1. Directing

2. Definitions:
Harold and Koontz and Cyril O'Donnell
 Defines direction as, “the interpersonal aspect of
managing by which subordinates are led to
understand and contribute effectively to the
attainment of enterprise objectives”.
Earnest Dale
 “ Telling the people what to do and seeing
that they do it to the best of their ability. It
includes making assignments. Corresponding
procedures, seeing that mistakes are
corrected, provide on-the–job instructions
and of course, issuing orders.”

3. Features/Characteristics of
Directing
 Directing Initiates Action
 Continuing Function
 Directing takes place at every level
 Directing flows From Top to Bottom
 Performance Oriented
 Human Element

4. Importance of Directing:
 Direction initiates actions
 Direction integrates employees efforts
 Direction attempts to get maximum out of
individuals
 Direction facilitates changes in the organization
 Direction provides stability and balance in the
organization

5. Principles
 Principle of Maximum Individual Contribution
 Principle of Harmony of Objectives
 Principle of Unity of Command
 Principle of Appropriateness of Direction
Technique
 Principle of Managerial Communication
 Principle of Use of Informal Organisation
 Principle of Leadership
 Principle of Follow Through

6. Elements of Directing
 Supervision
 Communication
 Leadership
 Motivation

8. Coordinaton

9. What is coordinaton?
Coordination is the act of organizing, making different
people or things work together for a goal or effect to fulfill
desired goals in an organization.
Coordination is a managerial function in which different
activities of the business are properly adjusted and
interlinked.

10. What are the features of coordination in management?
1. Coordination Integrates Group efforts
The need for orderliness, integration arises only when a lot of individuals are working .Different individuals come
from different backgrounds, have different styles of working so there is need to unify their efforts in common
direction.
2. Continuous process:
Coordination is a non-ending function. It is a continuous function although its degree may vary. The managers work
continuously to achieve coordination and maintain coordination because without coordination companies cannot
function efficiently.
3. Coordination is a pervasive function:
Coordination is a universal function; it is required at all the levels, in all the departments and to perform all the
functions due to interdependence of various activities on each other. For example if low quality inputs are
purchased by purchase department, it will result in production of low quality product which further result in
low sale, low revenue and so on.

11. 4.Coordination is the responsibility of all managers:
Coordination is not the task of only top level managers but managers working at different levels try to coordinate the
activities of organisation. The top level try to coordinate the overall plans and policies of organisation,
middle level try to coordinate departmental activities and lower level coordinate the activities of workers.
5. Ensure Unity of efforts:
Coordination always emphasises on unifying the efforts of different individuals because conflicting efforts may cause
damage to organisation. The main aim of every manager is to coordinate the activities and functions of all individuals
to common goal

12. Coordination is done through the following ways:
Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual
discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget.
Co-ordination through Organizing - Mooney considers co-ordination as the very essence of organizing. In fact when a
manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination
uppermost in his mind.
Co-ordination through Staffing - A manager should bear in mind that the right no. of personnel in various positions with
right type of education and skills are taken which will ensure right men on the right job.
Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only
when there is a harmony between superiors & subordinates.
Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance
& standard performance to achieve organizational goals

13. Benefits of good coordinaton
1. Higher Efficiency and Economy:
Coordination helps to improve the efficiency of operations by avoiding overlapping efforts and duplication of work.
Integration and balancing of individual efforts provide a smooth and harmonious team work. Coordination is a creative force
which makes possible a total result which is greater than the sum of individual achievements. This is the synergetic effect
coordination. Coordination enables an organisation to rake optimum use of its resources.
2. Good Human Relations:
Besides promoting the efficiency of operations, coordination improves the morale and job satisfaction of employees.
Composite and orderly effort established through team spirit and executive leadership enables employees to derive a
sense of security and personal contentment from their job. A well-coordinated organisation can attract, retain and utilize
better personnel. Coordination improves human relations by reconciling individual and organizational objectives.

15. CONTROLLING

16. WHAT IS CONTROLLING?
• maintain influence over (others or oneself) skillfully, usually to one's
advantage.
• It is a process of monitoring performance and taking action to ensure
desired results.
• It sees to it that the right things happen, in the right ways, and at the
right time.

17. DEFINITION
“Control of an undertaking consists of seeing that everything is being
carried out in accordance with the plan which has been adopted,
the orders which have been given, and the principles which have
been laid down. Its object is to point out mistakes in order that they
may be rectified and prevented from recurring.”
Henry fayal

18. PROCESS
Setting
performance
standards.
Measurement of
actual
performance
Comparing
actual
performance
with standards.
Analysis
deviations
Taking
corrective
measures

19. KINDS OF CONTROL
• Feed back- when output of a system are fed back as inputs as part
of a chain of cause and effect tha forms a circuit of loop.
• Feedback control is a control mechanism that uses information
from measurements to manipulate a variable to achieve the desired result.

20. FEED FORWARD CONTROL
• The basic concept of feedforward control is
to measure important disturbance variables
and take corrective action before they upset
the process.
• Also called anticipative control, is a control
mechanism that predicts the effects of
measured disturbances and takes corrective
action to achieve the desired result. The focus
of this article is to explain application,
advantages, and disadvantages of
feedback control.

