directing in management

8/17/2019 directing in management

1/35

PAPER

MANAGEMENT INTRODUCTION

DIRECTING IN MANAGEMENT FUNCTION

CREW:DIMAS WILLY PRAYOGA (1510631020064)

FAHMI (1510631020083)

PUTRI NARGIS ROSYIDAH (1510631020169)

PUTRI PERMATASARI (1510631020170)

SELIA INANI HALIMAH (1510631020198)

GROUP 3

MANAGEMENT

FACULTY OF ECONOMIC AND BUSINESS

SINGAPERBANGSA UNIVERSITY KARAWANG

Jl. HS. Ronggo Waluyo, Teluk Jembe Timur, Karawang Jawa Bawat

41361


2/35

i

PAPER

MANAGEMENT INTRODUCTION

DIRECTING IN MANAGEMENT FUNCTION

CREW:DIMAS WILLY PRAYOGA (1510631020064)

FAHMI (1510631020083)

PUTRI NARGIS ROSYIDAH (1510631020169)

PUTRI PERMATASARI (1510631020170)

SELIA INANI HALIMAH (1510631020198)

GROUP 3

MANAGEMENT

FACULTY OF ECONOMIC AND BUSINESS

SINGAPERBANGSA UNIVERSITY KARAWANG

Jl. HS. Ronggo Waluyo, Teluk Jembe Timur, Karawang Jawa Bawat

41361


3/35

ii

PREFACE

First at all, we praised to Allah SWT for His loves and graces for us.Thanks to Him for helping us and giving us the chance to finish this assignment

on time. And we would like to say thank you to Mrs. Anggi Panca Arnu as the

lecturer who always teaches us and gives us much knowledge about the

management field.

This paper is made to fulfill Management Introduction’s assignment. We

composed this paper with various references and cooperation from each member

of the group, so we can complete this paper. For that, we would like to say thank

you for everyone who helped us in making this paper.

However, we realize this paper is not perfect yet. Even that, we still hope it

can be useful for others. Critics and suggestion is needed here to develop our

ability in writing paper for next assignments.

Karawang, September 28th, 2015

Authors


4/35

iii

CONTENT

Cover ................................................................................................................ i

Preface .............................................................................................................. ii

Content .............................................................................................................. iii

CHAPTER I: INTRODUCTION .................................................................. 1

1.1 Background ................................................................................................. 1

1.2 Problem Formulation ................................................................................... 1

1.3 Purpose ....................................................................................................... 2

1.4 Benefits ........................................................................................................ 2

CHAPTER II: DISCUSSION........................................................................ 3

2.1 Theoretical Based ....................................................................................... 3

2.1.1 Definition of Directing ........................................................................ 3

2.1.2 Experts Opinion ................................................................................... 6

2.2 Importance of Directing .............................................................................. 6

2.3 Directing Characteristics ............................................................................. 9

2.4 Directing Principles ..................................................................................... 10

2.5 Elements in Directing .................................................................................. 11

2.5.1 Communication.................................................................................... 12

2.5.2 Supervision .......................................................................................... 152.5.3 Motivation............................................................................................ 17

2.5.4 Leadership ........................................................................................... 20

2.6 Methods in Directing ................................................................................... 22

2.6.1 Orientation ........................................................................................... 22

2.6.2 Command ............................................................................................ 23

2.6.3 Delegation of Authority ....................................................................... 24

2.7 Factors Affecting Performance of Directing ............................................... 26

CHAPTER III: CLOSING ............................................................................ 28

3.1 Conclusion ................................................................................................... 28

3.2 Advices........................................................................................................ 28

Correction ........................................................................................................ iv

References ......................................................................................................... v


5/35

1

CHAPTER I

INTRODUCTION

1.1 Background

Management is taken from to manage which means manage be in

charge of a business, organization or undertaking. The English verb manage

comes from Italian maneggiare (to handle, especially tools), which derives

from the two Latin words manus (hand) and agere (to act). Wikipedia.org

defines management is the function that coordinates the efforts of people to

accomplish goals and objectives by using available resources effectively and

efficiently. According to English Oxford Dictionaries, management (n) ; the

process of dealing with or controlling things or people.

Management has been described as a social process involving

responsibility for economical and effective planning and regulation of an

enterprise in the fulfillment of given purposes. It is a dynamic process

consisting of various elements and activities. These activities are different

from operative functions like marketing, finance, purchase, etc. Rather these

activities are common to each and every manger irrespective of his level or

status.

The function of management is to achieve goals in the best way, least

time and usually with the use of existing facilities as well as possible.

Different experts set different functions of management. Managementfunctions of the experts represented by the similarities and differences. But

basically, they have some similar point about it.

