Module 5

Directing

Donna May Estimada, MBA, SPBE

Chapter Objectives
At the end of the discussion the following objectives will be
accomplished:

1. Know what is directing;

2. Identify the purpose and function of directing;
3. Apply the managerial functions of directing; and
4. Know the different approaches in directing
subordinates.

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What is directing?

❖ Directing is the process that people would most relate to managing.

❖ It is supervising, or leading workers to accomplish the goals of the organization.

❖ Directing is the final action of a manager in getting others to effect all preparations
toward completion.

❖ Directing is the process of influencing people’s behavior through motivation,

communication, group dynamics, leadership and discipline.

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How to Effectively Carry Out the Managerial Function of
Directing
1.It includes issuing orders that are clear, complete and within the capabilities of
subordinates to accomplish.

2.It suggests an incessant training activity in which subordinates are given instructions
to enable them to carry out the particular assignment in the existing situation.

3.It involves the motivation of workers to meet the expectations of the manager.

4.It consists of maintaining discipline and rewarding those who perform well.

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How good are the results that you get from your subordinates?

1.Output or production

2.Quality and Workmanship

3.Costs and budget control

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What is Motivation?

Motivation results from the existence of a persons needs and the fulfillment of those
needs.

A need is an unfulfilled physiological or psychological desire of an individual.

Physiological need include such basics as food, water sleep, air, satisfactory
temperature, protection from the elements by clothing and shelter.

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Some of the Well Known Theories of Human Motivation

1.Maslow’s Hierarchy of Needs

A.Physiological Needs
Physiological needs are the most basic of all human need for biological
maintenance; food, water and physical well-being.
B.Safety Needs
People also want to feel safe from harm.
These have to do with the stability and consistency in a chaotic world.
C.Social Belonging or Love Needs
Once people have satisfied their physiological and safety needs, they seek to
satisfy their needs for acceptance, affection, and the feeling of belonging.

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Some of the Well Known Theories of Human Motivation

1.Maslow’s Hierarchy of Needs

D.Esteem Needs
People who value themselves have highly developed feelings of
confidence, worth, strength, capability, and adequacy.
Lack of self-esteem produces feelings of inferiority , inadequacy, weakness,
and helplessness.

Two Types of Esteem Needs:

1. Self-Esteem which results from competence or mastery of a task.
2. There’s the attention and recognition that comes from others.

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Some of the Well Known Theories of Human Motivation

E.Self-Actualization Needs

1. What satisfies higher order needs?

a. Self-Actualization needs
b. Esteem Needs

2. What satisfies lower order needs?

a. Social needs
b. Safety needs
c. Physiological needs

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Some of the Well Known Theories of Human Motivation

2.J. Herzberg’s Motivator/Hygiene Approach

❖ Herzberg classified needs into two factors:
o Satisfaction and Psychological growth was a factor of motivation factors.
o Dissatisfaction was a result of hygiene factors.
1.Hygiene factors – are needed to ensure an employee does not become dissatisfied. They do not
lead to higher levels of motivation, but without them there is dissatisfaction.
a. Working conditions
b. Quality Supervision
c. Salary
d. Status
e. Security
f. Company
g. Job
h. Company Policies and Administration
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i. Interpersonal relations
Some of the Well Known Theories of Human Motivation

2.Motivation Factors – are needed in order to motivate an employee into higher

performance. These factors result from internal generators in employees.
a.Achievement
b.Recognition for Achievement
c.Responsibility for Task
d.Interest in the job
e.Advancement to higher level tasks
f.Growth
Herzberg suggests that often work can and should be arranged in the following ways:
Job Enlargement
Job Rotation
Job Enlargement
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Some of the Well Known Theories of Human Motivation

3. McClelland Needs-based Motivation Model

In the late 1940’s David McClelland identified three needs that are vital to his
approach to motivation. These needs are found t varying degrees in all workers and
managers, and this mix of motivational needs characterized a person’s or manager’s
style and behavior, both in terms of being motivated and in the management and
motivation others.

a.The need for achievement (n-ach)

b.The need for authority and power (n-pow)
c.The need for affiliation ( n-affil)

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Some of the Well Known Theories of Human Motivation

3. McClelland Needs-based Motivation Model

a.The need for achievement (n-ach)
The n-ach person is ‘achievement motivated’ and therefore seeks achievement, attainment,
of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as
to achievement and progress, and a need for a sense of accomplishment.
b.The need for authority and power (n-pow)
The n- pow person is ‘authority motivated’. This driver produces a need to be influential,
effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is
also motivation an need towards increasing personal status and prestige.
c.The need for affiliation ( n-affil)
The n-affil person is ‘affiliation motivated’, and has a need for friendly relationships and is
motivated towards interaction with other people. The affiliations driver produces motivation and need
to be liked and held in popular regard. These people are team players.

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Some of the Well Known Theories of Human Motivation

4.Expectancy Theory of Victor Vroom

❖Deals with motivation and management.

❖Vrooms theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and minimize pain.

❖Vroom realized that an employee’s performance is based on individual’s factors such

as personality, skills, knowledge, experience and abilities.

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Some of the Well Known Theories of Human Motivation

5.M. Harold Leavitt

Harold Levitt, an author and management expert who advocated a more

democratic approach to organizational decision-making but who also concluded that
people in large groups work best through a chain of command.

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What is Communication?

