Unit 4

Unit 4
UNIT IV DIRECTING
Importance of Directing function- Role of Supervisor- Functions of Supervisor-
Leader Vs
Manager- Managing people- Communication in Organisation -hurdles in
communication- Types
of Communication.
MEANING :
Directing means giving proper guidance to all
people appointed at various posts in the
organization so that they can successfully perform
their work for which they have been appointed.
• Directing is the interpersonal aspect of managing

by which the subordinates are led to understand
and contribute effectively and efficiently to the
attainment of enterprise’s objectives.
-Koontz and O’Donnel

Features :
• Directing Initiates Action
• Directing takes place at every level
• Directing flows From Top to Bottom
• Performance Oriented
• Human Element
IMPORTANCE OF DIRECTING
• Helps in completing the given task properly and as per
schedule.
• It provides the necessary motivation to subordinates to
complete the work satisfactorily.
• It helps in maintaining discipline and rewarding those
who do well.
• Directing involves supervision, which is essential to make
sure that work is performed according to the orders and
instructions.
• It helps to integrate the various activities and so also the
individual goals with organisational goals.
• Directing involves leadership that helps in creating
appropriate work environment and build up team spirit.
PRINCIPLES OF DIRECTING
Principle of Maximum individual contribution
Principle of Harmony of Objectives
Principle of Unity of Command
Principle of Appropriateness of Direction Technique
Principle of Managerial Communication
Principle of Use of Informal Organisation
Principle of Leadership
Principle of Follow Through

ELEMENTS OF DIRECTION
1. SUPERVISION
2. LEADERSHIP
3. MOTIVATION
4. COORDINATION
5. COMMUNICATION & UNDERSTANDING

DIFFERENCE B\W DIRECTING &SUPERVISION
• Direction (wide) • Supervision (narrow)

*It include motivation, *It is only one of the
communication, supervision, elements of direction.
training & leadership. * It is restricted to the
*Direction is generally at top lower level management.
level.
*Generally, direction is related to *He has to deal, guide and
supervision which is the lead workers directly
intermediate link b\w the under his commands.
workers and management *Supervision at lower level
*Direction being at the top level, only for implementation.
formulates polices and takes *It cannot provide
important decision. incentives but if can only
*Financial & non financial recommend rewards in
incentives.
special case.
*Leads the efforts of
medium and lower Level *Efforts of employee under
executives. his commands.
A supervisor has to:
1. Help his/her workers to develop their innate
qualities to improve their performance
2. Help his/her subordinates to adjust to their job

requirements and to develop
3. Make the workers loyal towards their organization
4. Provide expertise, skills, knowledge and

experience to make workers learn without fear and
hesitation
5. Encourage free communication

6. Develop employee potential to an extent where
they need no supervision
7. Maintain discipline
8. Divide responsibilities and duties to his/her

subordinates rationally and scientifically
9. Listen and look into the grievance of his/her

subordinates
10. Delegate authority and win their confidence.

TECHNIQUES OF DIRECTING
1. Democratic or Consultative Technique
Before taking a decision the executive consults his subordinates and
get their opinion. This develops a sense of responsibility among
subordinates.
2. Autocratic Technique
The executive wields enormous powers under this technique. His acts
are dictatorial and he seldom shares the views of his subordinates.
3. Free-Rein Technique
Supervisors give team members freedom to complete tasks, make
decisions or solve problems without interfering, unless the employees
request it.
Features:
Democratic/Participative
• Group members are encouraged to share ideas and opinions, even
though the leader retains the final say over decisions.
• Members of the group feel more engaged in the process.
• Creativity is encouraged and rewarded.
Benefits:
1. Democratic leaders receive a more diverse set of ideas and
concepts.
2. It enhances job satisfaction.
3. It encourages honesty amongst workers.
4. This leadership style connects people to their work.
5. It enhances team knowledge.
6. It encourages more substantial commitment levels.
7. This style promotes the free flow of ideas.
Autocratic Technique
Features:
• Little or no input from group members
• Leaders make the decisions
• Group leaders dictate all the work methods and processes
• Group members are rarely trusted with decisions or important
tasks
Demerits:
• Viewed as bossy, controlling, and dictatorial, which can lead to
resentment among group members.
• Group may dislike that they are unable to contribute ideas
• Lack of feedback from group members
• Lack of initiative from group members
Free-Rein Technique
Features:
Hands-off management style
Freedom in decision-making
Tools and resources offered from leaders
Employees are qualified and experienced
Benefits:
• Empowerment
• Innovation and Creativity
• Faster Decision Making
• Accountability
• Self Discipline and Control
• Prepares for higher opportunities
• Better Morale and Satisfaction
• Good relationship between superior and subordinate
Roles of the Supervisor
• Coach :A good supervisor places a high
priority on coaching employees. Good
coaching involves working with employees
to establish suitable goals, action plans and
time lines.
• Mentor: Usually the supervisor
understands the organization and the
employee's profession better than the
employee. Consequently, the supervisor is
in a unique position to give ongoing advice
to the employee about job and career.
• Advocate for Organization: Often, the supervisor
is the first person to tell employees about new
policies and programs from management. It's not
uncommon that employees are confused or
frustrated by these new actions, and need further
clarification and support from supervisors.
• Advocate for Employee