One of those functions is actuating. George R. Terry calls this function

as actuating. Other experts may give their own name about it function, such

as: directing, motivating, commanding, etc. But whatsoever the name used to

recognize it, in carrying out this function the manager clarify to his people

what they have to do and facilitate the do it to do the best of their capability.


6/35

2

1.2 Problem Formulation

a.

What is directing function in management?

b. How important is a good directing in determining success in management

process?

c.

What are the characteristics of directing?

d. What are the principles that determine the success of a manager in

performing the function of directing?

e. What are the elements that a manager has to know and learn in giving

direction to the subordinates?

f.

How a manager can direct his subordinates to achieve the organizational

goals?

g.

What are the factors can affect performance of directing?

1.3 Purpose

The preparation of this paper aims to discuss about directing function.

This paper will describe about the important role of direction in managementfunction, elements in the process of directing itself, the characteristics of

directing, directing principle to be an effective and efficient process, methods

of directing and other important things that need to be known by manager to

guide the subordinate in achieving their expected goals.

1.4 Benefits

a. Expanding knowledge and insight regarding the direction in management

functions.

b. Understand the importance of good directing process in determining the

success of an organization.

c. Improve management character through actuating or directing function.


7/35

3

CHAPTER II

DISCUSSION

2.1 Theoretical Based

2.1.1 Definition of Directing

Actuating or directing is said to be a process in which the

managers instruct, guide and oversee the performance of the workers to

achieve predetermined goals. Directing is said to be the heart of

management process. Planning, organizing and staffing have got noimportance if direction function does not take place.

Directing initiates action and it is from here actual work starts.

Direction is said to be consisting of human factors. In simple words, it

can be described and providing guidance to workers is doing work. In

field of management, direction is said to be all those activities which

are designed to encourage the subordinates to work effectively and

efficiently.

According to Drs. H. Malayu S. P. Hasibuan (Manajemen : 2006,

page 183), “… pengarahan adalah mengarahkan semua karyawan agar

mau bekerja sama dan bekerja efektif dalam mencapai tujuan

perusahaan…” (Directing is giving direction to all the workers to

cooperate and work effectively in achieving the enterprise’s goals).

This function can be done in persuasive or instructive way

depends on which the most effective method is. Directing will be

effective if all the workers prepare and do it properly due to their

responsibility.

Directing means giving instructions, guiding, counseling,

motivating and leading the staff in an organization in doing work to

achieve organizational goals. Directing is a key managerial function to

be performed by the manager along with p lanning, organizing, staffing


8/35


9/35

5

In socialization, human has heterogenic background (such as:

gender, age, education, religion, culture, interest, etc). Beside that

difference, there are also the similarities (as example is needs to eat,

drink, safety and biological needs). These similarities that establish

the cooperation and group life.

2.

Human relations

Human relation is a link that relates all members in the

organization. It is not a family relation. This relation is created and

driven by similar needs and interest, such as: to earn profits, to get

safety, strength, etc.

The organization life has to be based on needs, interest, respects,

needing each other and cooperation among all members of the

group. This cooperation will be created and build well if they have

willingness to sacrifice some of their desire to achieve the goals

together.

Someone wants to be an employee based on his nature. The

nature of man means all of us think that our needs and desires will

be easier to get if we become an employee. In the other hand, the

company expects their employee to give profits for it. So this

relation is about helping each other to get their needs.

3. Communication

Communication is the process of passing information and

understanding from one person to another person. It is an important

thing to do. Because the management process will not work

properly if there is bad communication process. Communication

takes a big role in giving instruction, report, information, news,

advice, etc.

4. Leadership

Leadership is said to be the core of management. It is the process

in which a manager guides and influences the effort of his


10/35

6

subordinate. With a good leadership, the management process will

run well and the subordinates will do their part willingly.

2.1.2 Experts Opinion

Some experts have different definitions about the directing

function, such as:

George R. Terry

Actuating is setting all members of the group to want to

achieve and to strike to achieve the objective willingly and keeping

with the managerial planning and organizing efforts.

Harold Koontz and Cyril O’Donnel

Directing and leading are the impersonal aspects of managing

by which subordinates are led to understand and contribute

effectively and efficiency to the attainment of enterprise objectives.

Drs. H. Malayu S. P. Hasibuan

Directing is giving direction to a ll the workers to cooperate and

work effectively in achieving the enterprise’s goals.

2.2 Importance of Directing

Directing function is the basis of management process and the

accomplishment of goals depends on it. This function is also known as

actuating function of management as an enterprise’s running really begins on

the direction. Several benefits are provided to an organization because

direction is the central point of an organization. They are as follows:

1.

Directing initiates actions

Direction is the beginning of the subordinate’s execution of their

work. Actions begin right from this function onward as the employees

learn their jobs and carry out the proper instructions that are given to


11/35

7

them. Plans which are made can be carried out only after the actual job

begins and it is then that the direction turns out to be helpful.

