2. PRESENTED BY:- TIMIR
MOHANTA

3. DIRECTING
Every decision taken must be properly
implemented, otherwise it is of no use.
Direction is required for effective
implementation of a decision. Every
manager in an organization gives direction
to his subordinates as a supervisor and
every manager receives direction as
subordinate from his superior.

4. MEANING
Direction is a managerial function performed by
all the managers at all levels of the organisation.
Direction is a continuous function of every
manager. Direction is a function of management
which is related with instructing, guiding and
inspiring human factor in the organisation to
achieve the objectives of the organisation. The
three important elements in direction are
communication, leadership and supervision
and motivation. Direction is an action initiating
function of management.

5. DEFINITION
According to Koontz and O’Donnel :
“Directing is a complex function that includes all
those activities which are designed to encourage
subordinates to work effectively and efficiently in
both the short and long-run.”

6.  It guides and helps the subordinates to complete the
given task properly and as perschedule.
 It provides the necessary motivation to subordinates
to complete the work satisfactorily and strive to do
them best.
 It helps in maintaining discipline and rewarding those
who do well.
 Directing involves supervision, which is essential to
make sure that work is performed according to the
orders and instructions.
Functions

7. ELEMENTS
 COMMUNICATION
 SUPERVISION
 MOTIVATION
 LEADERSHIP

8. COMMUNICATION
Communication is a basic
organisational function, which refers to the
process by which aperson (known as
sender) transmits information or messages
to another person (knownas receiver). The
purpose of communication in
organisations is to convey
orders,instructions, or information so as to
bring desired changes in the performance
and or theattitude of employees.

9. IMPORTANCE
•Communication helps employees to understand their
role clearly and perform effectively.
•It helps in achieving co-ordination and mutual
understanding which in turn, leads to industrial harmony
and increased productivity.
• Communication improves managerial efficiency and
ensures cooperation of the staff.
•Effective communication helps in moulding attitudes and
building up employees’ morale.
• Communication is the means through which delegation
and decentralisation of authority
is successfully accomplished in an organisation.

10. SUPERVISION
After the employees have been instructed
regarding what they have to do and how to
do, it is the duty of the manager to see that
they perform the work as per instructions. This is known
as supervision. Managers play the role of supervisors and
ensure that the work is done as per the instructions and
the plans. Supervisors clarify all instructions and guide
employees to work as a team in co-operation with
others. Supervisors solve most of the routine job-related
problems of subordinates.

11. FUNCTIONS
•clarifies orders and instructions issued to subordinates and
ensures that they have understand and follow these fully;
•ensures that subordinates have the required facilities to perform
their jobs;
•keeps a watch and guides the activities of subordinates in
performing their jobs;
•broadens the horizon of his subordinates by making them aware
of the wider aspects of their day-to-day work;
• coordinates the work of different subordinates under him;
• detects errors and omissions and ensures their rectification.

12. IMPORTANCE
Supervisors are the key people among managers at
different levels. They are the link between the top and
middle management and the workers. Take, for example,
the foreman of the factory or the office superintendent in
the office. Both of them are members of the management
team, and are in direct contact with operatives in the
workshop and clerical staff in the office. They are the
mouthpiece of management for communicating its ideas,
plans and policies to the workers and employees.

13. MOTIVATION
 Motivation is one of the important elements of
directing. Issuance of proper instructions or orders does
not necessarily ensure that they will be properly carried
out. It requires manager to inspire or induce the
employees to act and get the expected result. This is
called motivation. It is a force that inspire a person at
work to intensify his willingness to use the best of his
capability for achievement of specify objectives. It may
be in the form of incentives like financial (such as bonus,
commission etc.) or, non-financial (such as appreciation,
growth etc. or it could be positive or negative. Basically,
motivation directed towards goals and prompt people to act.

