of the project - and the people

involved - can take up a portion of the

planner’s time.planner’s time.

In all of this, communication plays an

integral role. This is why appreciation of the

communication process can only add to a

deeper understanding of it’s role in

directing and coordinating food and

nutrition programs.22

Directing is the heart of management Directing is the heart of management

functions. functions.

All other functions of management such All other functions of management such

as planning, organizing, and staffing have as planning, organizing, and staffing have as planning, organizing, and staffing have as planning, organizing, and staffing have

no importance without directing. leadership, no importance without directing. leadership,

motivation, supervision, communication are motivation, supervision, communication are

various aspects of directing.various aspects of directing.

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DEFINITION OF DIRECTINGDEFINITION OF DIRECTING

Directing refers to a process or technique Directing refers to a process or technique

of instructing, guiding, inspiring, counseling, of instructing, guiding, inspiring, counseling,

overseeing and leading people towards the overseeing and leading people towards the overseeing and leading people towards the overseeing and leading people towards the

accomplishment of organizational goals. It is accomplishment of organizational goals. It is

a continuous managerial process that goes a continuous managerial process that goes

on throughout the life of organization.on throughout the life of organization.

44

According to Koontz and O’Donnell

“Directing is a complex function that

includes all those activities which are

designed to encourage subordinate to work designed to encourage subordinate to work

efficiently and effectively in both the short

and long run”

55

IMPORTANCE OF DIRECTINGIMPORTANCE OF DIRECTING

1. Initiates Action1. Initiates Action

2. Integrate efforts2. Integrate efforts

3. Provides Stability3. Provides Stability3. Provides Stability3. Provides Stability

4. Motivates Employees4. Motivates Employees

5. Coping up with the change 5. Coping up with the change

6. Effective utilization of the Resources6. Effective utilization of the Resources

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PRINCIPLES OF DIRECTING

1. MAXIMUM INDIVIDUAL CONTRIBUTION

One of the main principles of directing is

the contribution of individuals.the contribution of individuals.

Management should adopt such directing

policies that motivate the employees to

contribute their maximum potential for the

attainment of organizational goals.

77

22. HARMONY OF OBJECTIVES

Sometimes there is a conflict between

the organizational objectives and individual

objectives. For example the organization

wants profits to increase and to return its wants profits to increase and to return its

major share whereas; the employees may

perceive that they should get a major share

as bonus as they have worked really have

for it.

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33. UNITY OF COMMAND

This principle state that a subordinate

should receive instructions from only one

superior at a time. If he receives

instructions from more than one superior at

the same time, it will create confusion,

conflict, and disorder in the organization

and also he will not be able to prioritize his

work.

99

44. APPROPRIATE DIRECTION TECHNIQUE

Among the principles of directing,

this one state that appropriate directing

techniques should be used to supervise,

lead, communicate and motivate employees lead, communicate and motivate employees

based on their needs capabilities, attitudes

and other situational variables.

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6. 6. USE OF INFORMAL ORGANIZATIONUSE OF INFORMAL ORGANIZATION

Within every formal organization, there Within every formal organization, there

exists an informal group or organization. exists an informal group or organization.

The manager should identify those groups The manager should identify those groups The manager should identify those groups The manager should identify those groups

and use them to communicate information.and use them to communicate information.

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77. LEADERSHIPLEADERSHIP

Managers should possess a good Managers should possess a good

leadership quality to influence the leadership quality to influence the

subordinates and make them work according subordinates and make them work according subordinates and make them work according subordinates and make them work according

to their wish. It is one of the important to their wish. It is one of the important

principles of directing.principles of directing.

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8. 8. FOLLOW THROUGHFOLLOW THROUGH

As per this principle, managers are As per this principle, managers are

required to monitor the extent to which the required to monitor the extent to which the

policies, procedures and instructions are policies, procedures and instructions are policies, procedures and instructions are policies, procedures and instructions are

followed by subordinates. If there is any followed by subordinates. If there is any

problem in implementation, then the suitable problem in implementation, then the suitable

modification can be make.modification can be make.