2. Directing integrates efforts

The superiors are capable of directing, inspiring and instructing the

employees to work only by direct ing. To do this, every person needs to

work hard in order to accomplish the goals of an organization. Every

department’s efforts can be easily connected and included along with the

other departments through proper direction. This can also be achieved

through influential leadership and efficient communication. A concern

achieves certain stability on trough effectively incorporating all the

efforts made by all.

3. Directing is a means of motivation

The function of direction aids in achieving all the goals effectively.

A manager uses this motivation factor effectively in order to enhance the

employee’s performance in the organization. This can be easily achieved

by giving proper salaries or reward and this in turn enables to help as a

sort of morale booster for the employees in an organization. The

employees can do their best through effective motivation and this in turn

aids in the eventual expansion of an organizat ion.

4. Directing provides stability

An organization’s balance and constancy is very vital for surviving

in the market in the long run. The managers can achieve this effectively

by using four tools or essentials of direction, cautiously blending

influential leadership skills, able communication, a firm command and

also a well-organized motivation. Stability is very vital as it is an

indication of the enterprise’s expansion. Hence, a manager can utilize all

the four traits within himself in order to uphold the standards of

performance of an organization.


12/35

8

5.

Directing will enable to cope with the changes

It is normal for humans to resist any new changes that are brought

in an organization. However, in order to become a leader in the market,

it is important to able to adapt oneself to the ever-changing environment

which in turn aids in supporting planned growth of an organization. The

function of direction is necessary for meeting the new challenges in a

fast-changing environment, both internally and externally. The changes

in an environment can be managed easily through effective

communication. The manager’s role is to effectively communicate all

the contents and nature of new modifications explicitly to the employees.

This aids in clarifying, easily adapting and an enterprise’s smooth

functioning. For instance, if an enterprise changes from handlooms to

doing power looms, it is necessary to bring about a vital change in the

methods of production. This results in a decrease of human labor and an

increase in using more machines for this purpose. Hence, in this case,

the manager can explain to his employees that it is important to bring

about this change in order of utilization of more machines and this in turn

results in more profits for the enterprise. Hence, the subordinates are

benefited indirectly through this change in the form of high salaries being

given to them.

6. Directing helps in efficient utilization of resources

The proper direction of money aids in defining the roles and

responsibilities of all the employees towards their own work. Utilization

of resources can be effectively done only when there is no duplication of

any efforts, no wastage, overlapping of achievements and so on. The

roles of employees become defined only through proper direction as the

manager uses his control, guiding and instructional abilities and skills of

motivating and inspiring all his subordinates in the organization. This

aids in the greatest employment of resources pertaining to humans,

materials, machines and finance and this further aids in cost reduction

and an increase in profits of an organization.


13/35

9

2.3 Directing Characteristics

Direction has got following characteristics:

1.

Pervasive function

Directing is a pervasive function as it is performed by managers at

all levels and in all locations. Every manager has to supervise, guide,

motivate and communicate with his subordinate to get things done.

However, the time spent in directing is comparatively more at operational

level of management. Directing takes place wherever superior-subordinate

relation exists.

2.

Continuous activity

Direction is a continuous activity as it continuous throughout the

life of organization. A manager cannot just rest after issuing orders and

instructions. He has to continuously guide, supervise and motivate his

subordinates. He must continuously take steps to make sure that orders

and instructions are carried out properly.

3. Human factor

Directing function is related to subordinates and therefore it is

related to human factor. Since human factor is complex and behavior is

unpredictable, direction function becomes important. It improves

interpersonal and intergroup relationships. It motivates employees to work

with their best ability.

4. Creative activities

Direction function helps in converting plans into performance.

Without this function, people become inactive and physical resources are

meaningless.

5. Executive function

Direction function is carried out by all managers and executives at

all levels throughout the working of an enterprise, a subordinate receive

instruction from his superior only.


14/35

10

6.

Delegate function

Direction is supposed to be a function dealing with human beings.

Human behavior is unpredictable by nature and conditioning the people’s

behavior towards the goa ls of the enterprise is what the executive does in

this function. Therefore, it is termed as having delicacy in it to tackle

human behavior.

2.4 Directing Principles

Direction is always a complicated task as it involves dealing with

different kind of employees. A manager can become successful in the skill of

efficient direction by learning and practicing the basics of direction.

Nevertheless, observing the following principles is important for manager to

guide his subordinates:

1. Direct supervision

Building a direct personal relationship between a manager and his

employees enhances their self-esteem and dedication and makes direction

much more efficient.

2. Good managerial communications

Building a good rapport between the manager and his employees

enhances their relationship by enabling them to know each other better.

3. Comprehension

Managers must be able to efficiently convey their instructions to

employees in order to evade pointless doubts and clarifications.

