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Transcript of CHAPTER 4: DIRECTING Maybe, the most inspirational video ever... - YouTube.flv.
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CHAPTER 4: DIRECTING
Maybe, the most inspirational video ever . . . - YouTube.flv
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LEARNING OBJECTIVE1. The concept and importance of directing2. Definition of leadership3. Leadership approaches (Traits,
Behavioral & Contingency Approach)4. Definition of motivation5. Motivation theories (Maslow Hierarchy
of Needs, Hertzberg Two Factor, The X and Y Theory)
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LEARNING OBJECTIVE6. Definition of communication7. Methods in communication8. Forms of communication9. Communication process10.Problems in communication11.Importance of coordination and
integration I management
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WHAT IS DIRECTING?
Instructing
Guiding
CounselingMotivating
Leading
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DEFINITION
"Activating deals with the steps a manager takes to get sub-ordinates and others to carry out plans" - Newman and Warren.
Directing is a continuous process initiated at top level and flows to the bottom through organizational hierarchy
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Importance of Directing
Initiates actions
Increase productivity
Supervision, Motivation, Leadership and Communication effective
Achieve organizational goals
Coping up with the changes
Stability and balance
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WHEN DIRECTING HAPPEN?
Making assignments
Assisting workers to carry out
assignments
Interpreting organizationa
l policies
Informing workers how well they are
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ELEMENTS OF DIRECTION
Supervision Leadership Motivation Communication
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LEADERSHIP
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Leadership "Leadership is essentially a
continuous process of influencing behavior. A leader breathes life into the group and motivates it towards goals. The lukewarm desires for achievement are transformed into burning passion for accomplishment" - George R. Terry.
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EXERTS INFLUENCE
INSPIRES
MOTIVATES
DIRECTS
GOALS
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THE KEY TO LEADERSHIP
POWER
LEGITIMATE
REWARD
COERCIVEEXPERT
REFERENT
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Leadership Approach
TRAITS
• LEADERSHIP STYLE• MANAGERIAL GRID THEORY• LIKERT MANAGENT SYSTEM
BEHAVIORAL
• FIEDLER CONTIGENCY MODEL• HERSEY & BLANCHARD
SITUATIONAL LEADERSHIP THEORY
• HOUSE PATH GOAL THEORY
CONTINGENCY /
SITUATIONAL
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Traits Approach Early studies (1930’s) focus on personal
characteristic that differentiates effective leaders from ineffective leaders
Leaders????? Individuals who can influence others
Effective leaders normally posses several traits (skills, abilities, knowledge, expertise)
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Traits of Effective Leaders
TRAITS AND PERSONAL CHARACTERISTICS
MOTIVATION DOMINANCE
DESIRE TO LEAD SELF-CONFIDENCE
INTEGRITY & HONESTY HIGH ENERGY
KNOWLEDGE & EXPERTISE
TOLERENCE FOR STRESS
INTELLIGENCE MATURITY
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Behavioral Approach
This approach emphasized on leadership function and leadership style
LEADERSHIP STYLE
MANAGERIAL GRID
THEORY
LIKERT MANAGEMEN
T SYSTEM
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Leadership Style
•Authoritarian Leadership Style•Democratic Leadership Style•Laissez-Faire Leadership Style
The way leaders
influence their
employees
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Authoritarian Leadership Style
Known as dictatorship Leaders make decision and acts on the
decision individually Use reward and punishment system One way communication Obedience and loyalty to leaders are
required Fast decision but unsatisfied employees
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Democratic Leadership Style Also known as participative style Top and lower management
level will make decision together Employees are encouraged to
participate in decision making Advantage – increase teamwork Disadvantage – slows down
decision making, reduces accountabilities
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Laissez-Faire Leadership Style Known as free form leadership style Gives freedom & autonomy Leader has less control and influence Employees can use their expertise and
knowledge to make decision Increase career development Disadvantage – creates
misunderstanding and lack of unity
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MANAGERIAL GRID THEORY Study made by Robert Blake and Jane
Mouton, to explain leadership style based on
a) Concern for people b) Concern for production
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LIKERT MANAGEMENT SYSTEM Introduced by Rensis Likert (1961) Combined the basic management styles
(job oriented + employee oriented)
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Contingency Approach There are 2 aspects influence effective
leadership:a) Situationb) Traits of the leader
Two modelsa) Fiedler Contingency Modelb) Hersey & Blanchard Situational Leadership Theoryc) House Path Goal Theory
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Fiedler’s Contingency Model The Fiedler Contingency Model was created
in the mid-1960s by Fred Fiedler, a scientist who helped advance the study of personality and characteristics of leaders.
The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").
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Identifying leadership style is the first step in using the model.
Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale (see Figure 1).
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The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training.
You then rate each factor based on this person and add up your scores. If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.
