["resolved to learn order management and began internal training to do so. They eventually acquired the necessary skills. He accepts a position with another company and moves into the order management and delivery field, progressing in his career. After a few years in the position, the person has a good understanding of supply chain management and warehouse management. In the same company, they move up to the position of manager in the supply chain department and continue to develop their talents there. This is an illustration of how someone might advance their profession over time by picking up new talents through experience. This is an illustration of how someone might advance their career over time by learning new skills through training and experience, then moving into various roles either within the same organisation or with other organisations. Important Concept The support an organisation gives to an individual's professional development, particularly when the employee moves to a new role or project within the organisation, is known as career development. Self-Analysis - 5 1. 1. Career development is the process of improving an individual\u2019s abilities in anticipation of future opportunities for achieving career objectives. (True\/False) 2 The study of Career Development looks at: \\\"How individuals manage their careers outside of the organizations\\\".. (True\/False) 51","Quick Recap \u2022 A person's career path is shaped through the exploration and implementation process known as career development. \u2022 In order to match a person with a career, it comprises evaluations of their personality, interests, skills, and talents. \u2022 Career development is a lifelong process that adults undertake as they assess prospects for growth or even switch occupations. 5.6 PRINCIPLES OF DIRECTING The concept of directing refers to the process of guiding and mentoring employees during work. It is also concerned with the achievement of the organisation\u2019s objectives. The ability to direct is one of management's main responsibilities. Since he or she cannot attain the required productivity without offering the staff direction or guidance, a manager cannot gain proper reporting without directing. The directing function of management involves advising, assisting, inspiring, and motivating staff members so that their efforts lead to the accomplishment of organisational goals. The Staffing function ensures that the right person is placed in the right position inside the company. However, the work itself doesn't start until these people get a command from their superiors. Supervising employees while on the job, pushing them to perform better, and leading them toward organisational goals are all examples of directing. Telling individuals what to do and seeing them execute it to the best of their abilities is also a form of direction. It is a complicated function that encompasses all efforts designed to encourage juniors to work effectively and efficiently. Importance of Directing Action is started by directing: directing starts an organisation moving and assists other managerial tasks in starting and activating. It aids managers in leading, guiding, and motivating employees to accomplish organisational objectives. As an illustration, a superior may instruct 52","and explain the assignment to his subordinates, assisting them in starting the work and completing it. Directing attempts to get best out of individuals: By encouraging and leading people, directing aims to get the most out of each individual. It assists superiors in realising a person's potential and identifying their skills. Employee productivity can be increased by utilising the directing principles of supervision, inspiration, leadership, and communication. Directing results in integrated group activity: Only when individual efforts are integrated can organisational objectives be met. The act of directing integrates employees' efforts so that each one adds to the performance of the organisation. For instance, a boss can persuade his staff that working together will advance the company's objectives. The act of directing facilitates the introduction of change inside an organisation. People in an organisation typically oppose changes. To overcome such resistance at work, effective communication, supervision, incentive, and assistance are necessary. For instance, workers in a factory may resist the introduction of a new way to complete a task, but when management explain the rationale, lead, and offer them training and incentives, they may accept it more readily. Stability and balance: Stability and balance are maintained in an organisation with the aid of directing since it encourages employee engagement and cooperation while assisting in the achievement of equilibrium across diverse groups, departments, units, etc. For instance, while each person has personal ambitions, managers coordinate everyone's efforts towards achieving organisational goals through direction, inspiration, oversight, and communication. Application of Informal Organisation There are informal groups or organisations within every formal organisation. These groups should be recognised by the management, who should then use them to spread information. Since an effective interchange of information is crucial for the development of an organisation, there should be a free flow of information between superiors and subordinates. Leadership In order to influence their subordinates and get them to do what they want, managers should have strong leadership qualities. It is one of the fundamental directing principles. Starts an Action 53","In an organisation, only directing can start any of the actions. The managers provide their employees instructions on what to do, how to do it, when to do it, and how to follow them. Integration of work Through compelling leadership and effective communication, directing coordinates the activities of all employees and departments to achieve organisational goals. Encourages Employees A manager helps subordinates give their best work by recognising their potential and skills. Additionally, he encourages them by providing them with both monetary and non-monetary rewards for enhancing their performance. Brings about stability Any organization's ability to expand depends on stability. Effective management fosters employee cooperation and dedication while achieving harmony amongst various departments and groups. Principles of direction 1. Individual Contribution to the Maximum The contribution of individuals is one of the fundamental tenets of direction. Management should implement such directing policies that encourage workers to contribute to the fullest extent possible towards the accomplishment of organisational objectives. 