Communication is the ability to communicate with all people with whom leader
comes in regular contact; the ability to communicate continuously; the ability to use
language which those on the receiving end will be able to understand and respond
to.

Communication transfers information and enhances understanding among

individuals and groups.

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Channels of Communication

1.Informal communication channels – It grows out the social interactions among

people wh work together.
ELEMENTS OF COMMUNICATION
a.The medium s associated with the carrier of the message, which may be personal
communication though face-to-face interaction, telephone call, or a letter.
b.The message in personal communication is most critical because it is influenced
by culture and directness. Communication to be successful usually must be direct.
c.The speaker must be clear, effective, and culturally sensitive to the individual’s
needs. An adequate vocabulary and clear expression are priorities for success.
d.The listener must devote full attention to the speaker. It is imperative to provide
the speaker with.

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Channels of Communication

ELEMENTS OF COMMUNICATION

e.Feedback is a reaction to the conversation as an indication of attentiveness

includes clarification of misunderstood statements.

f.Interference occurs when a listener fails to hear the message because of external
(noise) or internal (something else on mind) interference.

g.The context is related to the time, place, and situation in which the conversation
occurs. The effectiveness of a communication may be related to the receptiveness
of and lack of interference for the participant.

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Channels of Communication

COMMUNICATION TECHNIQUES
a.Effective Speaking
To ensure communicative clarity, formulate your thoughts before speaking
and be aware of the verbal and nonverbal feedback from your listener. Avoid “ you”
messages, as they can be insulting and negative on the part of the listener. You can
give information about yourself and have a chance to share personal information.
Always give constructive feedback by giving constructive criticism.
b.Effective Listening
An effective listener is as actively involved in the conversation as the
speaker. Since the speaker’s nonverbal communication reveals more than the
actual words, the listener must be alert t posture, gestures, facial expressions, eye
movement, and the tone and inflection of the speaker’s voice. The listener always
accepts criticism, and listens carefully to the individual’s point of view.
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Channels of Communication

COMMUNICATION TECHNIQUES

c.Feedback
It is an important aspect in communication that can reinforce some behavior
and extinguish others. Feedback can also be an important source of information
about you.

d.Alert to Nonverbal Signals

Effective communication requires that one is alert to the many nonverbal
cues expressed by listeners. These include posture, gestures, facial expression,
tone and inflection of words, personal dress, and personal space. It reflects the
individual’s personality and culture.
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Channels of Communication

BARRIERS TO COMMUNICATION
a.Physical barriers

❖Physical barriers can prevent effective communication. Deafness or hearing loss,

impaired vision, or speech disabilities can affect the way messages are sent or
received.

❖People with hearing loss have difficulty receiving spoken messages. To improve
communication, it is essential for the person with hearing loss to use hearing aids
and be sure that such aids are functioning properly.

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Channels of Communication

BARRIERS TO COMMUNICATION
a.Physical barriers
❖If a person is visually impaired , they may hear the words and receive and
receive the verbal part of the message, but be unable to receive the critical
nonverbal message. Be certain to announce your presence, touch as appropriate
and explain sounds or noises to the person with visual impairment. Remember
they can still hear and you don’t have to shout to communicate with the blind.

❖Individuals with aphasia or speech impairments may not only have difficulty with
spoken words; they may also have difficulty wit written communication. The
person may know not be able to pronounce the words, or be unable to pronounce
the words clearly.

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Channels of Communication

BARRIERS TO COMMUNICATION
b.Psychological barriers
Like attitudes, prejudices and personality can get in the way of effective
communication. Judging others based on appearance, lifestyle or socioeconomic
status are psychological barriers to communication.

c.Cultural barriers
Like values, beliefs, customs and attitudes shared by a group of
people…Communication styles between cultures can interfere with communication.
In some cultures, direct eye contact is not acceptable, people of some cultures
stand very close when communicating, and while others want t be at least an arms
distance.

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Channels of Communication

BARRIERS TO COMMUNICATION
d.Attitudes and Behaviors

Communication may fail because of attitudes or behaviors of both the

sender and receiver. Sometimes communications can lead to defensive responses
such as avoidance, or be perceived as criticism or an attempt to control the other
person. Giving your opinion may tell the other person that you are judging his r her
values. Silences have meaning. Silence may mean acceptance, fear or the need for
time to think. Changing the subject is sometimes done when the topic becomes
uncomfortable.

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POWER AND INFLUENCE IN ORGANIZATION

❖ Power has been defined as the potential to influence the actions of another
person I the direction desired by the influencer.

❖ The capacity to influence, or power, that a person in the organization has is

determined by many factors, the formal authority of his position being only one of
these.

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POWER AND INFLUENCE IN ORGANIZATION

CLASSIFICATION OF POWERS:
1.Legitimate Power
❖ This power comes by virtue of a person’s occupying a position in an
organization.

2. Expert Power
❖This is capacity to influence which arises from expert knowledge that the
influencer has.

3.Referent Power
❖This is power that comes by virtue of some personal characteristics (charisma) of
the person which others identify with.
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POWER AND INFLUENCE IN ORGANIZATION

CLASSIFICATION OF POWERS:
4.Reward Power
❖ This is power that comes by virtue of a person’s ability to give or withhold
resources which are valued by others.
5.Punishment Power
❖ Closely related to Reward Power, this is power which comes from the capacity
to deprive a person of something of value.
6.Relationship Power
❖ This is power which comes from a system of informal personal obligations
which as been built up between people.

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Enjoy Learning