This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.

1. 1
Chapter 6: Directing

2. Learning Objectives
At the end of the chapter, you are all expected to understand
the following:
 Definition of Directing
 The Nature of Directing
Motivation
 Theories of Motivation
 Communication
 Types of Communication
 Barriers of Communication
 Leadership
 Types of Leadership
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3. What is Directing?
 the process of motivation, communication and
leadership
 deals with the relationship of managers and non-
managers
 managers as leaders should understand the
motives of people, and they should maintain or
improve the interpersonal relationship in an
organization.
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4. What is Motivation?
 the use of rewards and penalties in order to
influence desired behavior.
 rewards and punishment are still strong
motivators.
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5. Theories of Motivation
The theories of motivation described in this discussion help to provide a broader
understanding of what motivates people.
Traditional Theory
 based on the assumption that money is primary motivator. Financial rewards are
directly related to performance in the belief that if the reward is great enough,
employees will produce more.
The Hierarchy of Needs
 postulated by Abraham W. Maslow, stated that human needs in the form of a
hierarchy should be satisfied in order, from the lowest to the highest needs.
Achievement – Power – Affiliation Theory
 3 needs: (1) a need to achieve – desire to do something better or more, (2) a
need for power – a concern for influencing people, and (3) a need for affiliation –
need to be liked.
Motivation – Maintenance Theory
 contends that motivation comes from the individual, not from the manager.
McGregor’s Theory X & Y
 emphasizes that motivation of employees is best achieved when management
creates an environment that encourages members involving both intrinsic and
extrinsic rewards, by directing their efforts towards the goals of the organization.5

6. Theories of Motivation
Achievement Theory
 an individual’s ambition to do things better or achieve something is due to a very
specific motive or need. This is not something “inborn” but it can be acquired
through training and teaching the trainees to think and behave in terms of
achievement.
Barnard-Simon’s Theory of Equilibrium
 states that the inducements provided by the organization must be kept in
equilibrium with the contributions made by the employees. In other words, equal
wages must be paid for equal work.
Vroom’s Preference-Expectancy Theory
 based on the premise that an individual assigns values to the outcome of each
alternative course of action.
Reinforcement Theory
 Components: (1) Stimulus – environment, (2) Response – behavior itself, (3)
Reinforcement – reward given to performance only. High performance = High Pay.
Maturity Theory
 contends that as people grow (psychologically) and maturity they strive toward
the highest level of need.
Job Enlargement
 involves redesigning of jobs so that related activities are added to those currently
being performed.
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7. What is Communication?
 the transfer of information that is meaningful to those involved – in
general, the transmittal of understanding.
 can occur in many forms ranging from face-to-face contact
involving facing expressions and body movements.
 Good Communication – defined as interchange of thought or
information; it brings about mutual understanding and confidence.
Types of Communication
1. Formal & Downward Communication – more common method
and flows down.
2. Upward Communication – can be facilitated thru counseling
methods, open-door policy, survey
3. Lateral or Peer-Level Communication - same level of members
in the organization share information.
4. Committees, Conferences, Group Discussion – lateral
communication
5. Grapevines or Informal Talk– informal paths of communications
Ways to Communicate
 Informal Talk or Grapevines, Memoranda, Telephone Calls,
Interoffice news, Letters, Reports, Conferences/Conventions,
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8. Barriers to Communications
 reduce the effectiveness of communication
These barriers are:
1. Distance – physical distance. Less face-to-face communication may lead to
misunderstanding or lack of understanding of the message being
communicated.
2. Distortion – individuals fails to distinguish actual data from his own views,
feelings and emotions. Being close-minded.
3. Semantics – language aspect of communication. Certain words have multiple
meanings.
4. Lack of Leveling – difference in the level of knowledge and expertise of a
supervisor and subordinate.
5. Lack of Trust – previous experiences of subordinates’ dealings with supervisor.
6. Inaccessibility – supervisors who are often out.
7. Lack of Clear Responsibilities – responsibilities assigned to the subordinates
are not clear.
8. Personal Incompatibility – personality between supervisor and subordinate
clash and thus create communication blocks.
9. Refusal to Listen – careless attitude or arrogant nature, refuse to listen.
10.Failure to Use Proper Media – use of jargons
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9. What is Leadership?
 the art and the science of influencing people so that they willingly move toward the
achievement of the group goals.
 the ability to obtain followers and influence them makes a leader.
Types of Leadership
1. Dictatorial Leader – accomplish tasks through fear of penalties and maintains a
highly critical and negative attitude in relations with subordinates.
2. Autocratic Leader – forces subordinates to rely on the leader for their
satisfaction.
3. Democratic Leader – depends not only on their own capabilities but encourages
consultation of subordinates.
4. Laissez-Faire Leader – depends completely on subordinates to establish their
own goals and to make their own decision.
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10. Leadership
Power, Authority and Leadership
 Power – ability to command or supply force. People can be influenced by
someone to do something that they would not otherwise do.
 Authority – the right to issue directives and expend resources
Leaders’ Attitude
 Theory X & Y Leader – X use a much more authoritarian style of leadership
than Y.
Assumption about People
Theory X
1. Average human being has an inherent dislike of work and will avoid it as
possible
2. Therefore, people must be corrected, controlled, directed, or threatened with
punishment.
3. Average human being prefers to be directed, wishes to avoid responsibility
Theory Y
1. Physical and mental effort in work is as natural as play or rest.
2. Threat of punishment are not the only means of bringing effort, should exercise
self direction and self control.
3. Commitment to objectives is a function of reward as achievement
4. Human being seeks responsibility
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11. Management Skills
 skills that managers must develop
3 Basic Skills
1. Technical Skills – ability to perform a manager’s job;
specialization
2. Human Skills – ability to work with others by getting along,
motivating and communicating with them.
3. Conceptual Skills – ability to coordinate and integrate the
entire organization’s interests and activities. Bigger point of
view.
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12. Management Roles
 A Role is defined as an organized set of behaviors belonging to an
identifiable job.
 Henry Mintzberg identified ten managerial roles divided into three
major groups:
Interpersonal
1. Figurehead - manager represents the organizational unit in all
matters of formality
2. Liaison – manager interacts with peers and other people outside
the organization
3. Leader – manager provides guidance and motivation to the work
Informational
1. Monitor – manager serves as a receiver and collector of information
2. Disseminator – manager transmit special information within the
organizational unit
3. Spokesperson – manager disseminates the organization’s
information into its environment
Decisional
1. Entrepreneur – manager’s role is to initiate change
2. Disturbance handler – managers assume conflicts, threat, loss in
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13. Management Filipino Styles
 Manager “By Kayod” – Action-hungry and committed and
his manners are rather serious and those of an introvert.
Manager “By Lusot” – managers will always find loopholes
to avoid hardwork or utilize an excuse for failure
Manager “By Libro” - managers literally goes by the book.
Manager “By Oido” – managers acquire his managerial
skills by playing it by ear.
Manager “By Ugnayan” – participatory and coordinative,
he integrates various styles depending on the companies’
needs and conditions.13