4. Efficient leadership skill

Managers must be able to effectively lead and advice their

subordinates in their personal and official problems in order to gain their

confidence and loyalty.

5. Principle of follow-up


15/35


16/35

12

2.5.1 Communication

a. Definition of communication

Communication is a basic organizational function, which refersto the process by which a person (known as sender) transmits

information or messages to another person (known as receiver). The

purpose of communication in organizations is to convey orders,

instructions, or information so as to bring desired changes in the

performance and or the attitude of employees. In an organization,

supervisors transmit information to subordinates. Proper

communication results in clarity and securing the cooperation of

subordinates. Faulty communication may create problems due to

misunderstanding between the superior and subordinates. The

subordinates must correctly understand the message conveyed to

them.

Thus, in communication:

1) There are two parties, one is known as the sender and the other is

known as receiver;

2) There is a message sent by the sender to the receiver; and

3) The receiver receives the message and understands it.

Communication does not always flow from supervisor to

subordinate. It can also be from a subordinate to a supervisor. For

example, subordinates can pass information to the supervisor about

the faults or problems at the assembly line. Thus, it is a two way process.

b.

Importance of communication

Communication in organizations is so important that it is said

to be the lifeblood of the organization. Success of direction largely

depends on how effectively the manager can communicate with his

subordinates. Proper communication in organizations at all levels


17/35

13

and between all levels can improve both the quantity and quality of

output. Some of the benefits of communicat ion are as follows:

1) Communication helps employees to understand their role clearly

and perform effectively.

2)

It helps in achieving co-ordination and mutual understanding

which in turn, leads to industrial harmony and increased

productivity.

3) Communication improves managerial efficiency and ensures

cooperation of the staff.

4)

Effective communication helps in molding attitudes and building

up employees’ morale.

Communication is the means through which delegation and

decentralization of authority is successfully accomplished in an

organization

c.

Type of communication

In an organization communication can be made from

supervisor to subordinate, from subordinate to supervisor and also

between two supervisors at the same level. Communication can be

done orally or in writing or even through gestures. Communication

may be made through formal or informal channels. Thus, the

various types of communication are as follows:

1) Formal and informal communication

The path through which information flows is called channel

of communication. In every organization we have both formal

and informal channels. The paths of communication which are

based on relationship establish formally by management are the

formal channels. Communication which takes place on the basis

of informal or social relationships among staff is called informal

communication. Mostly, informal channels are used due to


18/35

14

friendly interaction of members of an organization. In fact, it may

be purely personal or related to organizational matters.

2) Upward, downward, horizonta l and diagonal communication

On the basis of the flow or direction of communication in

organizations, it can be classified as upward, downward,

horizontal or diagonal. When employees make any request,

appeal, report, suggest or communicate ideas to the superior, the

flow of communication is upward i.e., from bottom to top. For

instance, when a typist drops a suggestion in the suggestion box,

or a foreman reports breakdown of machinery to the factory

manager, the flow of communication is upward. Upward

communication encourages employees to participate actively in

the operations of their department. They get encouraged and their

senses of responsibility increases when they are heard by their

supervisors about problems affecting the jobs.

When communication is made from superiors down the

hierarchy it is called a downward communication. For instance,when superiors issue orders and instructions to subordinates, it is

known as downward communication. When the General Manager

orders supervisors to work overtime, the flow of communication

is downward i.e., from top to bottom. Similarly, communication

of work assignments, notices, requests for performance, etc.

through bulletin boards, memos, reports, speeches, meetings, etc,

are all forms of downward communication.

Communication can also be amongst members at the same

level in the organization. For instance, production manager may

communicate the production plan to the sales manager. This is

knows as horizontal flow of communication. Here, the

communication is among people of the same rank and status.

Such communication facilitates coordination of activities that are

interdependent.


19/35

15

When communication is made between people who are

neither the same department nor at the same level of

organizational hierarchy, it is called diagonal communication.

For example, cost accountant may request for reports from sales

representatives not the sales manager for the purpose of

distribution cost analysis. This type of communication does take

place under special circumstances.

3) Verbal and non-verbal communication

On the basis of the mode used, communication may be

verbal or non-verbal. While communicating, managers may talk

to their subordinates either face to face or on telephone or they

may send letters, issues notices, or memos. These are all verbal

communication may be ora l and written. Face to face

communication, as in interviews, meetings and seminars, are

examples of oral communication. Issuing orders and instructions

on telephone or through an inter-communication system is also

oral communication. The written modes of communication

include letters, circulars, notices and memos. Sometimes verbal

communication is supported by non-verbal communication such

as facial expressions and body gestures. Non-verbal

communications are such as facial expressions and body gestures.

For example: wave of hand, a smile or a frown etc. This is also

termed as the gestural communication.

