is the process by which a manager

communicates with and influences other members of the organization in the pursuit of company objectives to achieve the desirable ends.

Directing is perceive to be a process through which the manager energizes the organization into action by way of motivating and directing members to perform their respective duties and responsibilities.

Self-actualization Esteem Social Safety and Security Physiological

These constitute the conditions in work; e.g., better working conditions, salary, and effective supervision that make employees satisfied but not necessarily motivated.

These are the real motivators: achievement, responsibility and recognition..

Motivators Achievement Recognition Advancement Work challenge Possibility for development Responsibility

Satisfiers Company policies and administration Quality of supervision Relationship with supervisor Peer relations Pay Job security Working conditions Status

This theory classifies people in relation to their dominant need for achievement, power of affiliation. McClelland viewed that successful entrepreneurs are persons with high N-Ach (Need for Achievement).

The theory explains that

people who are high in need achievement are highly motivated to strive for the satisfaction that is derived from accomplishing some challenging tasks. They prefer tasks for which there is a reasonable chance for success and avoid those that are either too easy or too difficult. These people also prefer obtaining specific, timely criticism and feedback about their performance.

In an organization, the prospect of a reward can lead to a desired response by workers, but it only becomes a learned and repleted behavior of the worker when such response brings about positive results to both the worker and the manager who acts as the motivator. Examples of reward/positive reinforcers are: 1. Participation in decision-making 2. Important assignments 3. Appealing compensation 4. Other incentives and benefits

3. Middle of the road management. Workers spontaneously work and do as they are told if the reasons for doing so are clearly explained. The formal and the informal systems are used to keep the people in the organizations aware of what is happening. Effort toward work productivity, to a certain degree, is likely to be drained as it is used to keep the two systems from getting out of step with one another. 4. Impoverished management. Under this style of management, the manager or the supervisor is an expert at passing the blame on others for his failure to absolve himself from his responsibilities. He is font of resorting to the use of defense mechanism as a shield for his virtual failure. Subordinates are left to fend for themselves, even when action on his part may be appropriate. 5. Team manager. Under this style of leadership, the manager integrates management of production and people under conditions where consultation and participation are given high premium as keys for work planning and implementation. Individual goals are in line with organizational vision, mission, and goals.

An exponent behaviorism, contested the theory that human needs are the determinant of human behavior.

Example of Rewards/Positive Reinforcers are:

1. Participation in decision making 2. Important Assignments 3. Appealing Compensation 4. Other incentives and benefits

The process of systematically reinforcing positive behavior while at the same time ignoring negative reinforcements to eliminate unwanted behavior.

Studied ten companies using behavior modification programs, were able able to identify

SIX considerations for the use of

positive reinforcement in modifying motivational behaviors of workers.

1. Do not reward equally. It reinforces average and mediocre performance. 2. Failure to reinforce may encourage poor subsequent performance. 3. Inform workers what they can do to get reinforcement. 4. Tell workers when and what they are doing wrong. 5. Do not punish a subordinate in front of other workers. 6. Be fair.

While the Operant Theory begins with the idea that a certain behavior depends primarily on its consequences, the Expectancy Theory equates motivation with the product of Valence; i.e., how much an individual desires something and Expectancy; i.e., the probability that a particular action will lead to the desired thing. There are a number of models that interpret the Expectancy Theory. Basically, the assumption of these models is that desire as a strong feeling to start any effort that moves an individual to the attainment or possession of something. While desire is important to reach recognizable success, it is not enough for the person to possess the needed abilities and skills. He must have a clear perception of his role. Understanding what the requirements and expectations of the job are is needed to be able to devote himself whole-heartedly to the tasks (Terry and Franklin, 1982). Applying this theory, Davis (1981) stated the following insights: To motivate a person, first, we must increase the positive value of outcomes, as by increasing rewards. Second, we can strengthen the connections between the work and the outcomes. It may be interesting to note that a familiar model under this theory is that of Victor H. Vroom (1964), in which he postulated that motivation to work is a function of workers expectancies regarding future outcomes.

The formula he postulated is: Level of motivation = (EP) x (PO) x (VALENCE) Where EP = Effort Performance Expectancy (e.g., The manager is inclined to believed that increased marketing effort is likely to yield increase in company sales). PO = Performance Outcome Expectancy (e.g., The manager is inclined to believe that increased sales may result in his promotion.) Valence = Value or preference placed on an outcome (e.g., The manager is inclined to place great value on promotion; hence, assign a positive value on it.) Expectancy refers to the degree of an individuals anticipatory belief that his specific action will certainly end in a particular result or outcome.

He makes a contribution to our understanding in human motivation when he classified human needs into two---- Basic and acquired.

This power is vested on a person by virtue of the authority he has in the organization.

This is the ability to influence or impress a person which arises from his expertise of a particular knowledge.

This is a power that comes by virtue of some distinguishing characteristics of a leader which people identify with.

This is power that comes by virtue of an individuals capacity to grant or withhold resources which are valued by others.

This power is closely related to reward which comes from the ability to deprive a person of something of value.

This is power which stems from a type of informal personal obligation which has been built up over the years among people in a community.

made their contributions in management by way of directing.

People in any organization are regarded as instruments of production. The relationship between a manager and his subordinates is based on the exercise of authority and obedience.

The manager is perceived to be more of a big brother than the stern and intimidating boss. The work environment and the work tempo become a comfortable one. With the group as the key unit of the organization and friendliness, collegiality and harmony are evidently felt by the members.