human resource management unit 14

7/30/2019 Human Resource Management UNIT 14

1/9

UNIT 14

Directing People at work

Meaning

Directing is the process of guiding people in their work and ensuring that they do

it in the nest possible manner. It generally involves the following activities:

(i) Assigning duties(ii) Explaining the methodology of work(iii) Issuing orders and instructions(iv) Monitoring performance; and(v) Correcting deviations

Definitions of Directing

Directing the telling people what to do and seeing that they do it to the best of

their abilityE. Dale.

Direction is a complex function that includes all those activities, which are

designed to encourage a subordinate to work effectively and efficientlyKonntz and

ODonnell.

Directing concerns the total manner in which a manager influences the

subordinates. It is the final action of a manager in getting others to act after all

preparations have been completed Masside.

Directing consists of the processes and techniques utilised in issuing instruction

and making certain that operations are carried on as originally planned Haimann.

Directing deals with the steps a manager takes to get subordinates and others to

carry out plans Newman and Warren.

Directing may not be seen as a separate function of management. It can beidentified with all other functions of management, namely, planning, organising, staffing,

co-ordinating and controlling.

Characteristics of Directing


2/9

The features or characteristics of directing are as follows:

1. It concerns the human factors in organisation Directing has relevance only for thehuman factor in the organisation. Employees alone can be directed and notmaterials and machines. Although computers and robots can accept command and

carry out tasks, the organisation needs the human factor to activate these. The

manager can only question the employees and not the machines. The human

factor alone has the capacity to understand the situation and act.

2. Inseparable from other functions Directing is associated with planning,organising, staffing, co-ordinating and controlling. A person who prepares plans,

for example, gets directions from his superior. We must remember here thatplanning is done at all levels of management. A foreman, who prepares a plan for

the workers placed under him, gets directions from the works manager. In the

same manner, directing is vital for delegation, training and so on.

3. Preformed at all levels Superiors at all levels directions to their subordinates. Themarketing manager, for example, issues directions to the marketing officers and

each of the marketing officers issues directions to the salesmen placed under him.

4. Determines performance The extent of performance depends much on the extentof direction. Directing translates plans into results. In the absence of direction the

human factor in the organisation becomes inactive and as a result the physical

factors may remain idle.

5. Result oriented Directing ensures that subordinates work as per the plan in orderto achieve the desired results. It is, therefore, result oriented.

6. It follows hierarchy Subordinate at every level is directed by his immediatesuperior. For example, the production manage directs the foreman and the

foreman directs the worker. Directing, thus, follows the hierarchy.

7. It is a continuous process As lone as there is planning, organisation, staffing, co-ordinating and controlling there will be direction. A manager has to supervise,

communicate his orders, motivate and guide his subordinates continuously.


3/9

Importance of Directing

The importance of directing may be stated as follows:

1. Activates human factor Directing is essential to get things done by theemployees. Employees always await orders ad instructions from their superiors.

The moment such orders are issued, they swing into action. In other words, in the

absence of direction, the human factor will remain passive in any work place.

2. Improves communication relationships Directing helps to improvecommunication relationships between the superior and his subordinates. For the

purpose of issuing orders and instructions, the manager may meet his

subordinates directly or indirectly. If the subordinates need any clarification, theydo ask their superior.

3. Provides guidance One of the main aims of directing is to guide the subordinatestaff in their work. This helps them to understand and perform their job better.

4.Motivates employees Direction further aims at motivating the employees. Givingorders and instructions alone may not be adequate to get things done by the staff.

The employees needs to be persuaded and motivated constantly to perform well.

Motivation may be done by offering financial and non-financial incentives. Even a

word of praise may motivate a subordinate. Sometimes, the subordinates may be

firmly dealt with in order to protest the interests of the organisation.

5. Ensures effective control Supervision is an integral part of direction. Themanager, while supervising the work of subordinates, will be able to know whether

they are sincere and committed. Action can be taken against a subordinate

showing indifference. The manager will also be able to help any employee who

needs his assistance. Thus, direction helps to have effective control the staff.

6. Promotes efficiency Direction helps the manager to get the best out of everysubordinate. It further ensures that the other organisational resources, namely,

machines, materials and money are put to optimum use and thereby promotes

overall efficiency.


4/9

7. Improves human relations Direction involves identifying the capacities, qualitiesand weakness of subordinates. Provision of incentives for those who perform well

and guidance for those who need help and assistance will certainly improve

human relations in the work place.8. Helps to adapt to changes Normally workers resist any kind of change in their

work methods or pattern. Direction enables the managers to make the workers

accept changes without resistance. The managers may explain the need for certain

changes in the work methods in the interest of both the organisation and the

individual.

9. Ensures growth and stability The manager, through direction, is able to motivate,lead and guide his subordinates. This certainly helps to achieve uninterrupted

growth. Once the required level of growth is achieved, directing helps to maintain

it at that level.

Principles of Directing

The following are the important principles of directing:

1. Reconciliation of personal and organisational goals In the work place oftenthere is a conflict between the goal of an employee and that of the organisation.

The employee may be thinking about his personal needs always and may be

indifferent to the organisational needs. The manger therefore has the

responsibility to direct the employees efforts for the betterment of the

organisation.

2. Individual contribution to objective This principle says that each individualshould contribute to his fullest capacity to the objective of the organisation. For

this, the managers must induce their subordinates so that they put in their best.

3. Unity of command According to this principle, a subordinate should get ordersand instructions from one superior only and is accountable to him alone. If two

superiors command a subordinate he would know whose orders he should carry

out. Dual subordination will only result in confusion.