2.5.2 Supervision

a. Definition of supervision

After the employees have been instructed what they have to do

and how to do, it is the duty of the manager to see that they perform

the work as the instructions. This is known as supervision.

Managers play the role of supervisors and ensure that the work is

done as per the instructions and the plans. Supervisors clarify all


20/35

16

instructions and guide all employees to work as a team in

cooperation with others. Supervisors solve most of the routine job-

related problems of subordinates. Supervisor, thus, performs the

following function:

1) Clarify orders and instructions issued to subordinates and ensures

that they have understand and follow these fully;

2) Ensures that subordinates have the required facilities to perform

their job;

3)

Keeps a watch and guides the activities of subordinates in

performing their job;

4)

Broadens the horizon of his subordinates by making them aware

of the wider aspects of their day-to-day work;

5) Coordinates the work of different subordinates under him; and

6) Detects errors and omissions and ensures their rectification.

Though supervision is required at all levels of management, it

is of great importance at the operational level i.e., at the level of first

line supervisor. Managers at this level devote maximum time in

supervising the work of subordinates. Though the top or middle

level managers also supervise the work of their subordinate

managers, but it is the first line supervisors who are in direct and

constant touch with operatives i.e., workers in the factory and

clerical staff in the office. Thus, they are directly responsible for

getting the work done through most of the employees in anorganization.

b.

Importance of supervision

From what has been said about supervision, it must be clear

that supervision is of great significance in getting the work done as

per plans and as scheduled. On the basis of the influence o n the

work at operational level and human approach to the problems of


21/35

17

workers, the supervision can ensure workers cooperation and support

in achieving organizational objectives.

Supervisors are the key people among managers at different

levels. They are the link between the top and middle management

and the workers. Take, for example, the foreman of the factory or

the office superintendent in the office. Both of them are members of

the management team, and are in direct contact with operatives in

the workshop and clerical staff in the office. They are the

mouthpiece of management for communicating its ideas, plans, and

policies to the workers and employees. At the same time, they have

to play the role of principal spokesman of their subordinates to

communicate their feelings and grievances to the management.

Thus, it is only the supervisor who, as a member of the management

team, is capable of developing links to workers. Supervisors are

expected to maintain the best and friendly relations with their seniors

as well as with the workers and enjoy the trust and confidence of

both management and operatives.

2.5.3 Motivation

a.

Definition of Motivation

Motivation is one the important element of directing, issuance

of proper instructions or orders does not necessarily ensure that they

will be properly carried out. It requires manager to inspire or induce

the employees to act and get the expected result. This is called

motivation. It is forces that inspire a person at work to intensify his

willingness to use the best of his capability for achievement of

specify objectives. It may be in the form of incentives like financial

(such as bonus, commission, etc) or, non-financial (such as

appreciation, growth, etc), or it could be positive or negative.

Basically motivation is directed towards goals and prompt people to

act.

b.

Importance of motivation


22/35

18

While performing a job two things are required, the ability to

work and the willingness to work. Without willingness to work,

ability to work cannot produce results. The importance of

motivation lies in converting this ability to work into willingness to

work. Performance depends on ability as well as willingness; and

willingness depends on motivation. Thus, motivation is a key

element in directing people to do the job. Some of other benefits or

importance of motivation are;

1)

With proper motivation there can be maximum utilization of the

factors of production like men, money, material, etc;

2)

If employees are motivated it will reduce employee turnover and

absenteeism;

3)

Motivation fosters a sense of belongingness among the employees

towards the organization and also improves their morale;

4)

Motivation helps in reducing the number of complaints and

grievances. The wastage and accident rate also come down; and

5)

With proper motivational techniques management can attract

competent and best quality employee.

c. How to motivate

Actually, there is no hard and fast rule of motivatio n

individuals in a specified way. Not all individuals are motivated in

the same way. It varies from individual to individual. However, on

the basis of a lot of research done in the field of motivation, thefollowing must be kept in mind while motivating.

Each employee has some needs of his own that he wants to

fulfill. While directing, it is essential to ensure that any of the

unfulfilled need of the individual is being taken care of. Here we

must understand what a need is. A need is a feeling of lack of

something and every person tries to take care of that feeling by

satisfying or fulfilling what he lacks. For example, when you are


23/35

19

hungry, you eat food to satisfy the lack of food. So here hunger is

your need. The needs of the individual differ from person to person.

However, there are certain common needs which are known to exist

in most cases. For instance, people have basic needs like the needs

for food, clothing and shelter. These are known as Physiological

needs. People generally work so as to be able to earn money to

satisfy such needs. Once the basic needs are satisfied, people wish

to satisfy higher category of needs. They want safety and security

and desire to be protected against loss of employment, sickness,

accident, etc. These are known as Safety and Security needs.

