Management - Directing Lecture notes

8/10/2019 Management - Directing Lecture notes

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DIRECTING 1

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Meaning andDefinitionDirecting tools and

techniquesLeadershipMotivationCommunicationSupervision

Co-ordinationMeaningTypes


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MEANING AND DEFINITION 1

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Guided, instructed , andinspired to make peoplework as per the plan.Directing is the base toachieve bettercoordination.


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DIRECTING 1

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Meaning and Definition

Directing tools andtechniques

CommunicationSupervisionMotivationLeadership



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COMMUNICATION

Communication is a basicorganisational function, which refers tothe process by which aperson (knownas sender) transmits information ormessages to another person (knownasreceiver). The purpose ofcommunication in organisations is toconvey orders,instructions, or

information so as to bring desiredchanges in the performance and ortheattitude of employees .


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Communication

Leadership

Motivation Supervision

Tools

Exchange of ideas, information, instructions, guidelines

Through Effective communication most of the problems of

management can be prevented, minimized and solved.


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Upward

Downward

Horizontal Diagonal

Verbal

Non-Verbal

Formal

Informal

Types of Communication


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Supervision Leadership

Motivation Communication

Tools

It is concerned with facilitating employees at work

Managers performs the supervisory function at all levels

It deals with observing on going work of subordinates, guiding

and instructing

To ensure that work is being performed as per the plan


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Clarifies orders and instructions issued to subordinates andensures that they have understand and follow these fully

Ensures that subordinates have the required facilities to perform

their jobs;

Keeps a watch and guides the activities of subordinates in

performing their jobs;

Broadens the horizon of his subordinates by making them aware

of the wider aspects of their day-to-day work;Coordinates the work of different subordinates under him;

Detects errors and omissions and ensures their rectification.

FUNCTIONS


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Motivation Leadership

Communication Supervision

Tools

Ability of a manager to motivate employees makes a significant

difference in managerial effectiveness.

Morale is one of the determinants of motivationMotivated employee hold high morale towards organization


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With proper motivation there can be maximum utilization ofthe factors of production like men, money, material etc.

If employees are motivated it will reduce employee turnover

and absenteeism;Motivation fosters a sense of belongingness among theemployees towards the organization and also improves theirmorale;

Motivation helps in reducing the number of complaints andgrievances. The wastage and accident rate also come down;

With proper motivational techniques management can attractcompetent and best quality employees.


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Leadership Motivation

Communication Supervision

Tools

The central tool of directing techniques.

A leader can lead, motivate, communicate and supervise employees

Effectiveness of leader determine the future of other directing techniques.

Guiding and Inspiring people towards goals


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DIRECTING 1

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Meaning and DefinitionDirecting tools andtechniques

LeadershipMotivationCommunicationSupervision



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Coordination is a set of human and structuralmechanism designed to link the parts of enterprisetogether to help to achieve the specified goal


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TYPES OF CO-ORDINATION

Internal:a)Vertical: Upward and Downward

b)Horizontal: Same level

External: Govt, Technology, competition, Market trendsetc.


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EME


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CONTROLLING 1

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MeaningTypes

Feed-forward

ConcurrentFeed-back

Process


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CONTROLLING

Controlling is the measuring and correcting of activitiesof subordinates to ensure that events conform to plans.It is employed to make things happen in accordance withthe plans and programmes, rules and procedure laiddown.

Basic objective:- To enable managers to find out errorsand defects in course of work and take corrective actions.


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PLANNING CONTROL RELATIONSHIP

Planning -------- Actions--------------Controlling

Plan directs the behavior and activities in the

organization. Control measures these behavior andactivities and suggests measures to remove deviations, ifany.

Most of the times we get information by control is usedfor planning and re planning. Thus we can also draw theabove link like this Controlling----------Actions-----------Planning


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CONTROLLING CHARACTERISTICS

Control used to Standardize performance in order toincrease efficiency, lower costs and optimize

performance.Control Devised to safeguard company assetsControls used to measure the worker performanceControls designed to measure and enhance workerattitude.

Control designed to synchronize all operational activitiesof the enterprise.


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Control can focus on events before, during,and after a process

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Feed ForwardConcurrent

Feedback


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Meaning

TypesFeed-forwardConcurrentFeed-back

Process


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FEED FORWARD CONTROL

Preliminary or preventive controls Attempt to identify and prevent deviations in thestandards before they occur.

