1

GARDEN CITY COLLEGE FOR

SCIENCE AND TECHNOLOGY

FUNDAMENTALS OF MANAGEMENT

D I R E C T I N G GROUP 5

28 November,2012

Khartoum

Prepared by of MBA students batch (9)

2

TEAM MEMBER

Limya Abdel Aziz Mohamed Omer Awad Elkarim Asma Alfatih Altigani Afrah Omer Zeinelabdeen Abbas Mohamed

ElBahari Nafisa Mokhtar

3

OMER

“Management is nothing more

than Directing other people”

4

LIMYA

"Motivation is the art of getting people to do what you want them to do because they want to do it."

5

ZAIN

"Leadership is the activity of

influencing people to cooperate

toward some goal which they come to find desirable."

6

ASMA

“ Performance Management is our approach to

excellent business performance and

developing employees.We are

only as good as our people.”

7

AFRAH

“Self respect is the fruit of

Discipline”

8

NAFISA

“Conversation is the simplest form

of human communication”

9

Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively

“Management is the process of getting things done through the efforts of other people in order to achieve the predetermined objectives of organization”.

Management

Management brings together all Six Ms i.e. Men and Women, Money, Machines, Materials, Methods and Markets. They use these resources for achieving the objectives of the organization such as high sales, maximum profits, business expansion, etc.

10

THE FUNCTIONS OF MANAGEMENT

11

THE FUNCTIONS OF MANAGEMENT

D for directing,

POSDCORBP stands for planning

O for organizing

S for staffing,

Co for co-ordination

R for reporting and

B for budgeting

12

DIRECTING CAN LEAD TO ..

13

DIRECTING

Directing / Direction is giving instructions, guiding, counseling, motivating and leading the staff in an organization for doing work to achieve Organizational goals. Directing is a key managerial function to be performed by the manager along with planning, organizing, staffing and controlling.

Directing is a continuous process initiated at top level and flows to the bottom through organizational chain of command.

Directing consists of the process and techniques used in issuing instructions and making sure that operations are carried as originally planned.

14

Importance of Directing

Directing initiates actions to get the desired results in an organization.

Directing attempts to get maximum out of employees by identifying their capabilities.

Directing is essential to keep the elements like Supervision, Motivation, Leadership and Communication effective.

15

It ensures that every employee work for organizational goals.

Coping up with the changes in the Organization is possible through effective directing.

Stability and balance in the organization can be achieved through directing

16

Process of Directing

oDefining the objective oOrganizing the efforts oMeasuring the work oDeveloping the people

17

Principles of Directing

18

ELEMENTS OF DIRECTING

LeadershipCommunicationMotivation

Conflict Resolution

Performance appraisal

Discipline

Others… (Efforts, Provides Stability, Initiates Actions, Coping up with the changes, Efficient Utilization of Resources)

19

LEADERSHIP

Leadership is essentially a continuous process of influencing behavior. A leader

breathes life into the group and motivates it towards goals.

20

THE TOP 5 LEADERSHIP SKILLS FOR SUSTAINED INNOVATION

1. Challenge your assumptions

2. Change your perspective

3. Ask the right questions

4. Question the right answer

5. Stop jumping to solutions

Call to action: Pick one of these leadership skills and work on it for the next month.

21

THE CHARACTERISTIC OF LEADERSHIP – 8 IMPORTANT TRAITS

Here are some of the most common traits in the

characteristic of leadership:

Empathy(sympathy/understanding).

Consistency.

Honesty.

Direction.

Communication.

Flexibility.

Conviction/Confidence.

Charisma.

22

LEADERSHIP STYLES

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.

Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

23

Authoritarian (autocratic)

I want both of you to. . .

Although good leaders use all three styles, with one of them normally dominant, bad

leaders tend to stick with one style.

24

Participative (democratic)

Let's work together to solve this. . .

25

Delegative (free delagation)

You two take care of the problem while I go. .

26

o A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include:-

o Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee.

o Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.

27

Using a delegative style with a worker who knows more about the job than you. You cannot do everything and the employee needs to take ownership of his job! In addition, this allows you to be at other places, doing other things.

Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative).

28

FORCES OR FACTORS THAT INFLUENCE THE STYLE TO BE USED INCLUDED:

How much time is available? Are relationships based on respect and

trust or on disrespect? Who has the information — you, your

employees, or both? How well your employees are trained and

how well you know the task. Internal conflicts. Stress levels.

29

COMMUNICATION

Communication is the transfer of information from one person to another by transmitting ideas, facts, thoughts, feelings and values.

In its absence organization would cease to exist.

In an organization, supervisors transfer information to managers.

30

Proper communication result in clear massage received , while incorrect communication can cause problems due to miss understanding between high managerial level and staff.

It is not necessary that the communication be from supervisors to managers, it can be reverse also.

31

IMPORTANT OF COMMUNICATION

It helps employees to understand their role

clearly.

It helps achieving the goals of the organization.

It improve managerial efficiency and increase

staff corporate.

It means delegation of authority is successfully

applied.

It gives good feedback.

Message is clear between supervisors and

managers.

32

FLOW OF INFORMATIONTop level

management

Middle level management

Lower level management

Customers

Government

General public

Shareholder

Suppliers

Other

Communication

33

MOTIVATION

The internal and external driving force that leads the person to take an action which he considers meaning full.

Motivation: depend on what the employee expect to get out of it

Motivation = expectation of success + desirability of reword + open communication

34

What Motivate the Employee

35

Esteem

Social

Safety

Physiological

Org. transformation

Org. success

Org. survival

What Motivate the Employee

36

1. Money is most important motivator because it satisfies physiological and security need,

money even affects social esteem, power, self esteem and achievement.

