INTRO - Chapter Six
INTRO - Chapter Six
INTRO - Chapter Six
DIRECTING/LEADING
Definition
Leading is the process of influencing people so that they will contribute to
organization and group goals.
It is influencing people so that they will work willingly and enthusiastically
toward the achievement of organizational goals.
When we say influencing, it does not mean that coercing/forcing,
imposing, or pushing people behind. It means -motivating people so that they
contribute their maximum effort for the achievement of organizational goal.
Leading/Directing is part of management function which actuates the
organization members to work efficiently and effectively for the attainment of
organizational objectives.
Planning, organizing, and staffing are merely preparations for doing the work, and
the work actually starts when managers start performing the directing function.
element of the organization, which represents complex forces about whom not much
is known.
A person's beliefs, hopes, ambitions, behavior, satisfaction, and interaction with other
•There are three elements of directing that helps managers to influence people to
contribute willingly for the achievement of organizational goal. These are:
1. Motivation
•Motivation refers to the forces to a person that arouse enthusiasm and persistence to
pursue a certain course of action.
•People have basic needs such as food, achievements or monetary gain that translate into
an internal tension that motivates specific behaviors with which to fulfill the need.
•To the extent that the behavior is successful, the person is rewarded in the sense that the
need is satisfied.
•The reward also informs the person that the behavior was appropriate and can be used
again in the future.
Rewards are of two types
Intrinsic reward – refers to the satisfaction a person receives in the process
of performing a particular action.
• The completion of a complex task may bestow a pleasant feeling of
accomplishment, or solving a problem that benefits others may fulfill a
personal mission.
Extrinsic rewards - given by another person, typically the manager, and
include promotion and pay increases.
Theories of motivation
• The following are some of the basic theories of motivation:
Only an unsatisfied need can influence behavior; a satisfied need is not a motivator.
•The hierarchy goes from the most basic needs to the best complex.
A person will at least minimally satisfy each level of need before feeling the need at the next level.
If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once
again.
•For example, for a person who is presently feeling social needs, safety will become a priority once
• The findings of the two factor theory suggested that the work
characteristics associated with dissatisfaction are quite different from those
pertaining to satisfaction which prompted the notion that two factors
influence work motivation.
• When present in sufficient quality, they have no effect; when absent, they
can lead to job dissatisfaction.
Motivation factors (achievement, recognition, responsibility, advancement, the
work itself, and possibility of growth) are the primary elements involved in job
satisfaction.
• It assumes that subordinates dislike work, are poorly motivated, and require close
supervision.
• A manager with these beliefs tends to control the group, use negative motivation,
• It assumes that subordinates can be self-directing, will seek responsibility and find work
• The outcome of this belief is a manager who encourages people to seek responsibility,
involves people in decision making and work with people to achieve their goals.
2. Leadership
Leadership is the process of influencing individuals and groups to set and achieve goals.
organizational objectives.
including the ability to persuade and motivate people and communicate with them
properly.
It is:-
• "The art or process of influencing people so that they will strive willingly and
enthusiastically towards the achievement of group goals."
• "Leadership is the ability to secure desirable actions from a group of
followers voluntarily without the use of coercion."
• "The process of directing & inspiring workers to perform the task related
activities of the group."
• This theory believes leaders possess certain specific inborn traits, which
are inherited rather than acquired.
• It has a root from "the great man theory" dating back to the ancient
Greeks & Romans time, holds that leaders are born not made.
The trait theory studies focused on the personal traits of leaders and
attempted to identify a set of individual characteristics that distinguished
leaders from followers' also successful leaders from unsuccessful ones.
• In general the trait theory hasn't been a fruitful approach to explain
leadership.
2. The behavioral theory of leadership
• Studies showed that one set of traits/leadership style might not be equally
appropriate in all situations.
• This theory suggested that there are two distinct types of leadership which
are known as task-oriented /production centered/ and employee
oriented /people centered/.
Autocratic managers may ask for subordinates' ideas & feedback about the
decision, but impute does not usually change the decision unless it
indicates that something vital has been overlooked.
It is characterized by the following behavioral patterns of leaders.
The leader doesn't seek any opinions from subordinates, holds conflicts
consideration to subordinates.
subordinates.
It involves others and lets them bring their unique viewpoints, talents & experiences
to bear on an issue.
mutual trust & respect must exist between them & managers.
This leadership style is characterized by the following behavioral patterns of the leader.
The leader will develop two way communications and promote team sphere.
3. Laissez-faire / Free-rein style -"They" approach
• The style relies heavily on delegation of authority, and works best when
the parties have expert power, when participants have and know how to
• Use their power very little, if at all, giving subordinates a high degree of
independence in their operation.
• These leaders maintain hands off policy where each subordinate work is clearly
defined.
• Such leaders depend on subordinates to set their own goals and the means of
achieving them, and they see their role as one of aiding the operations of
followers by furnishing them information and acting primarily as a contact with
the groups’ external environment.
about changes in the attitudes and views of our associates, motivate them,
Definition
reasons.
suppliers or customers.
The Communication Process
•Communication takes place in the relationship between a sender and a receiver. It can
Sender: The sender/source of message initiates the communication.
•In an organization the sender will be a person with information, needs or desires and a
Receiver: The person who senses and perceives the sender's message is referred to as
receiver.
•There may be a large number of receivers, as when a memo is addressed to all members
of an organization or there may be just one, as when one discusses something privately
with a colleague.
Encoding: It takes place when the sender translates the information to be transmitted into
a series of symbols.
Decoding: The process by which, the receiver interprets the message and translates it
Channel: The formal medium of communication between a sender and a receiver is
referred to as channel.
Noise: Refers to any factor that disturbs confuses or interferes with communication.
•Noise can arise along what is called the communications channel or method of
transmission.
Message: The encoded information sent by the sender to the receiver.
Feed back: It's the response of the receiver to the sender, also passes through the same
process.
Communication can be:-
i) Formal Communication
a) Downward communication Messages from higher authority levels to
lower levels.
b) Upward communication Messages from subordinates to supervisors
and to higher levels.
c) Horizontal communication That flows between persons of equal status in
the organization.
d) Vertical communication May be downward or up word
communication.