2. TOPICS COVERED
Directing
Concept
Importance
Elements of Directing
Supervision - Concept and Functions of Supervisor
Motivation - Concept, Maslow’s Hierarchy of Needs, Financial and Non
Financial Incentives
Leadership – Concept and Style
Communication - Concept, Formal and Informal communication, Barriers
to effective Communication and how to overcome the Barriers
9. CHARACTERISTICS OF SUPERVISION
Universal Activity
Important part of DirectingFunction
Continuous Process
Faceto FaceContact
Requiredlevel of Performance
OptimumUtilization
Special importancefor Lower Level Managers
10. Responsible for putting the Plans of
Action of Management into
Action
Acts as a link between Higher
Level Management and the
Workers
Providing Solutions related to the
Problems of Human
Behaviour
As a
Key
Man
As a
Mediat
or
As a
Human
Resource
Specialist
ROLEOF SUPERVISOR
11. FUNCTIONS OF A SUPERVISOR
EnsureIssuingInstructions
Facilitates Control
OptimumUtilizationof Resources
Maintenanceof Discipline
Feedback
ImprovesCommunication
ImprovesMotivation
12. MOTIVATION
It refers to that process which excites people to work for
attainment of a desired Objective.
13. CHARACTERISTICS OF MOTIVATION
It is aInternal Feeling
Produces Goal DirectedBehaviour
It canbeeither Positiveor Negative
Complex Process
14. MASLOW’S NEED HIERARCHY THEORY
• First time Abraham Maslow categorized the
countless needs in five different human needs
on the Basis of Priority with following
Assumptions:
People’s behavior is affected by their needs
Needs can be Prioritized
After satisfaction of one need, next higher need will serve as motivator
People will only move to other need only when lower need is satisfied
16. HIERARCHY OF INDIVIDUAL AND
ORGANIZATION RELATEDNEEDS
IndividualNeedHierarchy
5. Self Fulfilment
4. Status
3. Friendship
2. Stabilityof Income
1. Hunger
OrganizationNeedHierarchy
5. Achievement of Goals
4. JobTitle
3. Cordial RelationwithColleagues
2. PensionPlan
1. Basic Salary
17. INCENTIVES: FINANCIAL
It refers to incentives which are in direct monetary form or
measurable in monetary terms.
Pay and Allowances
Productivity linked Wage Incentive
Bonus
Profit Sharing
Co- Partnership
Retirement Benefits
Perquisites
18. INCENTIVES: FINANCIAL
It refers to incentives which are in direct monetary form or
measurable in monetary terms.
Pay and Allowances
Productivity linked Wage Incentive
Bonus
Profit Sharing
Co- Partnership
Retirement Benefits
Perquisites
19. INCENTIVES: NON FINANCIAL
It referstoincentives whicharenot directlyrelatedwithmoney.
Status
Organizational Climate
Career Advancement Opportunity
JobEnrichment
EmployeeRecognitionPrograms
JobSecurity
Employees Participation
EmployeeEnrichment
22. MANAGERSHIP V/S LEADERSHIP
Basis of
Difference
Managership Leadership
1. Basis of Existence Organized Form Unorganized Form
2. Focus Attainment of
Organizational
Objectives
Satisfaction of
Expectations and
Aspirations of
followers
3. Authority Formal Authority Informal Authority
4. Scope Widespread Limited
24. LEADERSHIP STYLES
Leadership style is the manner and approach of providing
direction, implementing plans, and motivating people.
The three major styles of leadership are
Autocratic Leadership
Democratic Leadership
Laissez Faire Leadership
25. AUTOCRATIC LEADERSHIP STYLE
It refers to that leadership style in which the leader tends to run the
show all by himself.