2. Harmony of Objectives The individual goals of employees and the organisational goals as they are understood frequently conflict with one another. 54","An employee can, for instance, anticipate a competitive pay and financial perks to cover his demands. Employee productivity may need to increase for the business to make the anticipated profits. However, effective leadership should create harmony by persuading everyone that employee rewards and job efficiency are mutually beneficial. 3. Unity of Command According to this rule, a subordinate should only be instructed by one superior at a time. He won't be able to prioritise his task if he receives instructions from multiple supervisors at once. This will lead to organisational uncertainty, conflict, and disorder. 4. Suitable Directional Technique The right direction strategies should be utilised to supervise, lead, communicate, and motivate the employees based on their needs, capabilities, attitudes, and other situational variables, according to one of the directing principles. For example, for some people, money can act as a powerful motivator while for others promotion may act as an effective motivator. 5. Supervisory Communication This principle states that it is important to make sure that the employees understand the instructions and that they understand them in the same way that it was intended. 6. Making use of informal organisations There are informal groups or organisations within every formal organisation. These groups should be recognised by the management, who should then use them to spread information. Since an effective interchange of information is crucial for the development of an organisation, there should be a free flow of information between superiors and subordinates. 7. Leadership 55","Managers should demonstrate effective leadership when managing their team members since it can have a favourable impact without alienating them. 8. Adhere to Through Giving an order alone is insufficient. Managers should follow up by regularly assessing if orders are being carried out correctly or if any issues are occurring. Modifications to the instructions should be made as necessary. Directing is one of the principal elements of management along with planning, organising and controlling. Directing is a very essential function which helps ensure that the employees perform to the best of their abilities and achieve the organisational goals effectively. The lack of a direction in an organisation will result in the employees being clueless about what to do next and will increase inefficiency, thereby resulting in a devastating impact on the business and revenue generation. Elements of Directing Directing as a management function comprises the following elements. 1. Communication 2. Supervision 3. Motivation 4. Leadership 56","Communication: Communication is one of the most basic functions of management, it is the process by which a piece of information is transferred from one person to another in an organisation. The person who conveys the information is known as the sender and the one to whom the information is conveyed is known as the receiver. The purpose of communication in an organisation is to send across any set of instructions, orders or information related to the improvement of the operational efficiency. Communication is essential for conveying the state of performance of the employees and ways to improve them. Proper communication occurs when subordinates understand what was conveyed to them by the supervisor and act accordingly, whereas miscommunication occurs when the information conveyed is not clear and understandable, leading to misunderstanding and loss of performance. Communication can always be two sided, where the flow of information is from supervisor to subordinates and vice versa. Supervision: Supervision is the next step after information is conveyed by the supervisor to the employees regarding the work that needs to be done. It is that stage where the supervisor oversees if the subordinates are following what has been instructed to them. Managers act as supervisors and they ensure that the work is going as per their instructions. It is the duty of a supervisor to make sure that all instructions are properly followed and the subordinates are doing as they are instructed. Supervisors act as problem solvers of the subordinates regarding any issues with the instructions or the process. 57","Motivation: Motivation is one of the key elements of directing. Issuing of order to the subordinates by the supervisor does not guarantee that it will be followed exactly as was asked for. For getting the desired outcome, the employees need to be motivated by the managers which leads to the task being completed efficiently. Motivation is a force that makes an individual perform to the best of his abilities in order to complete a set of tasks or instructions. Motivation can be in the form of monetary gains such as incentives or bonus, it can be non- monetary such as appreciation or growth. Leadership: Leadership is that element of directing that involves motivation and persuasion in order to achieve the desired goals. A leader is defined as a person who is able to influence other people and inspires them to follow the instructions provided. In other words, leadership is the act of leading, guiding and motivating the subordinates to achieve the organisational goals. Effective direction can be achieved by adopting one or more of the following techniques. The manager can utilise them according to the need of the situation. Techniques of Directing There are basically three broad techniques of direction namely: 1. Consultative or participative, 2. Free rein and 58","3. Autocratic. 