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LEAST-PREFERED CO-WORKER SCALE
Unfriendly 1 2 3 4 5 6 7 8
Friendly
Unpleasant 1 2 3 4 5 6 7 8
Pleasant
Rejecting 1 2 3 4 5 6 7 8
Accepting
Tense 1 2 3 4 5 6 7 8
Relaxed
Cold 1 2 3 4 5 6 7 8
Warm
Boring 1 2 3 4 5 6 7 8
Interesting
Backbiting 1 2 3 4 5 6 7 8
Loyal
Uncooperative 1 2 3 4 5 6 7 8
Cooperative
Hostile 1 2 3 4 5 6 7 8
Supportive
Guarded 1 2 3 4 5 6 7 8
Open
Insincere 1 2 3 4 5 6 7 8
Sincere
Unkind 1 2 3 4 5 6 7 8
Kind
Inconsiderate 1 2 3 4 5 6 7 8
Considerate
Untrustworthy 1 2 3 4 5 6 7 8
Trustworthy
Gloomy 1 2 3 4 5 6 7 8
Cheerful
Quarrelsome 1 2 3 4 5 6 7 8
Harmonious
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Hersey & Blanchard’s Situational Leadership Theory
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House’s Path-Goal Theory
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Motivation
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Definition of Motivation "Motivation is the complex force
starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiates." - Dubin.
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WHAT MAKES PEOPLE MOTIVATED?
INTRINSIC REWARD is the good feeling you have when you have done a good job
EXTRINSIC REWARD is something given to you by someone else as recognition for good work and include pay increases, praise, and promotions
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WHY MOTIVATION Increase quality & productivity Highly motivated employee Better quality of work
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BENEFITS OF MOTIVATION Puts human resources into action Improves level of efficiency of
employees Leads to achievement of organizational
goals Builds friendly relationship Leads to stability of work force
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Motivation Theories
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Maslow’s Hierarchy Of Needs Theory
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Hertzberg’s Two Factor Theory
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Theory x theory x ('authoritarian management'
style) The average person dislikes work and will
avoid it he/she can. Therefore most people must be forced with
the threat of punishment to work towards organizational objectives.
The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.
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CHARACTERSTICS OF THEORY X MANAGER results-driven and deadline-driven, to
the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow
instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or
morale proud, sometimes to the point of self-
destruction one-way communicator poor listener
fundamentally insecure and possibly neurotic
anti-social vengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay
and remunerations levels seeks culprits for failures or shortfalls seeks to apportion blame instead of
focusing on learning from the experience and preventing recurrence
does not invite or welcome suggestions takes criticism badly and likely to retaliate
if from below or peer group poor at proper delegating - but believes
they delegate well thinks giving orders is delegating holds on to responsibility but shifts
accountability to subordinates relatively unconcerned with investing in
anything to gain future improvements unhappy
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Theory Y theory y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in
the pursuit of organizational objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population.
In industry the intellectual potential of the average person is only partly utilised.
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Communication
Talking Twin Babies - PART 2 - OFFICIAL VIDEO - YouTube.flv
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Definition of Communication "Communication is the transfer of
information from one person to another person. It is a way of reaching others by transmitting ideas, facts, thoughts, feeling sand values." - Newstrom and Davis.
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Methods in Communication Verbal
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Methods in Communication Non Verbal
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Forms of Communication Top to bottom (Downward) Bottom to top (Upward) Horizontal communication Cross communication
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Bottom to top Bottom to top(Upward) Definition: Transmission of messages from lower
to higher levels of the organization (such as communication initiated by subordinates with their superiors).
Types of messages: performance on the job, job related problems, fellow employees and their problems, subordinates perceptions of org policies and practices, tasks and procedures.
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Top to bottom Top to bottom (Downward) Definition:
Communication that flows from upper to lower (such as manager to employer or superior to subordinate).
Types of messages: job instructions, job rationales, procedures and practices information, feedback, and indoctrination. (Katz & Kahn, 1978)
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Horizontal Communication Definition: Flow of messages across functional
areas at a given level of an organization (this permits people at the same level to communicate directly).
Type of messages: facilitates problem solving, info sharing across different work groups, task coordination between departments and project teams
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Communication Process
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Problems in Communication Scary Movie Nonverbal Miscommunicati
on - YouTube.flv
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Communication noise Environmental Noise: Noise that
physically disrupts communication, such as standing next to loud speakers at a party, or the noise from a construction site next to a classroom making it difficult to hear the professor.
Physiological-Impairment Noise: Physical maladies that prevent effective communication, such as actual deafness or blindness preventing messages from being received as they were intended.
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Semantic Noise: Different interpretations of the meanings of certain words. For example, the word "weed" can be interpreted as an undesirable plant in your yard, or as a euphemism for marijuana.
Syntactical Noise: Mistakes in grammar can disrupt communication, such as abrupt changes in verb tense during a sentence.
Organizational Noise: Poorly structured communication can prevent the receiver from accurate interpretation. For example, unclear and badly stated directions can make the receiver even more lost.
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Communication noise Cultural Noise: Stereotypical assumptions
can cause misunderstandings, such as unintentionally offending a non-Christian person by wishing them a "Merry Christmas".
Psychological Noise: Certain attitudes can also make communication difficult. For instance, great anger or sadness may cause someone to lose focus on the present moment. Disorders such as Autism may also severely hamper effective communication
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BARRIERS IN COMMUNICATION
•Individual emotion & perception•Unsuitable channel•Inconsistency of verbal & non verbal
INTERNAL FACTORS
•Different power & status•different goals•Lack of formal channel•Psyhcological and economic
ENVIRONMENT
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Overcome Problems In Communication
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EFFECTIVE COMMUNICATIONClear words /
languages
Attractive delivery styles
Sincerity
Concentration
Feedback
Patience & empathy
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Exercise:
What do you think are the major barriers to upward communication in an organization? Discuss.