Feed forward controls focus on human, material,and financial resources within the organization.These controls are evident in the selection andhiring of new employees.

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Feed-ForwardControl Concurrent

ControlFeedback

Control


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CONCURRENT C ONTROL

Monitor ongoing employee activity to ensure consistency with

quality standards.These controls rely on performance standards, rules, andregulations for guiding employee tasks and behaviours.ensure that work activities produce the desired results.

Example, many manufacturing operations include devices thatmeasure whether the items being produced meet quality standards.Employees monitor the measurements; if they see that standards arenot being met in some area, they make a correction themselves or leta manager know that a problem is occurring.

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Feed-ForwardControl

ConcurrentControl

FeedbackControl


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FEEDBACK C ONTROL

After Operations are completedMistake is already doneWhat is the level of achievement

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27Feed-Forward

ControlConcurrent

Control

FeedbackControl


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E X AMP L E :

a local automobile dealer can focuson activities before, during, or aftersales of new cars.

Careful inspection of new cars andcautious selection of sales employeesis to ensure high quality or profitablesales even before those sales take

place.Monitoring how salespeople act withcustomers is a control during thesales task

telephoning buyers about theirsatisfaction with sales transactionsare controls after sales haveoccurred.

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MeaningTypes

Feed-forwardConcurrentFeed-back

Process


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B ASIC CONTROL P ROCESS

Setting ObjectivesEstablishing standardsMeasuring Performance

Comparing performanceCorrecting Deviation


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CONTROL P ROCESS 1 / 8

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SpecifyingObjectives

EstablishingStandards Tangible Intangible

Measuring ActualPerformance Degree Of

Deviation Detecting

Cause Communication

cause toresponsibleperson

Comparing Actual withStandards

Correcting

Deviation


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P ROCESS OF CONTROL CONTD

Setting objectives:-Objective should be clear andspecific. General objectives like better educationmay confuse.Establishing Standards:- these are the criteria for

judging results. These standards may be quantative(monetral, time) and qualitative (name, image ,goodwill)Measuring Performance:- It is to monitor andmeasure the actual performance. It requirescollection of data that represents the actualperformance of the activity so that a comparisoncan be made.


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COMPARISON OF ACTUAL PERFORMANCE WITH STANDARDS

Involves two steps:- Extent of deviation and causesof deviation.Correcting deviations :- It is the final step.


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M ANAGEMENT C ONTROL TECHNIQUES

Two TypesTraditional andModern

Traditional Techniques1. Personal Observation2. Statistical Data(helps where we deals with

numerical data like inventory control, production-percentage , ratio, average, correlation is used )

3. Special Reports and Analysis(meant for some nonroutine cases or deviations such as huge loss-assigned to an investigating group)


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M ANAGEMENT C ONTROL TECHNIQUES

4. Operational Audit5. Budget and Budgetary ControlMODERN TECHNIQUES

1. Return on investment= Sale/Investment XProfit/Sales2. Responsibility Accounting(each person of function

is responsible for cost he is using and what costhe was using in the past )

3. Human Asset Accounting4. Management Audit (It examines companys plans,

objectives, policies , procedures etc)


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AUTHORITY

Power to make decision which guide the action ofanother.Relates to the relationship between superior andsubordinate.Sources o f au thor i ty : -

Formal au thor i ty

Ac ceptance of au thor i ty theory: - If the order ofsenior i s accepted by sub ordin a te wi thout any

hes i tat ion i t i s kno wn as zone of acceptance . As perth is theory acceptance of ord er is n ot necessary bythe sub ordin a te

Com petence theory: - depends on the leadershipqual i t ies o f a person


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P OWER

Capacity to exert influence over others.Essence of power is control over the behavior ofothers.

A managers power may be measured in terms ofthe ability to :

Give rewardsPromise rewardsThreaten to withdraw current rewardsThreaten punishmentPunish

Authority Power


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It is the legitimate right to dosomething( to decide, to command)

It originates from the highest

position holders can be institutionalor professional

Authority resides in the position One holds the authority as long as he

occupies the position

Authority may or may not berespected or accepted

Authority flows downward

It is the personal capability tocommand, It may not be legitimate.

It is personal, free from institute and

position. Power resides in the person. Power is permanent cannot be taken

back as it has not been given.

Power is always accepted andrespected

Power flows at all direction

Authority Power

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Management - Directing Lecture notes