15. IMPORTANCE
:
•with proper motivation there can be maximum utilisation of the
factors of production like men, money, material etc.;
•if employees are motivated it will reduce employee turnover
and absenteeism;
•motivation fosters a sense of belongingness among the
employees towards the organisation and also improves their
morale;
•motivation helps in reducing the number of complaints and
grievances. The wastage and accident rate also come down;
• with proper motivational techniques management can attract
competent and best qualityemployees.

16. LEADERSHIP
While motivation is the process through which
employees are made to contribute voluntarily to
work, leadership is the ability to persuade and
motivate others to work in a desired way for
achieving the goal. Thus, a person who is able to
influence others and make them follow his
instructions is called a leader. For example, in an
organisation the management decides to install
some new machines to which the workers are
resisting.

17. IMPORTANCE :
•leadership improves the performance of the
employees. Leaders can motivate the followers to work
and thereby increase their performance level.
•with continuous support and guidance, leaders are
able to build confidence among the followers, thereby
increasing speed and accuracy and decreasing wastage.
•with friendly and cooperative efforts the leader is able
to build employees’ morale which in turn contribute to
higher productivity.

18. PRINCIPLES OF DIRECTION
(A) Principles relating to the purpose
of direction
Principle of maximum individual
contribution
Principle of harmony of objectives
Principle of efficiency of direction

19. (B) Principles relating to direction process
Principle of Unity of Command
Principle of Appropriateness of Direction Technique
Principle of Managerial Communication
Principle of Comprehension
Principle of use of informal organization
Principle of leadership
Principle of efficient control
Principle of Follow Through

20. STEPS IN DIRECTION
Setting and Defining the
Objectives
Organising the Efforts
Measuring the work
Developing the people

21. IMPORTANCE
Initiates Action
Integrates Employees Efforts
Gets maximum out ofindividuals
Facilitates Organisation Changes
Provides Stability and Balance in the
organisation

22. CO-ORDINATING
 Co-ordination is the process of linking or
connecting the various activities of an
organisation. Every department in an
organisation functions independently. But, the
activities of one department, influences or
affects the activities of another department.
 For eg. The activities of the production
department influence or affects the activities
of marketing department and vice-versa.

23.  Likewise, the activities of the purchase
department affects the activities of production
department, the activity of finance department
affects the activities of the purchase department.
Thus, it becomes clear that the various
departments in an organisation are inter- related
and interdependent. Co-ordination is only
concern with the task of establishing a link
between the activities of the different
departments.

24.  Every department has its own goals. But,
what is important is the contribution of the
various departments to the goal of the
organisation. Co- ordination ensures that all
the departments contribute to the
achievement of the goal or the objective of
the organisation.
 Co-ordination is concerned with the task of
unifying the activities of the departments of an
organisation, in order, to achieve the common
goal.

25. DEFINITION
According to J. D. Mooney and A. C. Railey :
“Co-ordination is the orderly arrangement of group
efforts to provide unity of action in the pursuit of a
common purpose.”

26. FEATURES
 The need for co-ordination arises due tointer-
dependence
 I t aims at achieving the common goal
 I t is the duty of every manager
Continuous Process
Required in group Activity
Deliberate Effort
Co-ordination is different from co-operation

27. IMPORTANCE
Integration of Group Efforts
Facilitates Mutual Dependence
Motivates Subordinates
Development of team spirit
Better Relations
Higher Efficiency
Reduces Wastages
Corporate Image

28. TECHNIQUES
Clearly defined goals/ Well – defined objectives
Clear Lines of Authority and Responsibility/
Effective Chain of Command
Precise, Comprehensive and Well-understood,
Programmes and Policies (Plans)
Effective Communication Channels
Effective Leadership and supervision
Common Nomenclature
Voluntary Teamwork

29. CO-ORDINATION AS AN ESSENCE
OF MANAGEMENT
Coordination through Planning
Coordination through organizing
Coordination through staffing
Coordination through directing
Coordination through controlling
Coordination and
Communication
Coordination and Motivation
Coordination and Decision-
Making

30. PRINCIPLES
Principle of Direct Contact
Principle of Early Start
Principle of Reciprocal Relationship
Principle of Continuity
Principle of Self-Coordination