1. Consultative or Participative Technique: The essential feature of this technique is that the executive should consult his subordinates regarding the feasibility, workability and the extent and content of a problem before taking a decision and issue a directive. Under this techniques manager can get best suggestions, ideas, opinions, from the subordinates. As well as he gets the knowledge of reactions of the subordinates in order to extract new ideas and help from them. But then the manger must have sincere desire of securing suggestions from his subordinates. Many times a manager with no desire may simply pretend tube consultative. But this attitude is dangerous and may cause conflicts leading to non-accomplishment of task. Under this technique there is actually no danger to managers\u2019 authority and powers, because ultimately decision is to be taken by him only. Right to take decisions ultimately lies in his own hands. The quantum of subordinates\u2019 participation depends upon a number of factors such as the attitude, interest, liking, past experience of the subordinates, the nature and type of the problem, availability of time for loving the problem and so on. If the subordinates trust the managers, and believe that \u201cthe boss knows the best\u201d regarding making decisions and giving directives, there is no need for consultative direction. But if the subordinates feel the superior to be incompetent, the boss should provide ample opportunity for consultation with the subordinates. It is always better if the subordinates are informed and supplied with necessary materials well in advance so as to enable them to think over it and give concrete suggestions. If managers or executives adopt this technique of direction they would be successful in securing greater co-operation, enthusiasm, motivation and higher morale of the subordinates. 59","This ultimately would result in formation of better plans and better decisions because of pooling of experience, better communication, closer contacts and training, growth and experiences of the subordinates. All these merits can be enjoyed by the manager by extensive and careful application of consultative techniques. The technique suffers from the following shortcomings also: i. If the subordinates form an opinion that the manager is incompetent and incapable of taking decisions, they may undermine his authority and prestige. ii. Sometimes the discussion may lead to confusion and the subordinates may not have any clear-cut directives from managers. iii. Sometimes the subordinates think consultation to be their right. Under this situation, if a manager takes some decision, even on important occasions, without consulting the subordinates, it may lead to disputes, frustration, confusion, misunderstanding etc. among the subordinates. iv. If this technique is not used properly, it may lead to unnecessary discussions, unhealthy and out-of the way criticism of the boss and even to insubordination. 2. Free Rein Direction Techniques: Under the free reign technique, the superiors motivate the subordinates to contribute their ideas, thoughts etc. for solving a problem. This technique is widely accepted by many managements. It shows the best and quick results, if the subordinates are highly educated. The free rein technique encourages and enables the subordinates to contribute their own initiative, independent thought, drive and ingenuity to the solution of the problem. This does not mean that this technique gives full freedom to the subordinates. 60","The superior who adopts free rein technique must be sure that the subordinates know the overall objectives, their duties, responsibilities, and policies, plans of the organisation and their role as well as jurisdiction. Then only he should assign the work to his subordinate and allow him to decide, the manner in which he has to proceed. But the superior must ensure that the subordinates are trust worthy, willing and capable of assuming responsibility. This technique would be followed by the superior when the sub-ordinates possess high intelligence, strong drive, high sense of responsibility etc. This type of directing gives pride to the capable men in their work. It develops their self-confidence, motivates them to give independent thought. It develops their managerial ability and experience. In this type of direction technique there may be chances of difference in the point of view of the manager and the subordinate. Then the manager has to take risk of such mistakes and continue to provide opportunity to the subordinates to learn by their mistakes. The superior should not criticise and should not discourage the subordinates. This technique requires a great amount of patience and forbearance on the part of managers. 3. Autocratic Direction Techniques: This technique is just the opposite of the free rein direction technique. Under this technique, the superior gives direct, clear and precise orders to his subordinates with detailed instructions as to how and what is to be done, The role of subordinates with detailed instructions as to how and what is to be done. The role of sub-ordinates is simple to implement. This technique is used in military organisation. Such superiors believe in minimum delegation of authority to sub-ordinates are expected to follow the instructions only. The manager has to perform both the functions namely planning and taking decisions. The manager strongly believes that, without detailed instructions from him, his subordinates would not properly carry out directives. Under his type of direction technique the subordinates depend totally upon their superiors. They do not think, and do not have any interest, and motivation in taking decisions. 