5/9

4. Direct Supervision This principle says that all commands, orders, directions orguidance to the subordinates should be made directly. There should be no

intermediaries between the superior and the subordinate.

5. Efficiency According to this principle, directing must contribute to greaterefficiency. It must not be a costly affair.

6. Suitable Techniques The manager must use appropriate techniques of direction.The techniques used must be suitable mot only for the manager but for the

subordinate as well.

7. Use of informal organisation To improve the effectiveness of direction, themanagement must make proper use of informal organisation. Personal

relationships between the managers and their subordinates can make directionmore effective.

8. Effective communication The success of direction depends much on theeffectiveness of the communication system. The manager has to convey his order

and instructions to his subordinates. The subordinates must report to their

manager at regular intervals on the tasks completed by them. Effective system of

communication, thus, becomes essential for direction to be fruitful.

9.

Comprehension

As per this principle the message communicated should beclear, informative and should possess substance. The receiver should be able to

understand the meaning clearly. Lack of clarity defeats the very purpose of

communication.

10. Information According to this principle, any information that is useful must beexchanged throughout the organisation. Withholding or suppression of

information makes communication ineffective.

11.

Effective leadership The success of direction depends to a greater extent on theleadership qualities of the manager. The manager must set a good example for

the subordinates. He must not shirk his duties. He must be able to plan and

execute his tasks properly. Only then he will be able to guide his men effectively.


6/9

Techniques of Direction

Managers use several techniques to direct their subordinates in order to get things

done. These are:

(i) Delegation(ii) Supervision(iii) Communication(iv) Motivation and(v) Leadership

Let us discuss each briefly here.

Delegation

Delegation is the process of assigning work to subordinates and giving them the

authority to carry out the same. Authority is the official right of a person to act. It can be

delegated, i.e., transferred. The manager, who has authority to do things, transfer some of

his right to his subordinates to enable them to perform the work entrusted. A

subordinate may use the authority to draw cash, buy the materials and tools he wants

engage the men necessary to complete the task.

The subordinate, to whom authority has been delegated, becomes responsible to

the superior for the work done. Thus, while authority flows downward, responsibility

always flows upward.

Delegation of authority has been discussed in detail in a preceding Chapter.

Supervision

Supervision is the process of overseeing the subordinate at work. It enables the

manager to meet his subordinates personally and ascertain the progress work. If the

subordinates have any work related problems, they can tell their superior about it and the

latter may be able to provide a remedy.


7/9

Supervision is undertaken at all levels of management. The top management

supervises the work of the middle-level managers, i.e., the heads of the different

departments. The middle-level managers supervision the work of the supervisory staff,

e.g., foremen, superintendents, etc. The supervisory staff, in turn, supervises the work of

the operating workers.

Communication

Communication is the process of conveying messages by one person to another.

The orders and instructions of the superior are communicated to his subordinates. Such

communication is known as downward communication. Communication by the

subordinates to their superior is known as upward communication. Subordinates prepare

reports periodically on the work done by them and send the same to their superior for his

approval.

Orders

Often, the superior has to issue a number of orders to his subordinates. Orders

eliminate confusion and make things definite. Through orders the superior requires his

subordinates to do or not do certain things. Orders, to be effective, must be clear-cut.

An order must take into account the capabilities of the individual on whom it is

served. The individual concerned must also have access to the resources necessary to

carry out the task assigned. Further the order must seek he co-operation of the

subordinates in carrying out the task and not thrust or impose any work on them.

Types of Orders

Orders may be of the following types:

(i) Oral Order It is verbally transmitted. It saves time. Such an order can beeffective only if there is permanent superior subordinate relationship

between the persons concerned.


8/9

(ii) Written Order Such an order is necessary when the subordinate is doing hiswork in a different place altogether and also when the task to be carried out is

very important.

(iii) General Order Such an order necessary is necessary if the subordinate iscapable of doing his work independently and requires only broad guidelines.

(iv) Specific Order It indicates every specific activity to be undertaken by asubordinate.

Motivation

Issuing orders and insulations alone may not help to accomplish any task

effectively. It is the duty of the manager to encourage healthy competition among the

subordinates. For example, every salesman has certain targets to attain. But a salesmenwho has attained or exceeded his targets needs encouragement. If all the subordinated

are treated alike irrespective of their performance, those who have performed really well

may begin to lose interest interests in work.

Motivation is the process of inducing the employees to perform well. It may be

positive as well as negative. Positive motivation takes place when an employee who has

performed well is suitably rewarded. The reward may either be tangible or intangible.

Tangible reward takes the form of commission, mementoes, merit certificates, etc.Intangible reward may be in the form of greater decision-making authority. Even a word

of appreciation by the superior may motivate a subordinate.

Leadership

Leadership is the ability of a manager to induce his subordinates to perform well.

A leader must be able to guide his followers properly. He must be a capable man himself.

Only then he can expect such a quality in his followers. To be a successful leader the

manager must have certain qualities. He must be honest and sincere and committed to

his work. He should have good communication skills. He must be able to plan and

execute his work effectively.


9/9

The manager must have a good sense of judgement. He must know the strengths

and weaknesses of his subordinates and assign work based on their potentials. He should

also motivate them suitably so that they put in their best.

Chapter 15, 16, 17 and 18 have been devoted for a detailed discussion on

Supervision, Communication, Motivation and Leadership respectively.

human resource management unit 14

Documents