2. Social esteem, status or prestige “Job position and title have influence on social esteem”.

37

4. Directors usually use incentive only to motivate the staff but some employees can respond negatively due to:

I. Worker do not trust that manager will continue to pay the extra money

II. Additional money can be useless if worker produces more living the other with less work to do and so there may be fired

38

EFFECTIVE MOTIVATION

1. Employee should trust management in order to respond positively to incentive

2. Management should keep it promises to win trust

3. Directors should activate other rewards “Promotion, Title, public and privet praise”.

4. Job enrichment (improvement) fixed tasks can be burring, so rearranging the tasks to have more variety giving greater responsibility and flexibility of work schedule and method.

39

Complete satisfaction is impossible, people ones become satisfied with something there

are not with another, so there should be enrichment, even praise most not be given all time to everyone regardless of results.

40

LAWS OF MOTIVATION

We have to be motivated to motivate Motivate requires a goal Motivations once established, Never lasts.

(we must all understand what really de-motivate us and then take steps to prevent it happening as frequently as possible)

Seeing ourselves progressing Motivate us, (it’s the fear of wondering what else can go wrong or can happen that cause the demotivated feeling)

Challenge only Motivates if you can WIN, (Those who should be participating must believe that they have chance to win)

Every body have Motivated fuse, ( every body have a fuse and can be sparked into life)

Group belonging Motivates

41

What?

42

43

Conflict Resolution

Conflict and stress are very common in live between individual and groupsPeople depend on one another for assistance, communication….., these can be incentive for cooperation but at the same time produce conflict.Conflict is not always negative, and not always an organizational failure, so conflict can be beneficial if it promotes people to facing challenges or performing harder, Negative conflict is uncontrolled one that produces chaos.

44

IN ORGANIZATION CONFLICT USUALLY TAKES PLACE:

Between individual Between individual and groups Between groups

45

SOME REASON OF CONFLICT

Mistrust between individual and between groups

Disagreement on objective and goal Lack of flexibility Failure to appreciate diversity such as age,

culture, religion, education, exposure etc Unmanaged introduction of personal

differences such as jealousy, competition etc.

Dependency of different parties on the same resources. Fear of loss agitates and breed conflict.

46

CONFLICT RESOLUTION

There are different means for managing conflict:

The most common one is delaying and postponing conflict “temporary avoidance”

Dominance: conflict can be avoided when one party becomes a majority, be more powerful, or stronger than the other party. Example “a manager can exercises dominance by fairing on or more of the conflicting parties”

47

Hierarchical decision Making: conflict can be solved by shifting it to the hierarchical superior to resolve

Solving conflict by system restructuring this can be done by

- Rotating personnel “periodical rotation of people reduces

narrow loyalties and misunderstanding.- The directors reduces the dependency of the

conflicting parties on the common resources “providing extra separate resources for each party.

48

PERFORMANCE APPRAISAL

Directing said to be a process in which managers instruct, guide and oversee the performance of the workers to achieve desired goals.

49

What is the Purpose of Performance Appraisal ?

Performance Improvement and Employee Development

Understand what work should be done

Plan how the work should be done

Assess how well the work was done

50

PERFORMANCE APPRAISAL

Performance Appraisal is the process of planning, organizing, monitoring, and appraising employees performance to ensure their meaningful contribution to the achievement of the Business Objectives.

Staff appraisal can be also described as a process whereby the manager/supervisor measures the actual contribution of each employee against the agreed objectives, documenting the review and delivering the review verbally in a face -to-face meeting.

51

Organizing

MA

NA

GE

ME

NT

HR

FU

NC

TIO

N

Planning The heart of P. Appraisal

MA

NA

GE

R

EM

PL

OY

EE

Monitoring & Giving feedbackIt is all about communication

MA

NA

GE

R

EM

PL

OY

EE

Appraisal

MA

NA

GE

R /

EM

PL

OY

EE

At the start of The PerformancePeriod

ThroughoutThe PerformancePeriod

At the end of thePerformancePeriod

Before theStart of thePerformancePeriod

52

Good appraisal techniques increase the chances of optimal achievement of business Objectives.

Areas of an employee’s performance that require improvement are identified.

Appraisal results form the basis of financial rewards, recognition, training & development and planned career development.

WHY APPRAISE PERFORMANCE

53

REWARDING PERFORMANCE

Recognize people for their annual accomplishment

54

Discuss Objectives and Responsibilities not yet accomplished and discuss the consequences.

IDENTIFY AND TREAT UNSATISFACTORY PERFORMANCE

55

HOW CAN WE ACHIEVE THIS? We have to ensure that performance is measured

against clear objectives.

Individual Objectives should be:

MUTUALLY AGREED

pecific to the job easurable ttainable esult oriented ime bound

SM

AR

T

56

HOW CAN WE ACHIEVE THIS?

We need to align the Performance Objectives to the company Objectives to ensure that the strategy is executed.

Senior Management

Project Procurment Finanace

Individual Objectives

Deprtmental Objectives

StrategicObjectives

Admin & GS HR

Cascading of Objectives

57

Performance Management is our approach to excellent

business performance and developing employees.

We are only as good as our people.

58

DISCIPLINE

A supervisor can undertake many steps to

maintain discipline in the concern by

regulating checks and measures, strictness

in orders and instructions, keeping an

account of general discipline of

organization, implementing penalties and

punishments for the indiscipline workers.

59

Finally we can say that Directing is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently.

It is the heart of management process. Planning, Organizing, Staffing have got no importance if direction function does not take place.

Directing makes an action start or begin.

CONCLUSION

60

Thanks

61

Questions

&

Discussion