61","They stop thinking and taking initiative. They become \u201cYes Men\u201d and obedient employees. Such subordinates become frustrated. They lack in self-confidence. They are less motivated and less inspired. Naturally, they hardly acquire managerial ability. This technique obstructs subordinates from becoming future executives. Merits of this techniques are that managers can take quick decisions, quick implementation of such decision, quick problem solving. This also helps in maintaining peace and discipline. Employees are more obedient and can be effectively utilized. Need and importance of Directing Directing Initiates action: Directing sets an organisation into motion, and helps other managerial functions to initiate and activate. It helps the managers to supervise, communicate, lead, guide and motivate the subordinates to achieve the organisational goals. For example, a superior guides his subordinates and explains the task, which will help the subordinates to start the work and achieve the goal. Directing leads to integrated group activity: The organisational objectives can be achieved only when individual efforts are integrated. Directing integrates employees\u2019 efforts in such a way that every individual effort contributes to organisational performance. For example, a leader can convince his subordinates that group efforts will help to achieve organisational goals. Directing attempts to get maximum out of individuals: Directing helps superiors to realise the potential and identify the capabilities of individuals by motivating and guiding them. By using the elements of directing, i.e., supervision, motivation, leadership, and communication, the efficiency of employees can be raised. Directing helps to implement changes: Directing helps to introduce changes in an organisation. Generally, people in an organisation resist changes. Effective communication, supervision, motivation and guidance help to overcome such resistance at the workplace. For example, the introduction of a new method of doing a particular task in a factory is resisted by workers, but when managers explain the purpose, guide and provide them training and rewards, it can be easily accepted by the workers. 62","Directing provides stability and balance in the organisation: Stability and balance are maintained in an organisation with the help of directing because it fosters cooperation and commitment amongst employees, and helps to achieve balance amongst various groups, departments, units, etc. For example, every individual has personal goals, but the managers integrate the efforts of all the individuals towards the achievement of organisational goals through guidance, motivation, supervision and communication. Important Concept Commented [DVM8]: 1.Elements & Techniques of Direction For the purpose of achieving organisational objectives, direction is a component of 2.Need & importance of directing management that deals specifically with persuading, directing, overseeing, and inspiring people. Self-Analysis - 6 1. Directing is an executive function of management as it initiates action in the organisation, (True\/False) 2 Directing sets the environment for work (True\/False) Quick Recap In order to help people work successfully and efficiently to accomplish organisational objectives, one management responsibility is to direct and motivate them. Directing is a managerial task that involves starting a planned activity. One of the most crucial basic management responsibilities, direction covers a wide range of other management tasks, including leadership, motivation, and communication. 63","5.7 SUMMARY Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Job analysis information is essential when determining compensation. As part of identifying appropriate compensation, job analysis information is used to determine job content for internal comparisons of responsibilities and external comparisons with the compensation paid by competing employers. Training and development initiatives are educational activities within an organization that are designed to improve the job performance of an individual or group. Planning, organising, and staffing are merely pre-work activities; directing initiates the action of individuals. 5.7 KEYWORD\u2013 Performance review: A performance review is a written evaluation of an employee's Performance to show how well he or she has performed. Retention: It is the process of keeping skilled, successful employees within the company Development : is the acquisition of knowledge, skill, or attitude that prepares people for new roles or responsibilities. Employee training and development :includes any activity that helps employees acquire new, or improve existing, knowledge or skills. Feedback : is advice or information from one person to another about how useful or successful an event, process, or action is Recuritment- Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and onboarding employees 64","Selection: Selection is a process of identifying and hiring the applicants for filling the vacancies in an organization.. 5.8 ANSWERS FOR SELF-ANALYSIS 1. Self-Analysis \u2013 1 1.True 2.False: Job description includes all these details Self-Analysis \u2013 2 1.True 2.False: False! With their client and candidate, a smart recruiter aims to establish rapport. When the demands of the firm change and more roles need to be filled, this will help both the client and the recruiter and ensure a positive working relationship throughout the search. Self-Analysis - 3 1.True 2.False : On the job training does that Self-Analysis - 4 1.True 2.True. Self-Analysis - 5 1.True 2.False: It is within the organsiation Self-Analysis - 6 1.True 2.False: Directing intiates action 65","5.9 TERMINAL ASSESSMENT a) Multiple Choice Questions 1. Training is most effective in resolving: (a) Skill gaps (b) Attitudinal problems (c) Poor motivation (d) Attendance issues 2. ----------------------is the process of increasing the knowledge and skills for doing a particular job. (a) education. (b) training (c) selection (d) none of these. 