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MEANING OF DIRECTINGIT IS ONE OF THE FUNCTIONS OF MANAGEMENTIT IS A PROCESS OF GIVING INSTRUCTIONSIT IS A PROCESS OF GUIDING THE SUBORDINATESIT IS A PROCESS OF KEEPING AN EYE ON THE WORKINGIT IS A PROCESS OF MOTIVATING THE PERSONNEL WORKING IN THE ORGANISATIONIT IS A PROCESS OF LEADING THE SUBORDINATES

IMPORTANCE OF DIRECTINGINITIATES ACTIONINTEGRATES EMPLOYEES EFFORTSMEANS OF MOTIVATIONBRINGS BALANCE IN THE ORGANISATIONFACILIATATES CHANGEINTIATES ACTION THE MAIN AIM OF DIRECTING IS TO ACTIVATE EMPLOYEE TO WORK TOWARD THE ATTAINMENT (RELISATION) OF PREDETERMIND GOALS OF THE ORGANISATION. MANAGER STIMULATE ACTION BY ISSUING INSTRUCTIONS & SUPERVISING THE SUBORDINATESINTEGRATES EMPLOYEES EFFORTSDIRECTING, INTEGRATES THE ACTIVITIES OF SUBORDINATES, BY SUPERVISION, GUIDANCE AND COUNSELLING, BECAUSE THE PERFORMANCE OF EACH INDIVIDUAL AFFECTS THE PERFORMANCE OF OTHERS.MEANS OF MOTIVATIONORGANISATIONAL OBJECTIVES CANNOT BE REALISED UNLESS PEOPLE ARE MOTIVATED TO WORK WILLINGLY AND PERFORM WELL TO THE BEST OF THEIR ABILITIES.BALANCE IN THE ORGANISATION DIRECTING HELPS TO REMOVE INDIVIDUAL AND ORGANISATIONAL CONFLICTS AND INTEGRATES INDIVIDUAL AND ORGANISATIONAL GOALS.FACILITATES CHANGE THROUGH COMMUNICATION AND LEADERSHIP DIRECTING HELPS THE ORGANISATION TO ADJUST IN A CHANGING CONDITION.ELEMENTS OF DIRECTION SUPERVISION(overseeing)

MOTIVATION(stimulating)

LEADERSHIP(influencing)

COMMUNICATION(exchanging ideas)88

FUNCTIONS OF A SUPERVISIOR (importance of supervision)1.SHEDULING:SUPERVISOR ENSURES PERFORMANCE OF WORK ACCORDING TO TARGET SET.13132. FRIEND,PHILOSOPHER AND GUIDE : SUPERVISOR IS FRIENDLY WITH ALL THE WORKERS.3. MAINTAINS GROUP UNITY : HE SORTSOUT INTERNAL DIFFERENCES AND MAINTAINS HORMONY AMONG WORKERS.4. PROVIDES ON THE JOB TRAINING:HE PROVIDES APPRENTICESHIP AND COACHING TO THE WORKERS WORKING UNDER HIM.14145. PROVIDES LEADERSHIP : HE PLAYS A KEY ROLE IN INFLUENCING THE WORKERS IN THE ORGANISATION.

6. GIVES FEEDBACK : A GOOD SUPERVISOR ANALYSES THE WORK PERFORMED AND SUGGESTS WAYS AND MEANS OF DEVELOPING SKILLS.15157.PROVIDES ON THE JOB TRAINING TO WORKERS.8. INFLUENCES THE WORKERS AND BUILDS UP MORALE AMONG WORKERS. MANAGEMENT SUPERVISORS WORKERSCONVEYS MANAGEMENT IDEAS TO WORKERSCONVEYS WORKERS PROBLEMS TO MANAGEMENT7. ACTS AS A LINK BETWEEN MANAGEMENT AND WORKERSFeatures of motivationAn internal feeling Urge, drives, desires, aspirations, needs etc. which are internal influence human behaviour. Eg. Urge for possessing motor bike, for comfortable house, for reputation.182. Produces goal directed behaviour.Promotion may improve the performance.If the employee is interested in promotion, it helps to produce a behaviour to improve the performance193. Can be either positive or negativePositive rewards like increase in pay, promotion and recognition.Negative means like punishment, stopping increments, threatening.20Features of motivation4. Complex process as individuals are heterogeneous in their expectations, perceptions and reactions.Any type of motivation may not have uniform effect on all members.