1313

DIRECTING FNP PROGRAMSDIRECTING FNP PROGRAMS

Many a first time FNP manager eventually Many a first time FNP manager eventually

discovers that he or she is expected to play the discovers that he or she is expected to play the

dual role of directordual role of director--coordinator. For many, it coordinator. For many, it

sometimes becomes difficult to distinguish sometimes becomes difficult to distinguish

between the two. Manager plays dual role of between the two. Manager plays dual role of

director and coordinator.director and coordinator.director and coordinator.director and coordinator.

Canave Canave -- Anung (1996)Anung (1996) argues for a human argues for a human

model of management where the “purpose of model of management where the “purpose of

management is to enable people to become selfmanagement is to enable people to become self--

reliant, creative, and self must be replaced by reliant, creative, and self must be replaced by

the term ‘coordinationthe term ‘coordination’ ”.’ ”.1414

DIRECTINGDIRECTING

REINECKEREINECKE ANDAND SCHOLLESCHOLLE ((19801980))

Directing is “encouraging subordinates to work Directing is “encouraging subordinates to work

towards achieving company ( in our case FNP towards achieving company ( in our case FNP

programs ) objectives.” They also explain that programs ) objectives.” They also explain that programs ) objectives.” They also explain that programs ) objectives.” They also explain that

directing is the human persondirecting is the human person-- toto-- person aspect of person aspect of

management through which subordinates are management through which subordinates are

motivated, persuaded and led to effectively and motivated, persuaded and led to effectively and

efficiently contribute towards realizing the very efficiently contribute towards realizing the very

reason for which the enterprise or company(or reason for which the enterprise or company(or FNP FNP

program ) has been established.program ) has been established.1515

BALTAZAR ET AL (1988) BALTAZAR ET AL (1988) equates directing equates directing

with influencing, actuating, guiding, leading with influencing, actuating, guiding, leading

or motivating. Executives, managers, or motivating. Executives, managers,

administrators, coordinators, supervisors, administrators, coordinators, supervisors,

foremen.foremen.

THEORY XTHEORY XTHEORY XTHEORY X

••DOUGLAS MCGREGOR’S DOUGLAS MCGREGOR’S (1957 ) (1957 )

Management TheoriesManagement Theories : :

Theory X and Theory Y.Theory X and Theory Y.

•• We will use these two theories to We will use these two theories to

differentiate between directing and differentiate between directing and

coordinating on FNP programs.coordinating on FNP programs.1616

Management organizes the elements Management organizes the elements

of production towards a particular end.of production towards a particular end.

•• People need to be directed, motivated People need to be directed, motivated

and controlled.and controlled.

•• People need to change their People need to change their behaviourbehaviour

to meet the needs of the organization.to meet the needs of the organization.

•• People must be persuaded, rewarded, People must be persuaded, rewarded,

punished, controlled and supervised punished, controlled and supervised

very closely.very closely.

1717

MacGregor observed the following about human MacGregor observed the following about human

nature and THEORY X (nature and THEORY X (CANAVE CANAVE -- ANUNG ANUNG

(1996)(1996) ::

•• The average person is by nature lazy. The average person is by nature lazy.

She/he will work as little as possible She/he will work as little as possible

if given the chance. if given the chance.

•• The average person lacks ambition, The average person lacks ambition, •• The average person lacks ambition, The average person lacks ambition,

dislikes responsibilities and prefers to dislikes responsibilities and prefers to

be led.be led.

•• The average person is inherently selfThe average person is inherently self--

centered, indifferent to organizational centered, indifferent to organizational

needs and goalsneeds and goals. .

•

1818

• The average person is by nature The average person is by nature

resistant to change. resistant to change.

•• The average person is not very bright and The average person is not very bright and

can easily be led by a dictator.can easily be led by a dictator.