21. LEADERSHIP

22. WHAT IS LEADERSHIP?
“A process of social influence in which a
person can enlist the aid and support
of others in the accomplishment of a
common task "

23. “Leaders are people who do the right thing;
managers are people who do things right. “
– Professor Warren G. Bennis
“Leadership is the art of getting someone else to
do something you want done because he wants to do
it. “
– Dwight D. Eisenhower

24. DIFFERENCE BETWEEN MANAGERS & LEADERS
MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.

25. FORMAL & INFORMAL LEADERSHIP
Formal leadership
 Occurs when a manager leads by exercising formal authority.
 The exercise of formal authority through assigning duties
derives,from the managers official position within the
organisation’s hierarchy of authority.
 Any employee who is assigned a managerial position has the
opportunity and responsibility to exercise formal leadership
Informal leadership
 Arises when a person without formal authority is influential
in directing the behavious of others. Although not formally
appointed or elected he becomes a leader through his
actions or personal attractions.

26. LEADERSHIP STYLES
Authoritarian (Autocratic)
Democratic (Participative)
Laissez-faire
Transformational
A leadership style is a leader's style of providing direction,
implementing plans, and motivating people.

27. AUTOCRATIC OR AUTHORITARIAN STYLE
 Under the autocratic leadership style, all decision-making powers
are centralized in the leader, as with dictator leaders.
 They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful as it
provides strong motivation to the manager.
 It permits quick decision-making, as only one person decides for the
whole group and keeps each decision to himself until he feels it is
needed to be shared with the rest of the group.
 High degree of dependency on the leader
 May be valuable in some types of business where decisions need to
be made quickly and decisively

28. PARTICIPATIVE OR DEMOCRATIC STYLE
 The democratic leadership style favours decision-making by
the group .
 They can win the cooperation of their group and can
motivate them effectively and positively.
 The decisions of the democratic leader are not unilateral as
with the autocrat because they arise from consultation with
the group members and participation by them.
 Consultative: process of consultation before
decisions are taken
 Persuasive: Leader takes decision and seeks to
persuade others that the decision is correct.
DEMOCRATIC STYLE IS AGAIN SUB DIVIDED AS

29. LAISSEZ –FAIRE OR FREE REIN STYLE
 A free rein leader does not lead, but leaves the group
entirely to itself such a leader allows maximum freedom to
subordinates, i.e. they are given a free hand in deciding
their own policies and methods.
1. Can be very useful in businesses where creative ideas
are important
2. Can be highly motivational, as people have control over
their working life
3. Can make coordination and decision making time-
consuming and lacking in overall direction
4. Relies on good team work.
5. Relies on good interpersonal relations.

30. Transformational Style
 Best style to use in business situation.
• Elements of a transformational leader
Creates an inspiring vision of the future.
Motivates and inspires people to engage with that vision.
EXPECTANCY THEORY
1. The expectation that hard work leads to good results.
2.The expectation that good results lead to attractive rewards or incentives.
Manages delivery of the vision.
Coaches and builds a team, so that it is more effective at achieving
the vision.

31. Communication in Management

32. The Communication Process

33. Types of Communication
 Verbal Communication
 Written Communication
 Non Verbal Communication

34. Oral Communication
 Oral communication tends to be more complete
and thorough.
 It is the major tool in sales presentations,
interviews employee evaluation etc..
 It seems to be more credible than written
messages.

35. Important abilities for oral communication
1. Active Listening:
a) Make eye contact
b)Avoid being emotional or attacking others
c)Ask clarifying questions
d)Avoid making distracting gestures

36.  Constructive feedback
a)Keep feedback impersonal and goal oriented
b)Offer feedback as soon as after the act
c)Direct negative feedback toward behavior that the recipient can control

37. Written Communication
 It provides a record for referral and follow-up.
 An inexpensive means of providing messages to large number of people.

38. Effective Written Communication
• For a better written communication follow the
P.O.W.E.R Plan: Plan ,Organize ,Write, Edit and
Revise.
• Draft message with readers in mind
• Use simple words and short , clear sentences and
paragraphs
 Backup opinions with plans

39. Non Verbal Communication
 It's important to recognize that it's our nonverbal communication—our
facial expressions, gestures, eye contact, posture, and tone of voice—that
speak the loudest.
 Managers use nonverbal communication to effectively lead other
employees and team members
 Team members in the use nonverbal cues to communicate information to
individuals outside the business, whether they are clients, competitors or
colleagues.

40.  Crossed legs or folded arms during a business meeting
may signify relaxation or resistance to the ideas being
presented.
 Eye contact with a speaker during a business meeting
communicates interest, and a manager in a company
may maintain eye contact longer than a subordinate
employee does.
 Nonverbal communication can affirm or belie the
words actually being spoken. Communication can be
hindered when nonverbal cues seem to contradict
what’s being said. When verbal and nonverbal
communication messages act in concert, information
is communicated more effectively.