21Motivation Process22ELEMENTS OF DIRECTINGMOTIVATIONMEANING: MOTIVATION MEANS INDUCEMENT TO ACT.IN BUSINESS: MOTIVATION MEANS THE PROCESS OFMAKING SUBORDINATES TO ACT IN A DESIRED MANNER TO ACHIEVE ORGANISATIONAL GOALS.MOTIVATION MEANS A PROCESS OF STIMULATING PEOPLE TO ACTION TO ACCOMPLISH DESIRED GOALS.IMPORTANCE OF MOTIVATIONPUTS HUMAN RESOURCES INTO ACTIONIMPROVES EFFICIENCYCREATES SUPPORTIVE WORK ENVIRONMENTREDUCTION IN RESISTANCE TO CHANGEREDUCTION IN EMPLOYEES TURNOVER.PUTS HUMAN RESOURCES INTO ACTIONMOTIVATION BUILDS THE WILL TO WORK ALONG EMPLOYEES AND ENABLES THE MANAGEMENT TO SECURE THE BEST POSSIBLE UTILISATION OF ALL RESOURCES.IMPROVE EFFICIENCYLEVEL OF PERFORMANCE DEPENDS NOT ONLY ON INDIVIDUAL ABILITIES BUT ALSO ON THEIR WILLINGNESS TO ACHIEVE A HIGHER LEVEL OF PERFORMANCE & MOTIVATION INFUSES WILLINGNESS TO WORK.CREATES SUPPORTIVE WORK ENVIRONMENTMOTIVATION HELPS THE EMPLOYEES TO KEEP THEIR SATISFACTION LEVEL HIGH. A SATISFIED EMPLOYEE WILL CO-OPERAT E THE OTHER EMPLOYEES.REDUCTION IN RESISTANCE TO CHANGE

MOTIVATED EMLOYEES KNOW THAT SUCH CHANGES WILL BRING IN ADDITIONAL REWARD FOR THEM TOO SO THEY BECOME READY TO ACCEPT THE CHANGES.REDUCTION IN EMPLOYEES TURNOVER.

GENERALLY IN AN ORGANISATION THE EMPLOYEES TURNOVER IS HIGH DUE TO BAD WORKING CONDITION, POOR RELATIONS WITH SUPERIOR, INADEQUATE REWARD OR REMUNERATION ETC. ALL THESE DEFICIENCIES ARE TAKEN CARE OF BY MOTIVATION.Why Motivation is so Important

helps to improve performance levels of employees as well as the organisationhelps to change negative or indifferent attitudes of employee to positive attitudes helps to reduce employee turnover and thereby saves the cost of new recruitment and training.helps to reduce absenteeism in the organisationhelps managers to introduce changes smoothly without much resistance from people.

HOW TO MOTIVATE PEPOLESince motivation is highly complex, many researchers have studied about motivation from several dimensions and developed some theories. These theories help to develop understanding about motivation phenomenon. Among these, Maslows Need Hierarchy Theory is considered fundamental to understanding of motivation. Let us examine it in detail.Maslows Need Hierarchy Theory of Motivation His theory was based on human needs. He felt that within every human being, there exists a hierarchy of five needs. These are:

Assumptions of Maslows theory 34Basic physiological needsThese needs are most basic in the hierarchy and corresponds to primary needs. Hunger ,thirst , shelter , sleep etc. are some examples of basic needs .

shelterFood (hunger)

Safety/Security needs:-These needs provide security and protection from physical and emotional harm .Job , security ,stability of income ,pension plans etc. are some examples of safety needs.

Income

Affiliation/belongingness needs:-These needs refer to affection ,sense of belongingness , acceptance and friendship.

Knowing the societies

Esteem needs:-These includefactors such as self-respect, autonomy status , recognition and attention.

Self actualisation needs:-It is the highest level of need in the hierarchy. It refers to the drive to become what one is capable of becoming. These needs include growth, self-fulfillment and achievement of goals.

