DIRECTIN

G
LEADING

DIRECTING
It

is the fourth universal

function of management
and
refers
to
the
process of motivation,
communication
and
leadership.

DIRECTING
It deals with the relationship of
managers and non managers.
Planning, Organizing, Staffing
and Controlling could be done
effectively, but it must be
supported by an understanding
of peoples behavior by good
communication and ability to
lead.

LEADING VS MANAGING

Are

you
a
manager or a
leader? Which is
better?

LEADING VS
MANAGING
Managing
Leading
Command others Inspire others
Task Focused Vision focused
Provides directionProvides context
High control
Low control
Trust self
Trust others

MOTIVATION
THE

STORY OF THE
CARROT AND THE
STICK

REWARD AND
PUNISHMENT

WHAT IS MOTIVATION?
It

comes from the Latin

word movere which
means to move.
Aim,
desire, impulse,
intention, objective and
purpose.

Needs or
Goals

Drives or
Motives

Achievement

THEORIES OF
MOTIVATION
Traditional

theory
Hierarchy theory
Preference expectancy
theory
Achievement power
affiliation theory
Motivation maintenance
theory

TRADITIONAL THEORY
The

traditional theory of
motivation evolved from the
work of Frederick Taylor and
the management movement
that took place at the turn of
this century. Taylors ideas
were based on his belief that
existing reward systems were
not
designed
to
reward
individuals
for
high

TRADITIONAL THEORY
He

felt that when highly productive

people discover that they are being
compensated basically the same as
less productive people, then the
output of highly productive people
will decrease. He designed a
system whereby an employee was
compensated
according
to
individual production.

TRADITIONAL THEORY
The

traditional theory
of motivation is based
on
the
assumption
that money is the
primary
motivator.
Financial reward is
great
enough,

THE HIERARCHY OF NEEDS

One

of the most important

theories
of
motivation
postulated by Abraham
Maslow. He stated that
human needs in the form
of a hierarchy should be
satisfied in order, from the
lowest to the highest
needs.

THE HIERARCHY OF NEEDS

5th
level
4th
level
3rd
level

2nd
level
1st
level

Self actualization
needs
Self esteem
needs
Love and belongingness
needs
Security needs
Physiological
needs

The physiological needs = the needs of

the human body that must be satisfied in
order to sustain life.
These needs includes food, sleep, water,
exercise, clothing, shelter, and so forth.
Safety needs = concerned with the
protection against danger, threat or
deprivation.
Social needs = need for love, affection,
belongingness.

Esteem needs = self

ego
Self actualization = self
esteem
= need of people
to reach

ACHIEVEMENT POWER
AFFILIATION THEORY
Developed

by

David

McClelland.
These theory holds that all
people have three needs:
1. need to achieve
2. need for power
3. need for affiliation

Need for achievement = is a desire

to do something better or more
efficiently than it has been done
before.
Need for power = concern for
influencing people to be strong and
influential.
Need for affiliation = a need o be
liked, to establish or maintain
friendly relations with others.

MOTIVATION MAINTENANCE
THEORY
Proposed

by

Frederick
Bernard
Barbara

Herzberg,
Mausner
and
Syndeman.
It was also referred to by
several names: motivation
maintenance theory, dual
factor theory or motivation

MOTIVATION MAINTENANCE
THEORY
Initially,

the development of the

theory
involved
extensive
interviews with approximately 200
engineers and accountants from
eleven industries in the Pittsburg
Area. The purpose of this work was
summarized as follows:
To industry, the payoff for study
of job attitudes would be increased
productivity, decreased absenteeism
and smoother working relations.

MOTIVATION MAINTENANCE
THEORY
In

the interview, researchers used

what is called critical incident
method.
This
involve
asking
subjects to recall work situations in
which they had experienced periods
of high and low motivation. They
were asked to recount specific
details about the situation and the
effect of the experience over time.
It was found through analysis of the
interviewees
statements
that
different factors were associated

MOTIVATION MAINTENANCE
THEORY
The

findings fell into two major

categories. Those factors that were
most
frequently
mentioned
in
association with a favorably viewed
incident concerned the work itself.
These factors were achievement,
recognition,
responsibility,
advancement
and
the
characteristics of the job. But when
subjects felt negatively oriented
toward a work incident, they were
more likely to mention factors

MOTIVATION MAINTENANCE
THEORY

These

includes status, interpersonal relations

with supervisors, peers, and subordinates;
technical aspects of supervision, company
policy and administration; job security, work
conditions, salary and aspects of their
personal life that were affected by the work
situation.

The latter set of factors were called hygiene

or maintenance factors
because the
researchers felt that they were preventive in
nature. In other words, they do not produce
motivation but can prevent motivation from
occuring.

