DIRECTING

Meaning of Direction
Direction is a vital managerial function performed by every manager. Whenever decision is taken, it
should be converted into action with proper implementation. Otherwise, it is of no use. Directing is the
most difficult and complex function of management. Also, directing is one of the functions of
management that uses organizational resources to achieve specific goals (these goals being the goals the
organization wants to achieve)
Characteristics of directing
Directing Initiates action
All other functions of management: planning, organizing, staffing provides a setting for action and
directing is the function which initiates or starts the action. By giving directions or instructions the
mangers get the work started in the organization.
Directing is a continuous process
A manager cannot just stop or rest after giving instructions or orders. He has to continuously guide,
supervise and motivate his subordinates or employees. He must also continuously make steps to ensure
that the action, orders, instructions required are done properly.
Directing takes place at every level
Directing is performed by all managers at all levels and in all locations. Every manager has to supervise,
guide, motivate and communicate with his employees to get things done.
Directing flows from top to bottom
Directions are given by managers to their employees or subordinates. Directing starts from top level and
flows to lower lever.
Directing is related to human factor
Directing improves interpersonal and intergroup relationship. It motivates employees to work with their
best ability.
Directing has four elements: Communication, Leadership, Supervision and Motivation.
Communication is an exchange of facts, ideas, opinions or emotions by two or more persons.
Communication, I think, is known to us all.
Communication has 5 elements and these are:
The sender who is the one who creates and transmits the message by means of his voice or body
The receiver who is the one, who receives, analyzes, understands and interprets the message.

The message - the element transmitted in communication (consists of idea, opinion, information, feeling,
emotion, attitude or skill)
The channel is the pathway through which the message travels to reach its destination.
And the feedback - return process in communication in which receivers give verbal and non- verbal
signals to show whether the message is understood or not. Feedback may be positive or negative.
The sender sends the message and then the receiver decodes the message and then gives his feedback.
LEADERSHIP
A leader is a person who guides and directs other people. Leading is an art and science in get your people
to follow you on places that they might not go on their own. Good leaders are able to get extraordinary
performance out of their organization. A manager should have ll the characteristics of a good leader to
motivate his people towards achieving the organization goal.
Leadership styles
Autocratic leaders -make decisions without consulting their team members even if their suggestions
would be useful. This would be appropriate when you need to make decisions quickly and when theres
no need for team input and when team agreement is not necessary for a successful outcome based on
situational approach.
Democratic leaders they make the final decisions but they include team members in the decision
making process. People are often highly engaged in projects and decisions. As a result, team members
tend to have high job satisfactions and high productivity.
Laissez-faire leaders they give their team members a lot of freedom in how they do their work and
how they set their deadlines.
IMPORTANCE OF EADERSHIP
Initiates action A leader is someone who starts the work by communicating orders and plans to his
subordinates and thats when the work actually starts.
Provides guidance A leader does not only supervise his subordinates but also guides them throughout
the way. Guidance here means instructing his subordinates on how to perform their work effectively and
efficiently.
Builds work environment The manager should have personal connection with his employees and
should listen to their concerns (regarding their work environment) and he should try to solve them. He
should treat ensure that his employees are comfortable, secured and safe in their working environment.
He should also treat his employees well.
Motivation A leader motivates his employees with economic and non-economic reward/ incentives. He
should also serve as a model for his employees.