•• THEORY Y THEORY Y •• THEORY Y THEORY Y

•• DecisionDecision--making should be shared making should be shared

by those who have the knowledge, by those who have the knowledge,

skill and ability to help in the process. skill and ability to help in the process.

Thus management be organized to Thus management be organized to

allow this system.allow this system.

•

1919

• By nature, people are not passive By nature, people are not passive

or resistant to change. The have or resistant to change. The have

only become so because of previous only become so because of previous

experience in educational institutions experience in educational institutions

and other organizations.and other organizations.

•• Motivation, ability, capacity for taking Motivation, ability, capacity for taking

responsibility, readiness to meet the responsibility, readiness to meet the responsibility, readiness to meet the responsibility, readiness to meet the

needs of an organization are inherent needs of an organization are inherent

in the people.in the people.

•• Managers arrange methods and Managers arrange methods and

conditions in an organization so that conditions in an organization so that

the best goals are achieved. the best goals are achieved.

Managers are coordinatorsManagers are coordinators. . 2020

•• Workers goals are similar to and Workers goals are similar to and

linked with the goals of the linked with the goals of the

organizationorganization

THEORY ZTHEORY Z

•• William G. William G. Ouchi’sOuchi’s Book Theory Z Book Theory Z

(1982):(1982):

OuichiOuichi published the results of his published the results of his OuichiOuichi published the results of his published the results of his

extensive study of major Japanese extensive study of major Japanese

and American corporations.and American corporations.

His goal: to determine what made His goal: to determine what made

Japanese productivity the highest in Japanese productivity the highest in

the world. the world.

•

2121

••Theory Z is a management approach Theory Z is a management approach

“where the key to increased productivity “where the key to increased productivity

is participation, interdependence and is participation, interdependence and

involvement of all members of the involvement of all members of the

organization.organization.

ASPECTS OF DIRECTINGASPECTS OF DIRECTING

Baltazar et al (1986 ) Baltazar et al (1986 ) cite three aspects of cite three aspects of

directing:directing:

•• MotivatingMotivating

•• LeadingLeading

•• CommunicatingCommunicating..2222

MOTIVATION

• As director of an FNP program, One of your

tasks is motivating your staff and other

stakeholders of the program.

• Motivation is an important task for we know

that motivated people produce work that that motivated people produce work that

exceeds normal expectations.

• Motivated people are tireless and always

looking for ways to reach goals they set for

themselves

2323

LEADERSHIPLEADERSHIP

•• A leader does the right thingA leader does the right thing

•• A manager does the things rightA manager does the things right

•• A leader is measured by how much A leader is measured by how much

influence he/she has in motivating influence he/she has in motivating

people towards an objective.people towards an objective.people towards an objective.people towards an objective.

•• A manager is measured by how A manager is measured by how

much he/she has attained an much he/she has attained an

objective using both human and objective using both human and

nonnon--human resources at his/her human resources at his/her

fingertips.fingertips.2424

Baltazar et al explain that a leader is a

good leader because he/she can direct

people towards an objective. But he

can be the inefficient manager because

he/she is insufficient in using resources.he/she is insufficient in using resources.

They further explain that leadership

refers to those “who provide direction

and guidance”

2525

What makes a leader ?

Stogdill (1948 in Baltazar et al listed the

following traits of a leader.

• Intelligence and scholarship

• Personality

• Social status and experiences

• Task( or work ) orientation.

2626

DEFINITION OF CORDINATION

Integration of activities, responsibilities and

command and control structures to ensure that

the resources of an organization are used most

efficiently in pursuit of the specified objectives. efficiently in pursuit of the specified objectives.

Along with organizing, monitoring, controlling,

coordinating is one of the key functions of

management.

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COORDINATION IS NESSASERY BECAUSE;

1. Coordination is Essence of Management

Coordination affects all the function of

management, planning, organizing, staffing etc.management, planning, organizing, staffing etc.