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.
Leaders Vs Managers
• Leadership is the process of motivating

other people to act in particular ways in
order to achieve specific goals.
• Leadership is a willingness to accept
responsibility, an ability to develop three
major skills (elicit the cooperation of
others, listen well, place the needs of
others above your own needs) that can
be acquired through practice.
Organisation Communication
“Organizational communication is the process by
which activities of an organization are collected and
coordinated to reach the goals of both individuals and the
organization”
Sender / Encoder
Sender / Encoder is a person who sends the message
Encoding – Encoding is the process where the information

gets transferred into a form to be sent and decoded by
the receiver.
Message: Message is a key idea that the sender wants to

communicate.
• Channel – Channels are the way the messages are conveyed. These
channels include verbal such as telephone, and face-to-face
conversations as well as non-verbal such as e-mail and text
messaging.
• Decoding – Decoding is on the receiving end of communication. This

stage is just as important as encoding.
• Receiver - Receiver is a person for whom the message is intended or

aimed.
• Feedback – It permits the sender to analyze the efficacy of the

message. It helps the sender in confirming the correct interpretation
of message by the decoder.
Types of Communication
Communication in organization can be
studied under
• Channel or Network – 1)Formal and 2)
Informal.
• Direction of Message 1) Downward (2)

Upward 3) Horizontal 4)Diagonal
• Method of Expression :1)Oral 2)Written

• Formal Communication – It refers to the official
communication which takes place following the
chain of command in the organization.
• Informal Communication- Communication
between individuals and groups which are not
officially recognised.
• Downward Communication - is the flow of
information and messages from a higher level
inside an organization to a lower one.
• Upward Communication- is the process of
information flowing from the lower levels of a
hierarchy to the upper levels.
• Horizontal Communication - Horizontal
communication refers to the flow of messages across
functional areas on the same level of an organization.
Effective use of horizontal communication in the
workplace can enhance productivity by making
information sharing, problem solving, collaboration,
and conflict resolution more efficient.
• Diagonal Communication - Cross-functional
communication between employees at different levels
of the organizational hierarchy is described as
diagonal communication. Diagonal communication is
increasingly common in larger organizations with
matrix or project-based structures.
• Oral Communication – It describes any type of
interaction that makes use of spoken words,
and it is a vital, integral part of the business
world
• Written Communication – It involves any type

of message that makes use of
the written word. Some of the written
communications that are used internally for
business operations include: Memos, Reports,
Bulletins, Employee manuals, Emails.
Physical Barriers
Physical barriers in the workplace include:
* marked out territories, empires and fiefdoms
into which strangers are not allowed
* closed office doors, barrier screens, and separate
areas for people of different status
* large working areas or working in one unit that is
physically separate from others.
Perceptual Barriers
The problem with communicating with others is that
we all see the world differently.
Emotional Barriers.
One of the chief barriers to open and free communications
is the emotional barrier. It is comprised mainly of fear,
mistrust and suspicion.
Language Barriers
Language that describes what we want to say in our terms
may present barriers to others who are not familiar with
our expressions, buzz-words and jargon.
Cultural Barriers
Whether in a university or the workplace, it is common to
face barriers or challenges to effective cross-
cultural communication. Language and behavior, like
body language, can cause confusion between two people
from different places or cultures.

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• Directing is the interpersonal aspect of managing

-Koontz and O’Donnel

• Directing takes place at every level

• Directing flows From Top to Bottom

Principle of Harmony of Objectives

Principle of Unity of Command

Principle of Appropriateness of Direction Technique

Principle of Managerial Communication

Principle of Use of Informal Organisation

Principle of Follow Through

5. COMMUNICATION & UNDERSTANDING

• Direction (wide) • Supervision (narrow)

2. Help his/her subordinates to adjust to their job

3. Make the workers loyal towards their organization

4. Provide expertise, skills, knowledge and

5. Encourage free communication

8. Divide responsibilities and duties to his/her

9. Listen and look into the grievance of his/her

10. Delegate authority and win their confidence.

• Advocate for Employee

• Leadership is the process of motivating

Encoding – Encoding is the process where the information

Message: Message is a key idea that the sender wants to

• Decoding – Decoding is on the receiving end of communication. This

• Receiver - Receiver is a person for whom the message is intended or

• Feedback – It permits the sender to analyze the efficacy of the

• Direction of Message 1) Downward (2)

• Method of Expression :1)Oral 2)Written

• Written Communication – It involves any type

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