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8/10/2019 Management - Directing Lecture notes
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DIRECTING 1
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Meaning andDefinitionDirecting tools and
techniquesLeadershipMotivationCommunicationSupervision
Co-ordinationMeaningTypes
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MEANING AND DEFINITION 1
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Guided, instructed , andinspired to make peoplework as per the plan.Directing is the base toachieve bettercoordination.
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DIRECTING 1
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Meaning and Definition
Directing tools andtechniques
CommunicationSupervisionMotivationLeadership
Co-ordinationMeaningTypes
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COMMUNICATION
Communication is a basicorganisational function, which refers tothe process by which aperson (knownas sender) transmits information ormessages to another person (knownasreceiver). The purpose ofcommunication in organisations is toconvey orders,instructions, or
information so as to bring desiredchanges in the performance and ortheattitude of employees .
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Communication
Leadership
Motivation Supervision
Tools
Exchange of ideas, information, instructions, guidelines
Through Effective communication most of the problems of
management can be prevented, minimized and solved.
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Upward
Downward
Horizontal Diagonal
Verbal
Non-Verbal
Formal
Informal
Types of Communication
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Supervision Leadership
Motivation Communication
Tools
It is concerned with facilitating employees at work
Managers performs the supervisory function at all levels
It deals with observing on going work of subordinates, guiding
and instructing
To ensure that work is being performed as per the plan
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Clarifies orders and instructions issued to subordinates andensures that they have understand and follow these fully
Ensures that subordinates have the required facilities to perform
their jobs;
Keeps a watch and guides the activities of subordinates in
performing their jobs;
Broadens the horizon of his subordinates by making them aware
of the wider aspects of their day-to-day work;Coordinates the work of different subordinates under him;
Detects errors and omissions and ensures their rectification.
FUNCTIONS
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Motivation Leadership
Communication Supervision
Tools
Ability of a manager to motivate employees makes a significant
difference in managerial effectiveness.
Morale is one of the determinants of motivationMotivated employee hold high morale towards organization
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With proper motivation there can be maximum utilization ofthe factors of production like men, money, material etc.
If employees are motivated it will reduce employee turnover
and absenteeism;Motivation fosters a sense of belongingness among theemployees towards the organization and also improves theirmorale;
Motivation helps in reducing the number of complaints andgrievances. The wastage and accident rate also come down;
With proper motivational techniques management can attractcompetent and best quality employees.
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Leadership Motivation
Communication Supervision
Tools
The central tool of directing techniques.
A leader can lead, motivate, communicate and supervise employees
Effectiveness of leader determine the future of other directing techniques.
Guiding and Inspiring people towards goals
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DIRECTING 1
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Meaning and DefinitionDirecting tools andtechniques
LeadershipMotivationCommunicationSupervision
Co-ordinationMeaningTypes
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Coordination is a set of human and structuralmechanism designed to link the parts of enterprisetogether to help to achieve the specified goal
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TYPES OF CO-ORDINATION
Internal:a)Vertical: Upward and Downward
b)Horizontal: Same level
External: Govt, Technology, competition, Market trendsetc.
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EME
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CONTROLLING 1
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MeaningTypes
Feed-forward
ConcurrentFeed-back
Process
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CONTROLLING
Controlling is the measuring and correcting of activitiesof subordinates to ensure that events conform to plans.It is employed to make things happen in accordance withthe plans and programmes, rules and procedure laiddown.
Basic objective:- To enable managers to find out errorsand defects in course of work and take corrective actions.
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PLANNING CONTROL RELATIONSHIP
Planning -------- Actions--------------Controlling
Plan directs the behavior and activities in the
organization. Control measures these behavior andactivities and suggests measures to remove deviations, ifany.
Most of the times we get information by control is usedfor planning and re planning. Thus we can also draw theabove link like this Controlling----------Actions-----------Planning
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CONTROLLING CHARACTERISTICS
Control used to Standardize performance in order toincrease efficiency, lower costs and optimize
performance.Control Devised to safeguard company assetsControls used to measure the worker performanceControls designed to measure and enhance workerattitude.
Control designed to synchronize all operational activitiesof the enterprise.
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Control can focus on events before, during,and after a process
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Feed ForwardConcurrent
Feedback
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Meaning
TypesFeed-forwardConcurrentFeed-back
Process
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FEED FORWARD CONTROL
Preliminary or preventive controls Attempt to identify and prevent deviations in thestandards before they occur.
