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L 12. DIRECTING – PRINCIPLES, TECHNIQUES AND SUPERVISION

Direction
Direction represents one of the essential functions of management because it deals with
human relations. Direction is the managerial function of guiding, motivating, leading, and
supervising the subordinates to accomplish desired object. It is a connecting and activating link
between various functions of management. It is a process around which all perfor -
mance revolves.
Direction is defined as the process of instructing, counseling, guiding,
motivating and leading the human factor to achieve organizational goals effectively.

Principles of Directing

1. Maximum Individual Contribution

One of the main principles of directing is 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.

2. 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 retain its major share, whereas, the
employees may perceive that they should get a major share as a bonus as they have worked really
hard for it.

Here, directing has an important role to play in establishing harmony and coordination between the
objectives of both the parties.

3. Unity of Command

This principle states that a subordinate should receive instructions from only one superior at a time.
If he receives instructions from more than one superiors 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.
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4. Appropriate Direction Technique

Among the principles of directing, this one states that appropriate direction techniques should be
used to supervise, lead, communicate and motivate the employees based on their needs, capabilities,
attitudes and other situational variables.

5. Managerial Communication

According to this principle, it should be seen that the instructions are clearly conveyed to the
employees and it should be ensured that they have understood the same meaning as was intended to
be communicated.

6. Use of Informal Organization

Within every formal organization, there exists an informal group or organization. The manager
should identify those groups and use them to communicate information. There should be a free flow
of information among the seniors and the subordinates as an effective exchange of information are
really important for the growth of an organization.

7. Leadership

Managers should possess a good leadership quality to influence the subordinates and make them
work according to their wish. It is one of the important principles of directing.

8. Follow Through

As per this principle, managers are required to monitor the extent to which the policies, procedures,
and instructions are followed by the subordinates. If there is any problem in implementation, then
the suitable modifications can be made.

Techniques of Direction

There are three techniques of direction followed by the management.

1. Consultative Direction:

The supervisor or superior has consultation with his subordinates before issuing a direction. The
consultation is made to find out the feasibility, enforceability and nature of problem. It does not
mean that the superior is not capable of acting independently. Ultimately, the superior has the
right to take any decision and give the directions.
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The co-operation of subordinates is necessary for successful implementation of any direction.

Better motivation is available to the subordinates under this direction technique. The supervisor
could instill high morale into the subordinates.

2. Free-Rein Direction:

The subordinate is encouraged to solve the problem independently under this direction
technique. The superior assigns the task generally. The subordinates should take initiative to
solve the problem. Only highly educated, efficient and sincere sub-ordinates are required to
apply these direction techniques.

3. Autocratic Direction:

This direction is just opposite to free-rein direction technique. Here, the supervisor commands
his subordinates and has close supervision. The supervisor gives clear and precise orders to his
sub-ordinates and act accordingly. There is no way left to the sub-ordinates to show their
initiatives.

4. Supervision:

Supervision is the process of overseeing the subordinates at work. Supervisor gives a

precise, detailed and clear cut instruction to subordinates. The quality of supervision depends on
the strength of the subordinates working under him. The lesser the strength of subordinates, the
more effective is supervision arid vice versa

Supervision is undertaken across the levels of management. Besides, supervisor should

possess certain qualities to exercise effective supervision. Similarly, there are certain factors like
skill, leadership, position, group cohesiveness, cordiality or relations, etc., that enable the
supervisor to exercise effective supervision.

5. Motivation:

Merely issuing orders and instructions may not help to accomplish any task effectively.
Motivation is the process of stimulating such forces like desires, wishes and wants that impel
human beings to achieve the desired action. Motivation may be monetary and non-monetary. The
impact of non-monetary motivation is supposed to last longer than monetary motivation.

Motivation is also classified into positive and negative motivation. While positive
motivation is to be reinforced, the negative motivation should be applied as a last resort. The
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type of motivation varies according to nature of industry. Without motivation, the energy,
efficiency and morale of the employees cannot be sustained.

6. Leadership:

Leadership is defined to be the ability of a manager to influence his subordinates to

accomplish the goals. A leader is supposed to possess certain qualities to exercise effective
leadership. A leader does many functions like formulation of objectives, representing the
undertaking, initiating action, influencing followers, etc.

There are different styles of leadership practised by leaders. Of course all the types yield
effect. But the type of leadership style to be adopted depends on the nature of subordinates and
the context. Besides, leadership should have intelligence, good communication skill, initiative,
flexibilities, etc.

7. Communication:

Communication enables a group to think together, see together and act together. It
becomes indispensable for passing on decisions to those engaged in executing them. Where
communication is not understandable to the receiver, direction becomes ineffectual. Face to face
communication and feedback system is essential for smooth operation of business. There are
certain principles like clarity, preciseness, concreteness etc., to be followed for effective
communication.

The flow of communication is in all directions in any organization. They are vertical,
horizontal, lateral and diagonal flow of communication. There may arise certain barriers to the
flow of communication. Organizations have to take effort to de-clog the blockage in the
communication process so as to ease the flow of communication. Besides channels of
communication, verbal, written and gestural communications are used to convey the information
to those intended. Without communication, nothing can be achieved in the organization.