2. Coordination is a Function of Management

3. Coordination is a Principle of Management

2828

IMPORTANCE OF COORDINATION

1. Encourage Team Spirit

2. Gives Proper Direction

3. Facilitates Motivation

4. Makes Optimum Utilization of Resources4. Makes Optimum Utilization of Resources

5. Help to Achieve Objectives Quickly

6. Improve Relation of the Organization

7. Leaders to Higher Efficiency

8. Improve Goodwill of the Organization

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COORDINATING PROGRAMS

A director, like a conductor, gives cues to

the different musicians, keeps control of the

pace of the symphony, and rules with an

iron hand to maintain discipline in the

group.

A coordinator, on the other hand, would

be there supporting, building and

challenging the musicians to do their best

and ensuring that the proper environment

for practices and performances is always

available.3030

He/ She would be there bringing

together musicians and conductor and

helping them iron out problems. Often,

an FNP manager is both director and

coordinator.

TEAM WORK

When people share responsibility for

their work team, efficiency and

productivity improve. Thus, teamwork

and self management are often used in

describing coordination of programs.

Coordination.3131

Coordination takes place on two levels:

• Intra-organization (with in the

organization)

• Inter-organization (between and

among organizations)

INTRA-ORGANIZATION INTRA-ORGANIZATION

COORDINATION

Intra-organization coordination involves

taking separate units within a program and

integrating their objectives and activities so

that goals are achieved efficiently

3232

INTER-ORGANIZATION COORDINATION

Inter-organization coordination takes the

effort of two or more different organizations

(commonly with different organizational (commonly with different organizational

structures, different resource bases and

different clients ) and coordinates these.

3333

INTEGRATION is psychological unity and

coherence among staff of a program.

Integration refers to the extent that staff is

psychologically bound to one another and to

the total system. Integration is a condition, an

end-state. Coordination is a means to reach a end-state. Coordination is a means to reach a

given condition.

COOPERATION is an important element of

coordination. People on your FNP program

staff cooperate voluntarily so that an

individual is enabled to attain his-her goals.3434

TEAM WORK refers to work done by

several staff members or associates. Each

is responsible for a clearly defined portion.

Team work is important if coordination isTeam work is important if coordination is

to function smoothly.

3535

ROLEROLE OFOF AA COORDINATORCOORDINATOR

Coordinator is responsible for coordinating and Coordinator is responsible for coordinating and

balancing the relationships among various units of balancing the relationships among various units of

the program.the program.

•• Determine responsibility of each unit;Determine responsibility of each unit;

•• Ensures that each unit understands it’s roles and Ensures that each unit understands it’s roles and

functions in relation to other units;functions in relation to other units;

•• Enables each unit to function according to the Enables each unit to function according to the

needs and requirements of the other units andneeds and requirements of the other units and

provides overall leadership.provides overall leadership.3636

SIGNS OF INADEQUATE

INTRA-ORGANIZATION COORDINATION

Derek Pugh (1984) listed few warning signs of

inadequate coordination:

1. Regular interdepartmental conflict.1. Regular interdepartmental conflict.

2. Work overload on top management and chief

executive.

3. Red tape syndrome.

4. Hiding in a proliferation of committees.

5. Building a coordinator’s empire.

3737

INTER-ORGANIZATION

COORDINATION

1. Maximize or optimize use of resources.

2. Reduce overlapping or duplication of

work.work.

3. Evolve more effective programs.

4. Reach new, different client groups.

5. Enlarge program scope.

3838

6. Delineate gaps in service or client

systems.

7. Coordinate and integrate organization’s

inputs into larger programs.inputs into larger programs.

8. Standardize policies.

9. Eliminate mistrust, competition, and

conflict

3939

Inter-organization coordination is

responsible for:

1. Providing standards of behavior.

2. Promoting areas of common interest.2. Promoting areas of common interest.

3. Communicating pertinent information.

A good coordinator leads

his/her team on top.

4040