Feed forward controls focus on human, material,and financial resources within the organization.These controls are evident in the selection andhiring of new employees.
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Feed-ForwardControl Concurrent
ControlFeedback
Control
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CONCURRENT C ONTROL
Monitor ongoing employee activity to ensure consistency with
quality standards.These controls rely on performance standards, rules, andregulations for guiding employee tasks and behaviours.ensure that work activities produce the desired results.
Example, many manufacturing operations include devices thatmeasure whether the items being produced meet quality standards.Employees monitor the measurements; if they see that standards arenot being met in some area, they make a correction themselves or leta manager know that a problem is occurring.
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Feed-ForwardControl
ConcurrentControl
FeedbackControl
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FEEDBACK C ONTROL
After Operations are completedMistake is already doneWhat is the level of achievement
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ControlConcurrent
Control
FeedbackControl
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E X AMP L E :
a local automobile dealer can focuson activities before, during, or aftersales of new cars.
Careful inspection of new cars andcautious selection of sales employeesis to ensure high quality or profitablesales even before those sales take
place.Monitoring how salespeople act withcustomers is a control during thesales task
telephoning buyers about theirsatisfaction with sales transactionsare controls after sales haveoccurred.
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CONTROLLING 1 / 8
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MeaningTypes
Feed-forwardConcurrentFeed-back
Process
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B ASIC CONTROL P ROCESS
Setting ObjectivesEstablishing standardsMeasuring Performance
Comparing performanceCorrecting Deviation
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CONTROL P ROCESS 1 / 8
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SpecifyingObjectives
EstablishingStandards Tangible Intangible
Measuring ActualPerformance Degree Of
Deviation Detecting
Cause Communication
cause toresponsibleperson
Comparing Actual withStandards
Correcting
Deviation
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P ROCESS OF CONTROL CONTD
Setting objectives:-Objective should be clear andspecific. General objectives like better educationmay confuse.Establishing Standards:- these are the criteria for
judging results. These standards may be quantative(monetral, time) and qualitative (name, image ,goodwill)Measuring Performance:- It is to monitor andmeasure the actual performance. It requirescollection of data that represents the actualperformance of the activity so that a comparisoncan be made.
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COMPARISON OF ACTUAL PERFORMANCE WITH STANDARDS
Involves two steps:- Extent of deviation and causesof deviation.Correcting deviations :- It is the final step.
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M ANAGEMENT C ONTROL TECHNIQUES
Two TypesTraditional andModern
Traditional Techniques1. Personal Observation2. Statistical Data(helps where we deals with
numerical data like inventory control, production-percentage , ratio, average, correlation is used )
3. Special Reports and Analysis(meant for some nonroutine cases or deviations such as huge loss-assigned to an investigating group)
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M ANAGEMENT C ONTROL TECHNIQUES
4. Operational Audit5. Budget and Budgetary ControlMODERN TECHNIQUES
1. Return on investment= Sale/Investment XProfit/Sales2. Responsibility Accounting(each person of function
is responsible for cost he is using and what costhe was using in the past )
3. Human Asset Accounting4. Management Audit (It examines companys plans,
objectives, policies , procedures etc)
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AUTHORITY
Power to make decision which guide the action ofanother.Relates to the relationship between superior andsubordinate.Sources o f au thor i ty : -
Formal au thor i ty
Ac ceptance of au thor i ty theory: - If the order ofsenior i s accepted by sub ordin a te wi thout any
hes i tat ion i t i s kno wn as zone of acceptance . As perth is theory acceptance of ord er is n ot necessary bythe sub ordin a te
Com petence theory: - depends on the leadershipqual i t ies o f a person
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P OWER
Capacity to exert influence over others.Essence of power is control over the behavior ofothers.
A managers power may be measured in terms ofthe ability to :
Give rewardsPromise rewardsThreaten to withdraw current rewardsThreaten punishmentPunish
Authority Power
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It is the legitimate right to dosomething( to decide, to command)
It originates from the highest
position holders can be institutionalor professional
Authority resides in the position One holds the authority as long as he
occupies the position
Authority may or may not berespected or accepted
Authority flows downward
It is the personal capability tocommand, It may not be legitimate.
It is personal, free from institute and
position. Power resides in the person. Power is permanent cannot be taken
back as it has not been given.
Power is always accepted andrespected
Power flows at all direction
Authority Power