Thereafter, people want to have a sense of belonging to the

organization and to be accepted by fellow workers. These are

known as social needs. Similarly, there are people who wish to be

considered important and expect that their opinions should be

recognized by others. These needs are known as ego needs.

Further, a person may wish to achieve what he thinks is due to him

i.e., he wants to realize his ambition fully. These needs are known as

self-actualization needs. This is called hierarchy of needs concept

of motivation developed by Maslow.

It is important to remember that the needs and desires of

people change. Once their basic needs are satisfied, other needs

arise. Managers have thus, to understand the needs and desires of

subordinates and decide how to motivate them.

The knowledge of the different types of need enables a

manager to adopt different ways to motivate individuals depending

upon which need is unsatisfied for the individual. For example, a

person whose physiological needs are not fulfilled may be motivated

to work with a promise of increase in pay, whereas another person

may be motivated if he is given a very challenging job to perform

regardless of the pay.


24/35

20

In fact many other approaches have been developed for

motivat ion. But in simple terms as stated earlier it is usually in the

form of incentives. Not only that, certain factors or job conditions

that exist in organizations like recognition of work, advancement in

career, challenging nature of the work, etc can also motivate the

employees.

2.5.4 Leadership

a. Definition of leadership

While motivation is the process through which employees are

made to contribute voluntarily to work, leadership is the ability to

persuade and motivate others to work in a desired way for achieving

the goal. Thus, a person who is able to influence others and make

them follow his instruction is called a leader. For example, in an

organization the management decides to install some new machines

to which the workers are resisting. However, one of the workers

takes the initiative, explains the fellow workers the benefits of

working with the new machines and moulds them to accept themanagement’s decision. Now he is said to be leader as he is able to

influence a group of workers who followed him. In practice, the

managers have to guide and lead their subordinates towards the

achievement of goals, and so, to be an effective, a manager has to be

a good leader.

Leadership is the process, which influences the people and

inspires them to willingly accomplish the organizational objectives.

The main purpose of managerial leadership is to get willing

cooperation of the workgroup in pursuit of the goals.

b. Importance of leadership

The objectives of any organization can only be fulfilled if its

employees are working towards accomplishment of such objectives.

To make people work in the desired manner, proper instructions and

guidance are necessary. And this direction process becomes


25/35

21

effective when the persons who give such direction have leadership

qualities. Leadership is essential in functioning of any organizat ion

and its importance and benefits are varied. Some of these important

are:

1) Leadership improves the performance of the employees. Leaders

can motivate the followers to work and thereby increase their

performance level.

2) With continuous support and guidance, leaders are able to build

confidence among the followers, thereby increasing speed and

accuracy and decreasing wastage.

3) With friendly and cooperative efforts the leader is able to build

employees’ morale which in turn contributes to higher

productivity.

c.

Leadership qualities

In order to be successful, a leader must possess certain

qualities. A good leader should be professionally competent,

intelligent, analytical and he or she should have sense of fair play,

including honesty, sincerity, integrity, and sense of responsibility.

He must possess initiative, perseverance, be diligent and realistic in

his outlook. He must also be able to communicate his subordinates

effectively. Human relation skills are a must for any leader. Earlier,

it was believed that the success or effectiveness of a leader depends

upon his personal traits or characteristics, like physical appearance,

intelligence, self-confidence, alertness, and initiative. This is no

longer regarded as a correct approach. It has been established on the

basis of experiments that the success or effectiveness o f a person as a

leader depends upon his behavior pattern or leadership style in

relation to the followers.

To get things done, managers have to influence their

subordinates and seek their voluntary co-operation. If their

leadership is not based on suitable behavior or style, they will not be


26/35

22

successful. When leaders involve people in determining goals, and

build up team spirit, chance are that people will follow them

voluntary.

2.6 Methods in Directing

2.6.1 Orientation

It is a way of directing in which the manager provides the

necessary information so that the organization activities can be done

well. This method usually applied for the new employees. Employee

orientation is part of a long-term in a new employee. It is an initial

process that provides easy access to basic information, programs and

services, gives clarification and allows new employees to take an active

role in their organization.

Orientation is important because it lays a foundation for the new

employee’s entire career with the department. First impressions are

important since they establish the basis for everything that follows.

Without orientation, a new employee sometimes feels uncomfortable in

his or her new position and takes longer to reach his or her full

potential.

The objective of orientation is to set the employee into

organizational goals. So that, it will be easier for the enterprise to

achieves its goals. Goal orientation is more focused on individual

training and leadership of individuals. Managers study what goals

motivate different types of employees the most. Some may be more

attracted to increased bonuses, while others may enjoy the acclaim, the

teamwork or simply the increased success of the business. Different

types of coaching may be necessary for different approaches to goals.

In other ways, managers must learn to break down company goals into

more ideal pieces for employees and teams to deal with one at a time.