8. Delegation:

Delegation is the process of entrusting a part of work to be done by a superior to his

subordinate. Without delegation, an organization cannot grow even an inch. In the absence of
delegation, superior is overloaded with excessive work. Besides, specialization concept warrants
delegation. It helps the executive to utilize their productive time optimally. The subordinate to
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whom the authority is delegated is responsible to the delegator. In the same vein, the delegator is
ultimately responsible for the work executed by the delegatee.

9. Orders:

Orders are directives issued by superiors to subordinates directing the latter to act in a
certain manner.

The order should be:

i. Reasonable and enforceable over subordinates.

ii. Clearly defined and understandable.

iii. Complete in all respects.

iv. Win acceptance and cooperation of subordinates.

v. Preferably in written form.

vi. Appropriately toned.

vii. Time line prescribed.

Orders may be oral, written, generic, specific, procedural or operational.

10. Orientation:

a. Orientation of New Employees:

All new hires should be given orientation about their rights, duties, responsibilities,
superior-subordinate, relationship, profile of the organization, organization structure,
performance evaluation, career opportunities, fundamental rules put in place in the organization,
etc.

b. Continuing Orientation:

Wherever goals are revised, new technique is absorbed; new machinery is put in place,
and newer development unfolds in a particular area of specialization; existing employees are to
be enlightened thereabout through training, bulletins, news wheels, staff meetings, updates,
committee meetings, conferences, etc.
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SUPERVISION

Supervision is a widely misunderstood term. Many people believe it applies only to

people who oversee the productivity and development of entry-level workers. That’s not true.

The term “supervisor” typically refers to one’s immediate superior in the workplace, that
is, the person whom you report directly to in the organization. For example, a middle manager’s
supervisor typically would be a top manager. A first-line manager’s supervisor would be a
middle manager. A worker’s supervisor typically would be a first-line manager.

Supervisors typically are responsible for their direct reports’ progress and productivity in
the organization. Supervision often includes conducting basic management skills (decision
making, problem solving, planning, delegation and meeting management), organizing teams,
noticing the need for and designing new job roles in the group, hiring new employees, training
new employees, employee performance management (setting goals, observing and giving
feedback, addressing performance issues, firing employees, etc.) and ensuring conformance to
personnel policies and other internal regulations. Supervisors typically have strong working
knowledge of the activities in their group, e.g., how to develop their product, carry out their
service, etc.

Supervision is a workplace activity in which a manager oversees the activities and

responsibilities of employees he manages. It is an important job function for managers at all
levels throughout your company. Coaching, training and employee development are among the
common responsibilities assumed by a supervisor.

Typical Roles in Supervision

The job of a supervisor is a very dynamic one, depending on the culture of the
organization, complexity of the department's goals, access to sufficient resources and expertise of
the people in the department, and especially on the supervisor's ability to successfully delegate to
their direct reports. A supervisor might play different roles even in the same day.

Advocate

The supervisor is often responsible to represent the employee's requests and to management,
along with also representing the employee's case for deserving a reward. For example, if an
employee deserves a promotion, the supervisor often must justify the case for promotion to the
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supervisor's supervisor, as well. If the employee has a rather unique personal situation that
warrants special consideration by the rest of management, the supervisor must explain this
situation and how it can be handled. The supervisor is also responsible to advocate for upper
management when it wants all employees to understand and embrace a major management
decision. It's not unusual for employees to sometimes see the supervisor as part of "management"
while at other times seeing the supervisor as a personal friend.

Boss

There are many different names for leaders in organizations and how they are viewed. However,
the most conventional term and the most widely understood is that of boss. The supervisor is
deemed to be the boss when people in the department are ultimately looking for direction and
guidance in their jobs. The ways that a supervisor carries out that role can vary from strong
direction, advice and deadlines to consensus-based decisions, thoughtful questioning and
adaptive deadlines.

Coach

The term coach has taken on an entirely new meaning with the recent growth of the field of
personal and professional coaching. Coaches in that field are experts at supporting others to
bring out and apply their own wisdom. Often, they pose thoughtful questions to help that happen.
Still, supervisors might guide their employees to increased performance and satisfaction in a
variety of ways ranging from useful advice and feedback to thoughtful questions and support.
Facilitator

The job of a facilitator is to support a group of people to clarify their desired results and achieve
their results by working with each other. The nature of how facilitators do their job ranges from
rather directive advice (especially when the group is getting started) to thoughtful questions,
paraphrasing and summarizing. Thus, with an established team, a facilitator works much like a
coach.
Mentor

A mentor is a person who helps another (a mentee) to develop in their job and career. The
mentor may have officially accepted that role, for example, as part of an overall mentoring
program, or informally accepted the role based on a mutual relationship. The mentee sees
themselves as being able to count on the mentor for help. The mentor might use a variety of
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methods to help the mentee ranging from advice and materials to thoughtful questions and
guidelines.
Trainer

The supervisor is often the first person who is considered when a new employee needs to learn
the job or when an employee is struggling to improve performance in the job. Employees also
often turn to the supervisor to ask about personnel policies. Progressive employees might ask
about the organization's culture. The supervisor is responsible to ensure that training occurs, and
might do the training themselves or arrange it through a subject matter expert. Training could be
done in a variety of ways ranging from ongoing on-the-job advice to participating in a formal,
systematic training program.