I Want Both of You to
27. AUTOCRATICLEADERSHIP STYLE
advantages of autocratic leadership
Quick andClear Decisions
Satisfactory work
Necessary for Less EducatedEmployees
Disadvantages of autocratic leadership
Lack of Motivation
Agitationof Employees
Possibilityof Partiality
Suitability of autocratic leadership
Whentheleader isthemost knowledgeableinthegroup
Whenthereislittletimefor decisionmaking
Whensubordinates areuneducatedandunexperienced.
28. DEMOCRATICLEADERSHIP STYLE
It refers to that leadership style in which the leader consults
with his subordinates before making any final decision.
Lets work together to solve this
…
30. DEMOCRATICLEADERSHIP STYLE
advantages of Democraticleadership
HighMorale
Creation of MoreEfficiencyandProductivity
Availability of Sufficient timefor ConstructiveWork
Disadvantages of DEMOCRATICleadership
Requirement of Educated Subordinates
Delay inDecisions
Lack of Responsibility inManagers
Suitability of DEMOCRATICleadership
Whengroup members areskilled.
Whenplenty of timeisavilablefor decisionmaking
Whenleader wants toinvolvethesubordinates.
Whenroles areclear
31. LAISSEZ FAIRELEADERSHIP STYLE
It refers to that leadership style in which leader allows the
employees to make the decisions.
You two take care of the problem while I go.
. .
35. CHARACTERISTICS OF COMMUNICATION
Twoor MorePersons
Exchangeof Ideas
Mutual Understanding
Direct andIndirect Communication
Continuous Process
Useof Wordsaswell as Symbols
36. TYPES OF COMMUNICATION
Formal Communication:
Communication within the
OfficiallySanctioned
Boundaries of the
Organization
Informal Communication:
Communicationwithin the
Organization which isnot
officiallySanctioned
38. TYPES OF COMMUNICATION: FORMAL
Advantages of Formal Communication
Maintenanceof Authority of theOfficers
Clear andEffectiveCommunication
Orderly flowof Information
Easy knowledgeof Sourceof Information
39. TYPES OF COMMUNICATION: FORMAL
Limitationsof Formal Communication
Overload of Work
Distortionof Information
OverlookingbytheOfficers
40. TYPES OF COMMUNICATION: FORMAL
Types of Formal Communication
Manager
Foreman
Worker
Manager
Foreman
VERTICAL
COMMUNICATI
ON
VERTICAL
COMMUNICATI
ON
(Downward
Communication
)
Horizontal
Communication
(Upward
Communication
)
41. Characteristicsof Informal Communication
FormationthroughSpecial Relations
Two types of Information
• About Work
• About Individual
Uncertain Path
Possibilityof Rumor andDistortion
Quick Relay
TYPES OF COMMUNICATION: INFORMAL
42. TYPES OF COMMUNICATION: INFORMAL
Advantages of Informal
Communication
Fast and Effective Communication
Free Environment
Better Human Relationships
Problems are Easily Solved
Social Needs of the Individual is Satisfied
43. TYPES OF COMMUNICATION: INFORMAL
Limitationsof Informal Communication
Unsystematic Communication
UnreliableInformation
44. TYPES OF COMMUNICATION: INFORMAL
Types of Informal Communication
x
1. Single
Standard
F
E
D
C
B
D
A
B C
H
G
2. Gossip
Chain
3. Probability
4. Cluster
x
1. Single
Standard
A
A
46. BARRIERS OF COMMUNICATION
1. Semantic Barriers:
Badly Expressed messages
Symbols or Words with Different Meanings
Faulty Translation
UnClarifiedAssumptions
Technical Jargon
47. BARRIERS OF COMMUNICATION
3. Organizational Barriers:
Organizational Policies
Rules andRegulations
Complexity inOrganizational Structure
Organizational Facilities
48. BARRIERS OF COMMUNICATION
4. Personal Barriers:
Barriers Related toSupervisors
• Fear of Challengeof Authority
• Lack of ConfidenceinSubordinates
Barriers Related toSubordinates
• Unwillingness toCommunicate
• Lack of Proper Incentive