Directing — Notes

Directing is the management function of instructing, guiding, motivating, leading and communicating with people so that they work towards organisational goals. Its four elements are supervision, motivation, leadership and communication.

Characteristics: it initiates action; it takes place at every level; it is a continuous process; it flows from top to bottom.

Importance: it starts action, integrates the efforts of many people, brings out their potential, helps people accept change, and gives stability and balance to the organisation.

1. Maximum individual contribution: techniques should draw out each person's full potential.
2. Harmony of objectives: personal and organisational goals should support each other.
3. Unity of command: each subordinate gets orders from one superior only.
4. Appropriateness of direction technique: the method must suit the people and the situation.
5. Managerial communication: orders must be clear and understood.
6. Use of informal organisation: work with informal groups, not against them.
7. Leadership: influence people without weakening their goodwill.
8. Follow through: check how instructions are carried out and help where needed.

Supervision is overseeing subordinates at work and guiding them so that work is done as planned. The supervisor is at the operational level, in daily contact with workers.

Role and importance of the supervisor

• Explains plans and instructions to workers.
• Guides and trains workers on the job.
• Maintains friendly relations and unity in the work group.
• Motivates workers and keeps up discipline.
• Passes workers' problems and ideas to management (the link between the two).
• Checks that work meets the expected quantity and quality.

Motive: an inner urge. Motivation: the process of stirring people to act towards goals. Motivator: a tool used to motivate.

Features: an internal feeling; produces goal-directed behaviour; can be positive or negative; a complex process because people differ.

Process: unsatisfied need → tension → drive → search behaviour → need satisfied → tension reduced.

Importance: improves performance, changes negative attitudes, reduces turnover and absenteeism, and helps introduce change smoothly.

Maslow's hierarchy (lowest to highest): physiological, safety or security, affiliation or belonging, esteem, self-actualisation. Assumptions: behaviour depends on needs; needs are in an order; a satisfied need no longer motivates; a person moves up when the lower need is reasonably met.

Financial incentives (money or money value): pay and allowances; productivity-linked wage incentives; bonus; profit sharing; co-partnership or stock options; retirement benefits such as provident fund, pension and gratuity; perquisites such as a car, housing or medical aid.

Non-financial incentives: status; organisational climate; career advancement opportunity; job enrichment; employee recognition programmes; job security; employee participation; employee empowerment.

Financial incentives mainly meet lower needs; non-financial incentives mainly meet higher needs, so a balanced package uses both.

Leadership is the process of influencing people to work willingly towards group goals.

Importance: influences behaviour; builds relationships with followers; helps introduce change; handles conflict; trains successors.

Qualities of a good leader: physical fitness, knowledge, integrity, initiative, communication skill, motivation skill, self-confidence, decisiveness and social skills.

Styles

• Autocratic: the leader decides alone and expects obedience; suits emergencies and unskilled groups.
• Democratic or participative: the leader consults the group before deciding; builds commitment.
• Laissez-faire or free-rein: the group decides; suits skilled, self-driven experts.

Communication is the exchange of facts, ideas, opinions or feelings to create common understanding.

Elements: sender, message, encoding, media, decoding, receiver, feedback, noise.

Formal communication follows the official chain (networks: single chain, wheel, circular, free flow, inverted V). Informal communication (grapevine) moves through social links; it is fast but may carry rumours.

Barriers: semantic (language, jargon, translation); psychological or emotional (distrust, inattention, premature judgement); organisational (levels, rigid rules, status); personal (fear of challenge to authority, lack of confidence in subordinates, no incentive to communicate).

Improving communication: clarify ideas; communicate to the receiver's needs; consult others; mind tone and language; listen; ensure feedback; follow up.