27/35

23

Orientation is important for management in an organization:

1) Provides the employees with concise and accurate information to

make them more comfortable in the job;

2) Encourages employees confidence

3) Contributes to a more effective and productive workforce;

4) Improve employee retention; and

5)

Promotes communication between the supervisor and its

subordinate.

2.6.2

Command

Command is official instruction from the superiors to the

subordinates, to do something or not in achieving the enterprise goals.

There are 4 elements in this method, as follow:

1) Official instruction

2) From the superior to the subordinates

3)

In order to do something or do not

4)

To actualize enterprise goals

The purposes of giving command are:

1) Giving order to the subordinates means the subordinates have to

actualize the goals. Consequently, those two parties have to

understand what the purpose of the given instruction.

2)

Coordinate the subordinates’ activities to set their destination to theorganizational goals.

3) Educate the subordinates

Based on how the commands are given, there are two types of

commands. They are written and spoken. Spoken command usually

given in urgent condition, it is usually just simple instruction, no need

to write it down. With spoken command the manager can describe


28/35

24

more details about what the manager wants. It does not need longer

time. The negative of this command is not prepared well.

The second one is written command. Usually it contents

complex instruction. It is easy to evaluate, knowing the accountability

and the equality in the every part of organization is guarantee. The

negative of this command is it takes longer time and the more cost.

2.6.3 Delegation of authority

A manager cannot perform all the tasks assigned to him. In order

to meet the targets, the manager should delegate authority. Delegation

of authority means division of authority and powers downwards to the

subordinate. Delegation is about entrusting someone else to do parts of

job. Delegation of authority can be defined as subdivision and sub-

allocation of powers to the subordinates in order to achieve effective

results.

In context of a business organization, authority can be defined as

the power and right of a person to use and allocate the resources

efficiently, to take decisions and to give orders so as to achieve the

organizational objectives. Authority must be well-defined. All people

who have the authority should know what is the scope of their authority

is and they shouldn’t misutilize it. Authority is the right to give

commands, orders, and get the things done. The top level management

has greatest authority.

Authority always flows from top to bottom. It explains how a

superior gets work done from his subordinate by clearly explaining

what is expected of him and how he should go about it. Authority

should be accompanied with an equal amount of responsibility.

Delegating the authority to someone else does not imply escaping from

accountability. Accountability still rest with the person having the

utmost authority.

Delegation of authority is the base of superior-subordinate

relationship, it involves following steps:


29/35

25

1)

Assignment of duties

The delegator first tries to define the task and duties to

subordinate. He also has to define the result expected from the

subordinates. Clarify of duty as well as result expected has to be the

first step in delegation.

2) Granting of authority

Subdivision of authority takes place when a superior divides and

shares his authority with the subordinate. It is for this reason; every

subordinate should be given enough independence to carry the task

given to him by his superiors. The managers at all levels delegate

authority and power which is attached to other job positions. The

subdivision of powers is very important to get effective results.

3) Creating responsibility and accountability

The delegation process does not end once powers are granted to

the subordinates. They at the same time have to be obligatory

towards the duties assigned to them. Responsibility is said to be the

factor or obligation of an individual to carry out his duties in best of

his ability as per the directions of superior. Responsibility is very

important. Therefore, it is that which gives effectiveness to

authority. At the same time, responsibility is absolute and cannot be

shifted. Accountability, on the others hand, is the obligation of the

individual to carry out his duties as per the standards of

performance. Therefore, it is sa id that authority is delegated,

responsibility is created and accountability is imposed.

Accountability arises out of responsibility and responsibility arises

out of authority. Therefore, it becomes important that with every

authority position an equal and opposite responsibility should be

attached.


30/35

26

2.7 Factors Affecting Performance of Directing

The successful of the directing function depends on several factors, as

follow:

1) Individual factors in the group

Analyzing organizational behavior at the individual level

becomes important because organization is a set of individual. Each

individual has the different needs, interests, perceptions, attitudes,

values and personality. The purpose of being able to predict the

others behavior provides an opportunity to establish good, effective

and efficient communication, so we can think, act and do

appropriately in communicating. Describes the events that occur in

the organization is also important to help leaders in carrying out the

role of controlling individuals, groups, and even organizations in

achieving organizational goals.

2)

Human aspect in the organization

Understand about individual behavior will help in understanding

organizational behavior because basically human is homo homini

socius. Human can not be separated from the organization, a vital

component of human existence and dynamics of an organization.

Learn about human behavior requires the cooperation of various

scientific disciplines.

Basic assumptions to understand human behavior is individual

differences in behavior that motivated the whole or the value of

human dignity.

3) Attitudes and behavior

Attitudes and behavior created by the stimulus and responses. It

relates with factors in a person who strengthens, directs, supports,

and stopping the behavior.