3. It refers to the process of instructing, guiding, counselling, motivating and leading j people in the organisation to achieve their objectives. (a) Planning (b) Organising (c) Staffing (d) Directing 4. It is defined as the process of guiding the efforts of employees and other resources to accomplish the desired objectives. 66","(a) Supervision (b) Communication (c) Leadership (d) Inspection 5. Which of the following is not concerned with staffing? (a) Recruitment (b) Selection (c) Training (d) Publicity 6. _________ involves planning, acquisition & development of resources necessary for organizational success. (a) Human Resource management (b) Human emphasis (c) Specialization (d) Compensation 7. Process of attracting qualified person to apply for the jobs that are open is refer to as (a) Training (b) Recruitment (c) Human resource management (d) Transfer b) True or False 1. The majority of training and development programmes focus on improving a worker's knowledge and skill sets as well as inspiring more drive to improve work performance. 67","2. Management by Objectives is a such activity that is managed and supervised to coordinate organizational goals with departmental goals 3. Recruitment is always from external sources c) Match the following a. includes any activity that helps employees Set 1 acquire new, or improve existing, knowledge 1. Unity of Command or skills. 2. MBO b. a process of identifying and hiring the applicants for filling the vacancies in an 3. Recuritment organization.. 4. Selection c. The process of seeking out possible applicants and persuading them to apply for 5.training and development open jobs d. appraisal technique in which managers and staff jointly decide what goals should be prioritised for a certain appraisal period e Principles of Directing Set 2 a. Direction is telling people what to do and 1. 360-Degree Feedback seeing that they do it to the best of their ability. 68","2. Direction b a multidimensional performance appraisal 3 Career Development system that assesses an employee's 4. Job Specification performance. 5.Job analysis c. A job specification is a collection of attributes that are thought to be necessary for someone to be successful in a role. d. the process of outlining every aspect of a position, from duties and compensation to working conditions. e. Learning and applying short-term skills to advance towards long-term professional goals d) Essay Questions 1.Explain the concept of manpower planning along with its relevance 2.What is meant by job description? What are the steps to create job description 3 What is recruitment? Discuss its needs and importance. 4. Discuss various on-the-job and of-the-job training methods. 5. Explain the relevance of performance appraisal 6. What are the methods used for performance appraisal 7. List down the various principles of Directing e) Case Study\/ Caselets Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same 69","company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance. By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers. Harsha felt that now a day\u2019s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees. One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won\u2019t allow Franklin to resign. In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is 1) when he comes alone to canteen the people from others don\u2019t even recognize him but if he accompanied by Harsha he gets well treated by others. 70","2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so. 3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting. It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that \u201d Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here\u201d. By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before. Questions 1. Find the reason that Mr. Mehta would have given to Franklin. 5.10 ANSWERS FOR TERMINAL QUESTIONS a) Multiple Choice Question Answers 1-a, 2-b, 3-d. 4-a, 5-d, 6-d,7-b b) True or False 1. True 71","2. False: Management by Objectives is a such activity that is managed and supervised to coordinate the individual\u2019s goals with the work or organizational goals 3. False : Recruitment can be from internal sources also c) Match the following Set 1 1-e, 2-d ,3-c,4-b,5-a Set 2 1-b, 2-a, 3-e, 4-c, 5-d a) Case Study\/ Caselets Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him. When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees\u2019 point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion. 5.11 POST READING REFERENCE MATERIAL \u2022 Reference Books \u2022 C.B Gupta, Management Theory & Practice, Sultan Chand & Sons, 19th Edition, \u2022 2017. 72","\u2022 L.M Prasad, Principles and Practices in Management, Sultan Chand & Sons, 2015. \u2022 P.C. Tripathi & P.N. Reddy, Principles of Management, McGraw Publication, 6th \u2022 Edition, 2017. \u2022 Harold Koontz, Cyril O\u2019 Donnell & Heinz Weihrich, Essentials of Management, \u2022 McGraw Hill,Inc, 5th Edition, 2017. \u2022 P. Subba Rao, Personnel and Human resource Management, Himalaya Publishing House, second edition Weblinks: https:\/\/www.investopedia.com\/what-is-a-performance-appraisal-4586834 https:\/\/www.mbaskool.com\/business-concepts\/human-resources-hr-terms\/1779-career- development.html https:\/\/www.toppr.com\/guides\/business-studies\/directing\/introduction-meaning- importance-and-principles-of-directing\/ 5.12 TOPICS FOR DISCUSSION FORUM 1. Which objectives of organization are satisfied by manpower planning? 2. Is there any biasness in 360 degree feedback? Justify your answer 73"]
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