MOTIVATION - The work a manager performs to inspire, encourage, and impel people to take required
action. Motivation is getting someone to do what needs to be done in order to make the organization
successful. Motivation involves understanding why people do or do not do the things you need them to
do. Motivating an employee is to create and a desire on the part of the employee to better his
performance. Motivation concern itself with will to work. It is a behavioral concept in which managers
will try to understand why people behave as they do. Performance of an employee depends on two
factors: ability to work and willingness to work.
SUPERVISION
Managers play the role of supervisors and ensure that the work is done as per the instructions and the
plans. Supervisors clarify all instructions and guides employees to work as a team in cooperation with
others. Every manager in the organization supervises his subordinates.
A supervisor clarifies orders and instructions given to his subordinates and ensures that they understand
and followed them well. He also ensures that his subordinates have all the required tools and equipment
(facilities) needed to perform their jobs. A supervisor also detects errors and omissions and ensures their
correction.
The importance of supervision can be understood from the multiple roles played by the supervisor
As a guide, supervisor maintains day-to-day contact and maintains friendly relations with his
subordinates.
As a mediator, a supervisor conveys management ideas to his subordinates and his subordinates
problems to the management.
As a planner, a supervisor plans the daily work schedules and divides the work among his subordinates.
As a trainer, a supervisor provides on the job training to the workers and employees as and when
necessary.
As a leader, a supervisor influences workers in an organization to perform their best. He also gives
feedback to the workers after analyzing the work performed by them.
CONTROLLING- is the process of monitoring organizational performance towards the attainment of
organizational goals. The task of controlling involves establishing objectives and standards at the time of
planning, measuring actual performance, comparing this with the established objectives and standards and
taking necessary action when any deviation is found.
Controlling is a goal-oriented function as it ensures that the resources of an organization are being used
effectively and efficiently for the achievement of predetermined goals. Controlling sees to it that the right
things happen in the right ways and at the right time. A good controlling system comes to the rescue of a
manager and helps the organization in different ways.

IMPORTANCE OF CONTROLLING

1. Helps in accomplishing organizational goals a manager keeps his team on the right
track to achieve organizational goals.
2. Enables management judging accuracy of standards an efficient controlling system
helps a manager to verify the accuracy of the standards set. He can also review and revise
the standard as per the changes taking place in and out of the organization through an
efficient controlling system.
3. Facilitates efficient use of resources Through an efficient controlling system, a
manger can ensure that resources are used in the most effective and efficient manner.
4. Helps improving employee motivation a good controlling system motivates
employees and helps them to perform better. The controlling function tells employees
about the work he expected to do as well as the standards of performance on the basis of
wage theyve been appraised.
5. Creates atmosphere of order and discipline an efficient controlling system helps
minimize dishonest behavior on the part of the employees by keeping a close check on
their day to day activities.
6. Facilitates coordination in action the controlling function also facilitates coordination
in an organization. Ach department and employee in an organization are governed by
predetermined standards that are well coordinated with one another to attain
organizational goals.
CONTROLLING PROCESS

1. Establishment of standards
The control process begins with establishment of performance standards or objectives
Standards are the plans or targets which have to be achieved in the course of business function. These are
the criterions for judging the actual performance. Standards can be classified into two:

Measurable standards are those standards which can be measured and expressed in
numbers or in terms of money.
Non-measurable standards are those standards which cannot be measured monetarily
or in numbers.
e.g. performance of a manager, workers attitudes towards an organization and others.
It is important to have flexible standards so that it can be modified with the change in the internal and
external business environment

2. Measurement of Actual Performance

After setting the standards, the second step is to measure the actual performance of individuals, groups or
units. The measurement of measurable (tangible) standards are easy as it can be expressed in units, cost,
money terms and such while the measurement of non-measurable (qualitative) standards becomes
difficult when the performance of an individual has to be measured.
The measurement can be done through: Personal observation, written or oral reports by or about
employees, automatic methods, inspections, test or samples.

3. Comparison of Actual Performance with Standards

The comparison of actual performance with pre-determined standards is an important step in control
process. Such comparison will reveal the deviation between actual and desired results.
For example:
Juan is a manager in ABC Corporation which produces shoes. That company plans to sell 17,000 shoes
per month but Juan discovered that his production team could produce only 10,000 shoes in a month.
Here, the deviation is in terms of production.

4. Analyzing Deviations
After determining deviations, a manager has to find out the extent of deviation as well as the cause of
deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or
negative or if the actual performance is in conformity with the planned performance.
In my example, the deviation is in terms of production and is negative.
Even under best circumstances the deviations from performance standards are inevitable, therefore, the
managers have to exercise management by exception.
A manager needs to find out the critical and important deviations for his business.
He may ignore minor deviations but should look upon major deviations like replacement of machinery,
appointment of workers, quality of raw material, tare of profits and such consciously.
After identifying the deviation, a manager has to think about various causes behind the deviation. The
causes may be- wrong planning, unrealistic standards, defective process, inadequacy of resources,
ineffective supervision and communication, etc.

5. Taking Corrective Actions

Lastly, once the causes and extent of deviations are known, a manager needs to take remedial measures
for them. If a manager finds that actual performance is not in conformity with plans even after taking the
corrective measures, he then needs to revise the targets.