CHAPTER 4: DIRECTING Maybe, the most inspirational video ever . . . - YouTube.flv

LEARNING OBJECTIVE The concept and importance of directing Definition of leadership Leadership approaches (Traits, Behavioral & Contingency Approach) Definition of motivation Motivation theories (Maslow Hierarchy of Needs, Hertzberg Two Factor, The X and Y Theory)

LEARNING OBJECTIVE Definition of communication Methods in communication Forms of communication Communication process Problems in communication Importance of coordination and integration I management

WHAT IS DIRECTING? Instructing Guiding Counseling Motivating Leading

DEFINITION "Activating deals with the steps a manager takes to get sub-ordinates and others to carry out plans" - Newman and Warren. Directing is a continuous process initiated at top level and flows to the bottom through organizational hierarchy

Importance of Directing Initiates actions Increase productivity Supervision, Motivation, Leadership and Communication effective Achieve organizational goals Coping up with the changes Stability and balance

WHEN DIRECTING HAPPEN? Informing workers how well they are Making assignments Assisting workers to carry out assignments Interpreting organizational policies Informing workers how well they are

ELEMENTS OF DIRECTION Supervision Leadership Motivation Communication

LEADERSHIP

Leadership "Leadership is essentially a continuous process of influencing behavior. A leader breathes life into the group and motivates it towards goals. The lukewarm desires for achievement are transformed into burning passion for accomplishment" - George R. Terry.

EXERTS INFLUENCE INSPIRES MOTIVATES DIRECTS GOALS

THE KEY TO LEADERSHIP POWER LEGITIMATE REWARD COERCIVE EXPERT REFERENT

CONTINGENCY / SITUATIONAL Leadership Approach TRAITS LEADERSHIP STYLE MANAGERIAL GRID THEORY LIKERT MANAGENT SYSTEM BEHAVIORAL FIEDLER CONTIGENCY MODEL HERSEY & BLANCHARD SITUATIONAL LEADERSHIP THEORY HOUSE PATH GOAL THEORY CONTINGENCY / SITUATIONAL

Traits Approach Early studies (1930’s) focus on personal characteristic that differentiates effective leaders from ineffective leaders Leaders????? Individuals who can influence others Effective leaders normally posses several traits (skills, abilities, knowledge, expertise)

Traits of Effective Leaders TRAITS AND PERSONAL CHARACTERISTICS MOTIVATION DOMINANCE DESIRE TO LEAD SELF-CONFIDENCE INTEGRITY & HONESTY HIGH ENERGY KNOWLEDGE & EXPERTISE TOLERENCE FOR STRESS INTELLIGENCE MATURITY

MANAGERIAL GRID THEORY LIKERT MANAGEMENT SYSTEM Behavioral Approach LEADERSHIP STYLE This approach emphasized on leadership function and leadership style MANAGERIAL GRID THEORY LIKERT MANAGEMENT SYSTEM

The way leaders influence their employees Leadership Style The way leaders influence their employees Authoritarian Leadership Style Democratic Leadership Style Laissez-Faire Leadership Style

Authoritarian Leadership Style Known as dictatorship Leaders make decision and acts on the decision individually Use reward and punishment system One way communication Obedience and loyalty to leaders are required Fast decision but unsatisfied employees

Democratic Leadership Style Also known as participative style Top and lower management level will make decision together Employees are encouraged to participate in decision making Advantage – increase teamwork Disadvantage – slows down decision making, reduces accountabilities

Laissez-Faire Leadership Style Known as free form leadership style Gives freedom & autonomy Leader has less control and influence Employees can use their expertise and knowledge to make decision Increase career development Disadvantage – creates misunderstanding and lack of unity

MANAGERIAL GRID THEORY Study made by Robert Blake and Jane Mouton, to explain leadership style based on a) Concern for people b) Concern for production

LIKERT MANAGEMENT SYSTEM Introduced by Rensis Likert (1961) Combined the basic management styles (job oriented + employee oriented)

Contingency Approach There are 2 aspects influence effective leadership: a) Situation b) Traits of the leader Two models a) Fiedler Contingency Model b) Hersey & Blanchard Situational Leadership Theory c) House Path Goal Theory

Fiedler’s Contingency Model The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who helped advance the study of personality and characteristics of leaders. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").

Identifying leadership style is the first step in using the model. Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale (see Figure 1).

The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training. You then rate each factor based on this person and add up your scores. If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.

