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MEANING
Directing is the active element which initiates action to translate
decisions into productive activities. In the absence of direction,
these decisions will remain only as good intentions on paper. While
planning and organizing are carried out mainly by the top
management, direction has to be performed by managers at all
levels, though the time and efforts spent on it will vary according to
their levels in the organization. Apparently, the first line manager
that is the supervisor, has to spend more time than the higher level
managers in directing, instructing and supervising a large number
of persons working under him. It must, however, be remembered
that though the chief executive spends less time in directing, it is
his effective directions which provide the basis for the directing
activity of all lower-level managers bringing about the following
results:
(1)A full understanding by each individual manager of the
objectives, the long and short term plans and the master
strategy of the organization.
(2)A full understanding by the individual manager of the
organization and its elements, of his own area of authority and
responsibility.
(3)A full understanding of all policies, regulations and procedures
under which the group operates.
(4)A full understanding of the major problems which the
organization is facing and specifically, what each manager can
contribute to the solution of theses problems.
(5)Full and up-to-date information about business forecasts,
contemplated changes in facilities, policies, etc.
2
ELEMENTS OF DIRECTING
(1)Assignment giving:
Assignment giving is probably the most critical element of
effective directing. When it is not properly used, it results in
serious loss of time and money. There is also frustration on
the part of both the assignment giver and the receiver. The
Manager must know what needs to be done and to give the
assignment in such a way that the subordinate wants to do it.
(2)Good listener:
Roughly, managers spend twenty five per cent of their working
time on listening. The tests of listening comprehension show
that most managers are bad listeners. When employees
approach the manager, they wish to say many things and
expect the manager to give patient hearing. It gives employees
a sense of satisfaction.
(3)Effective Conference Leading:
A carefully planned and executed conference/ committee
meeting is an effective way of disseminating information,
gathering opinions, exchange of ideas and arriving at sound
decisions. When decisions are taken in a democratic way,
directing employees becomes a simple exercise.
(4)Effective Speaking:
(5)Simplification:
Directing is mostly repetitive act but complex in nature.
Managers have to transform complex directing activity into
simplified routine guidance. Managers have developed four
techniques to achieve simplification. They are (a) Standard
operating procedures (b) Developing positive attitude (c)
Explaining why and (d) Consultative Direction.
PRINCIPLES OF DIRECTION
(1)Directing Objectives:
The basic purpose of directing may be summarized by the
principle that the more effective the directing process, the
greater
will
be
the
contribution
of
subordinates
to
with
subordinates.
Directing
facilitates
fast
communication, encourages feedback and quickens decisionmaking. Directing minimizes misunderstandings and mistakes
and improves efficiency.
(5)Unity of direction:
Each group of activities with the same objective must have one
head and one plan. The direction must be clear and
unambiguous and from a single chain of command.
(6)Democratic process:
When the views of
subordinates
are
incorporated
in
work,
explain
duties
and
ensure
performance.
Communication becomes effective when it is used as a twoway process. Such communication makes way to obtain
regular
feedback
from
the
subordinates.
In
turn,
the
(4)Personal Contact:
Quality direction depends on face-to-face contact with the
subordinates. Personally knowing subordinates makes all the
difference in managing subordinates. Personal contact ensures
employees loyalty. It improves morale of employees and
ensures uninterrupted feedback. It is also control device.
Employees are kept under check because they know that they
are
being
watched
and
therefore
perform
satisfactorily.
(5)Follow through:
Direction is highly useful to ensure that work is carried out
the way it is expected by the superiors who extend helping
hand to the subordinates to organize themselves to perform
the duties is desired manner. The superiors must maintain
close scrutiny on the progress and performance of employees.
Under the circumstances, it is easier for the superiors to
identify deficiency in work and suggest corrective measures.
Direction, based on regular reviews, makes administration
friendly and result-oriented.
COORDINATION
MEANING OF COORDINATION
Coordination is one important function of management. In fact,
coordination is treated as the essence of management. This is
because an organization can work effectively and move in one
direction only when all resources and efforts of people are properly
coordinated.
Coordinating is a managerial function in which different activities of
the business are properly adjusted, integrated or inter-linked in
order to achieve well-defined objectives.
DEFINITION
According to Mooney and Reiley The achievement of orderly group
effort and unity of action in pursuit of common purpose.
Features/Characteristics of Coordination
(1)
(2)
(3)
(4)
(5)
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NEED OF COORDINATION
(1)Achieving promising result
The complexity of functions and activities given to different
participating individuals suggest the need of coordination. The
activities assigned are managers are so many that they need to
be coordinated in order to secure promising results.
(2)Avoiding rivalries
Personal rivalries
and
conflicts
may
exist
within
the
(6)Integrating efforts:
Coordination is needed in order to integrate diverse efforts into
a common direction for achieving the overall objectives.
12
contact
is
the
most
effective
means
of
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