ORGANISATIONAL EXAMPLEBASIC SALARY

PENSION PLAN

CORDIAL RELATIONS WITH COLLEAGUES

JOB TITTLE

ACHIEVEMENTOF GOALS

Maslows Need Hierarchy

LEADERSHIPIT IS A PROCESS BY WHICH AN EXECUTIVE IMAGINATIVELY DIRECTS, GUIDES AND INFLUENCES THE WORK OF OTHERS IN ATTAINING SPECIFIED GOALS OF THE ORGANISATION.IMPORTANCE OF LEADERSHIPHELPS IN GUIDING & INSPIRING EMPLOYEES.SECURES COOPERATION.CREATES CONFIDENCE.IMPROVES PRODUCTIVITY.IMPROVES JOB SATISFACTION.

HELPS IN GUIDING AND INSPIRING EMPLOYEESA LEADER CREATES & URGE IN THE EMPLOYEE FOR HIGHER PERFORMANCE. A LEADER DIRECTS THE POTENTIAL ABILITIES OF EMPLOYEES TOWARDS THE ACCOMPLISHMENT OF GOALS.

SECURES COOPERATION.

AS LEADERS, MANAGERS PERSUADE EMPLOYEES TO WORK ENTHUSIASTICALLY AND WITH CONFIDENCE. HE CONVINCES THE SUBORDINATES ABOUT THE SPECIFIED GOALS AND PERSUADES EMPLOYEES TO WORK DILIGENTLY AND ACHIEVE GOALS.CREATES CONFIDENCE.SOMETIMES, INDIVIDUALS FAIL TO RECOGNISE THEIR QUALITIES & CAPABILITIES. THE LEADER CREATES CONFIDENCE AMONG THEM BECAUSE OF HIS INSIGHT, UNDERSTANDING AND ABILITY TO HANDLE SITUATION.IMPROVES PRODUCTIVITY.EFFICIENCY OF PERFORMANCE DEPENDS ON MOTIVATION, CONFIDENCE AND COOPERATION OF EMPLOYEE. LEADERSHIP SECURES THESE ELEMENTS AT WORK PLACE.IMPROVES JOB SATISFACTION.APART FROM THE PHYSICAL CONDITIONS AT WORK PLACE, JOB SATISFACTION OF EMPLOYEES DEPENDS ON THE BEHAVIOUR OF MANAGER TOWARDS SUBORDINATES. GUIDANCE AND SUPPORT BY LEADER IMPROVE JOB SATISFACTIONLETS WATCH SOME GREAT LEADERS OF THE WORLDM. S. DHONIOne of the most successful captains the Indian Cricket Team has ever seen.

BILL GATESThe chairman of Microsoft, Gates is one of the best-known entrepreneurs of the personal computer revolution. He is consistently ranked among the world's wealthiest people

SENDERRECEIVERFeedbackreceiversenderAll messages do not reach the receiver due to distortionSenderReceiverFeedbackDistortionBARRIERS OF COMMUNICATIONSEMANTIC BARRIERSPSYCHOLOGICAL BARRIERSORGANISATIONAL BARRIERSPERSONAL BARRIERS

SEMANTIC BARRIERS

BADLY EXPRESSED MESSAGESYMBOLS WITH DIFFERENT MEANINGSFAULTY TRANSLATIONSUNCLARIFIED ASSUMPTIONSTECHNICAL JARGONBODY LANGUAGE AND GESTURE DECODING

PSYCHOLOGICAL BARRIERSPREMATURE EVALUATIONLACK OF ATTENTIONLOSS BY TRANSMISSION AND POOR RETENTIONDISTRUST

ORGANISATIONAL BARRIERSORGANISATIONAL POLICYRULES AND REGULATIONSSTATUS DIFFERNCESCOMPLEX ORGANISATIONORGANISATIONAL FACILITIES

PERSONAL BARRIERSLACK OF CONFIDENCE OF SUPERIOR IN HIS SUBORDINATESLACK OF INCENTIVESFEAR OF AUTHORITY

SAURABH JAITLYPGT COMMERCE