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

2. 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)

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

4. WHAT IS DIRECTING?
Instructing
Guiding
Counseling
Motivating
Leading

5. 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

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

7. 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

8. ELEMENTS OF DIRECTION
Supervision
Leadership
Motivation
Communication

9. LEADERSHIP

11. 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.

12. EXERTS INFLUENCE
INSPIRES
MOTIVATES
DIRECTS
GOALS

13. THE KEY TO LEADERSHIP
POWER
LEGITIMATE
REWARD
COERCIVE
EXPERT
REFERENT

14. 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

15. 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)

16. 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

17. 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

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

19. 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

20. 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

21. 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

22. 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

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

26. 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

27. 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").

28. 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).

29. 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.

30. 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

31. Hersey & Blanchard’s Situational Leadership Theory

32. House’s Path-Goal Theory

33. Motivation

34. 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.

35. 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

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

37. 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

38. Motivation Theories

39. Maslow’s Hierarchy Of Needs Theory

40. Hertzberg’s Two Factor Theory

41. 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.

42. 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

43. 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.

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

45. 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.

47. Methods in Communication
Verbal

48. Methods in Communication
Non Verbal

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

50. 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.

51. 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)

52. 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

53. Communication Process

54. Problems in Communication
Scary Movie Nonverbal Miscommunication - YouTube.flv

55. 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.

56. 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.

57. 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

58. 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

59. Overcome Problems In Communication

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

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