THEORY X & THEORY Y

Douglas

McGregor categorizes the

assumption upon which traditional
organizations are based into theory
X and the assumptions consisted
with the modern organization and
current research literature into
theory Y.
Theory X views human beings as
inherently lazy and hence motivated
by force. The individual must be
threatened with punishment in
order to make him increase his

THEORY X & THEORY Y

Theory Y contends that external
force or punishment is not the
best
way
of
motivating
individuals because they are
capable
of
exercising
self
direction and self control.

BARNARD SIMON THEORY OR

EQUILIBRIUM
This theory states that the
inducements provided by the
organization must kept in
equilibrium
with
the
contributions made by the
employees.
In other words, equal wages
must be paid for equal work.

PREFERENCE EXPECTANCY
THEORY
Proposed

by Victor Vrooms
Motivation
is
equal
to
the
summation
of
valence
times
expectancy
M = E Valence x Expectancy
Expectancy = is the probability that
a specific action will be followed by
a particular first level outcome. A
subjective probability ranging from
0 to 1 can be assigned to this.

PREFERENCE EXPECTANCY
THEORY

Valence = is measured by
asking
employees
to
rank
important individual goals and
instrumentality by using a
rating scale that determines
the
strength
of
perceived
relationship between the first
and the second level outcome.

REINFORCEMENT
THEORY
B.

F Skinners theory of motivation

Components of Motivated Behavior
1. Stimulus = the environmental
setting in which behavior occurs
(performance)
2. Response = the behavior itself
3. Reinforcement = the reward
given for good performance only.

LEADERSHIP
Is

an important aspect of managing

The ability to lead effectively is one
of the keys to be an effective
manager.
It is the art and science of influencing
people so that they willingly move
toward the achievement of the group
goals.
Guide, conduct, direct, proceed.
Process of influencing the activities
of members of a group in performing

TYPES OF
LEADERSHIP
1.
2.
3.
4.

Dictatorial leader
Autocratic leader
Democratic leader
laissez-faire leader

DICTATORIAL LEADER
Accomplishes

tasks through
fear
of
penalties,
and
maintains a highly critical
and negative attitude in
relations with subordinates.
As a boss, such a person
expects
subordinates
to
perform well or be subject
to
punishment
or

AUTOCRATIC LEADER
Assumes

a paternalistic role
which forces subordinates to
rely on the leader for their
satisfaction. If this type of
leadership
is
to
be
successful, the leader must
be an exceptionally strong
and wise individual who, by
force
of
personality,

DEMOCRATIC LEADER
Depends

not only on their

own
capabilities
but
encourage consultation of
subordinates.
Subordinates are invited
to participate in planning,
decision-making
and
organizing.

LAISSEZ-FAIRE LEADER
Depends

completely
on subordinates to
establish their own
goals and to make
their own decision.

POWER, AUTHORITY
AND LEADERSHIP
POWER = is the ability to command or apply
force. It is necessarily accompanied by authority.
Through power, people can be influenced by
someone to do something that they would not
otherwise do.
Authority = the power or right entrusted to make
the work possible.

COMMUNICATION
It

is a two way process

between SENDER and
RECEIVER

Sender = speaker/encoder
= passes or deliver the
message
Receiver = listener/decoder
= receive or decode the

COMMUNICATION
The

transfer of information
that is meaningfully to those
involved
The
transmittal
of
understanding.
Interchange of thoughts or
information.
Mutual understanding

TYPES OF
COMMUNICATION
formal/downward
communication
Informal/upward
communication
Lateral communication

FORMAL/DOWNWARD
COMMUNICATION
PLANT MANAGER

FOREMAN

WORKERS

INFORMAL/UPWARD
COMMUNICATION
PLANT MANAGER

FOREMAN

WORKERS

LATERAL
COMMUNICATION

WORKERS

WORKERS

WAYS TO
COMMUNICATE
Informal

talk or grapevine.
Telephone calls
Interoffice news
Letters
Reports
Conferences/conventions
Meetings
Bulletin boards notices
Exhibits and displays
Visual aids

BARRIERS TO
COMMUNICATION
Distance = the physical distance between
the supervisor and his subordinates results in
less face-to-face communication.
2. Distortion = this occurs when an individual
fails to distinguish actual data from his own
views, feelings, emotions. Etc.
misinterpretation
3. Semantics = this deals with the language
aspect of communication.
words which have multiple meanings
Charge is an example
1.

BARRIERS TO
COMMUNICATION
4. Lack of Levelling = this refers to various
differences in the levels od supervisors and
subordinates. For instance, there is a big
difference in the level of knowledge and expertise
of a supervisor and subordinates.
5. Lack of trust
6, Inaccessibility
7. Lack of clear responsibilities
8. Personal Incompatibility
9. Refusal to listen
10. Failure to use proper media

BARRIERS TO
COMMUNICATION
11. Communication Gap
12. Lack of Direction