LEAST-PREFERED CO-WORKER SCALE Unfriendly 1   2   3   4   5   6   7   8 Friendly Unpleasant Pleasant Rejecting Accepting Tense Relaxed Cold Warm Boring Interesting Backbiting Loyal Uncooperative Cooperative Hostile Supportive Guarded Open Insincere Sincere Unkind Kind Inconsiderate Considerate Untrustworthy Trustworthy Gloomy Cheerful Quarrelsome Harmonious

Hersey & Blanchard’s Situational Leadership Theory

House’s Path-Goal Theory

Motivation

Definition of Motivation "Motivation is the complex force starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiates." - Dubin.

WHAT MAKES PEOPLE MOTIVATED? INTRINSIC REWARD is the good feeling you have when you have done a good job EXTRINSIC REWARD is something given to you by someone else as recognition for good work and include pay increases, praise, and promotions

WHY MOTIVATION Increase quality & productivity Highly motivated employee Better quality of work

BENEFITS OF MOTIVATION Puts human resources into action Improves level of efficiency of employees Leads to achievement of organizational goals Builds friendly relationship Leads to stability of work force

Motivation Theories

Maslow’s Hierarchy Of Needs Theory

Hertzberg’s Two Factor Theory

Theory x theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. Therefore most people must be forced with the threat of punishment to work towards organizational objectives. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

CHARACTERSTICS OF THEORY X MANAGER results-driven and deadline-driven, to the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or morale proud, sometimes to the point of self-destruction one-way communicator poor listener fundamentally insecure and possibly neurotic anti-social vengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay and remunerations levels seeks culprits for failures or shortfalls seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence does not invite or welcome suggestions takes criticism badly and likely to retaliate if from below or peer group poor at proper delegating - but believes they delegate well thinks giving orders is delegating holds on to responsibility but shifts accountability to subordinates relatively unconcerned with investing in anything to gain future improvements unhappy

Theory Y theory y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised.

Communication Talking Twin Babies - PART 2 - OFFICIAL VIDEO - YouTube.flv

Definition of Communication "Communication is the transfer of information from one person to another person. It is a way of reaching others by transmitting ideas, facts, thoughts, feeling sand values." - Newstrom and Davis.

Methods in Communication Verbal

Methods in Communication Non Verbal

Forms of Communication Top to bottom (Downward) Bottom to top (Upward) Horizontal communication Cross communication

Bottom to top Bottom to top(Upward) Definition: Transmission of messages from lower to higher levels of the organization (such as communication initiated by subordinates with their superiors). Types of messages: performance on the job, job related problems, fellow employees and their problems, subordinates perceptions of org policies and practices, tasks and procedures.

Top to bottom Top to bottom (Downward) Definition: Communication that flows from upper to lower (such as manager to employer or superior to subordinate). Types of messages: job instructions, job rationales, procedures and practices information, feedback, and indoctrination. (Katz & Kahn, 1978)

Horizontal Communication Definition: Flow of messages across functional areas at a given level of an organization (this permits people at the same level to communicate directly). Type of messages: facilitates problem solving, info sharing across different work groups, task coordination between departments and project teams

Communication Process

Problems in Communication Scary Movie Nonverbal Miscommunication - YouTube.flv

Communication noise Environmental Noise: Noise that physically disrupts communication, such as standing next to loud speakers at a party, or the noise from a construction site next to a classroom making it difficult to hear the professor. Physiological-Impairment Noise: Physical maladies that prevent effective communication, such as actual deafness or blindness preventing messages from being received as they were intended.

Semantic Noise: Different interpretations of the meanings of certain words. For example, the word "weed" can be interpreted as an undesirable plant in your yard, or as a euphemism for marijuana. Syntactical Noise: Mistakes in grammar can disrupt communication, such as abrupt changes in verb tense during a sentence. Organizational Noise: Poorly structured communication can prevent the receiver from accurate interpretation. For example, unclear and badly stated directions can make the receiver even more lost.

Communication noise Cultural Noise: Stereotypical assumptions can cause misunderstandings, such as unintentionally offending a non-Christian person by wishing them a "Merry Christmas". Psychological Noise: Certain attitudes can also make communication difficult. For instance, great anger or sadness may cause someone to lose focus on the present moment. Disorders such as Autism may also severely hamper effective communication

BARRIERS IN COMMUNICATION INTERNAL FACTORS Individual emotion & perception Unsuitable channel Inconsistency of verbal & non verbal ENVIRONMENT Different power & status different goals Lack of formal channel Psyhcological and economic

Overcome Problems In Communication

EFFECTIVE COMMUNICATION Clear words / languages Attractive delivery styles Sincerity Concentration Feedback Patience & empathy

Exercise: What do you think are the major barriers to upward communication in an organization? Discuss.