31/35

27

4) Personality

Although personality has a biological foundation, thedevelopment of the specifications is a product of the cultural and

social environment. Personality includes the common and unique

characteristics. Personality is a group of characteristics that are

relatively stable, tendencies, and temperament. They are influenced

by inherited factors, social, cultural and environmental.


32/35

28

CHAPTER III

CLOSING

3.1 Conclusion

Management is an art to done a task through other. That means a

manager must be able to do something not only by his own efforts, but also

with the efforts of others, in this case the others mean the subordinates. To

do this task the manager has to work with others. Managers must be able to

lead their subordinates to achieve the goals that have been set previously.

The management can be divided into several functions. These

functions are inseparable because they influence each other. Different experts

have set different package to those function. But bas ically, combined

opinions of the experts are:

1)

Planning2) Organizing3) Actuating

4) Controlling5)

Staffing

6)

Coordination7) Communication8) Motivation

9) Leadership

Each of those functions above play important role in determining the

success of management process. It is impossible a management process runswithout plan, so of course, there is no way to leave this function. The same

condition applies with other functions. But each function has its own

function.

Directing function or some called it as actuating, commanding, and so

on, is said to be the key of the management. Its role is more like a key. This

directing function is like a car ignition key, which means that car can only run

if the starter key has been carrying out its function. So does the management

process, it can only run well after the directing function applied.

This function has important role in organization, because it is directing

which initiates action. In directing, the manager has to find a way with other

part of the enterprise to start execute their plan. Playing the directing role

means the organization has taken their first actual step to actualize their goals.

After the directing start to run, at the same time, the plan is not just an

abstract design, but it is turning into real views about the next step they have

to take.

Directing has got these characteristics: it is pervasive function which

means it happened in every managerial level; it is a continuous activity that it

continuous throughout the life of organization; it is related to human factor; it


33/35

29

is a creative activity which helps in converting plans into performance; in this

function will be a delegated authority; and the last the directing is a executive

function which means a subordinate receive instruction from his superior

only.

A directing process is said to run well if it is has all of its principles,

they are: direct supervisor, good managerial communication, comprehension,

efficient leadership skill, follow-up, m anagement of personal and

organizational objectives, unison in accountability, suitable techniques,

utmost input of individuals and tactical use of informal group.

Directing thus engages four essential elements i.e., supervision,

communication, motivation and leadership. Without those four, direc ting

function will not work as expected.

Direction can be given as command, orientation or delegation. It

depends on the situation in the organization. Manager must know which one

of those forms effective for the subordinates.

However, directing performance can be affected by its individual in the

group, human aspect in the organization, attitudes and behavior, and the last

but not least is personality.

3.2 Advice

Based on how important directing is in management function, authors

provide suggestions as follows:

1. Directing role should be played by a good manager with a great

personality who can lead the subordinates to achieve the goals of the

enterprise.

2. The manager should know about human behavior to perform the function

well.

3.

Every part of the organization (the top division or the bottom) should

establish good communication to make information be delivered easily.

4.

The enterprise should promise its employees in order to motivate them, so

the employees will work with full of spirit and desire to accomplish the

goals.

5. A manager has to continuously direct, guide, supervise and motivate the

employees in order to make sure the subordinates work as expected.

6. There should be no bulkhead among the members to make the

communication effectively work.


34/35

iv

Correction

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................

.....................................................................................................................................


35/35

References

HASIBUAN, Malayu S.P., Haji. 2006. Manajemen: Dasar, Pengertian dan Masalah. Jakarta : Bumi Aksara.

Directing Function of Management |

http://dilipchandra12.hubpages.com/hub/Directing-Management-principles

(Accessed September 24th, 2015)

Importance of Directing | http://dilipchandra12.hubpages.com/hub/Importance-of-

Directing (Accessed September 24th, 2015)

Principles of Directing | http://dilipchandra12.hubpages.com/hub/Principles-of-Directing (Accessed September 24th, 2015)

Si Dodon, (2012, Maret 20th). What The Meaning About Pengarahan? |

http://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-

pengarahanactuating.html (Accessed September 25th, 2015)
http://dilipchandra12.hubpages.com/hub/Directing-Management-principleshttp://dilipchandra12.hubpages.com/hub/Directing-Management-principleshttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-pengarahanactuating.htmlhttp://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-pengarahanactuating.htmlhttp://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-pengarahanactuating.htmlhttp://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-pengarahanactuating.htmlhttp://mendanbarcanist.blogspot.co.id/2012/03/what-meaning-about-pengarahanactuating.htmlhttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://dilipchandra12.hubpages.com/hub/Principles-of-Directinghttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Importance-of-Directinghttp://dilipchandra12.hubpages.com/hub/Directing-Management-principles

Documents

directing in management