8/6/2019 Report Tom.

1/15

8/6/2019 Report Tom.

2/15

DIRECTING is said to be a process in which

the managers instruct, guide and oversee the

performance of the workers to achievepredetermined goals. Directing is said to be

the heart of management

process. Planning, organizing, staffing has

got no importance if direction function doesnot take place.

LEADING providing direction or guidance.

8/6/2019 Report Tom.

3/15

Pervasive Function - Directing isrequired at all levels of organization.Every manager provides guidance andinspiration to his subordinates.

Continuous Activity - Direction is acontinuous activity as it continuousthroughout the life of organization.

Human Factor - Directing function isrelated to subordinates and therefore it

is related to human factor. Since humanfactor is complex and behavior isunpredictable, direction functionbecomes important.

8/6/2019 Report Tom.

4/15

Creative Activity - Direction function helps in

converting plans into performance. Without thisfunction, people become inactive and physicalresources are meaningless.

Executive Function - Direction function iscarried out by all managers and executives at all

levels throughout the working of an enterprise, asubordinate receives instructions from hissuperior only.

Delegate Function - Direction is supposed to bea function dealing with human beings. Human

behavior is unpredictable by nature andconditioning the peoples behavior towards thegoals of the enterprise is what the executivedoes in this function. Therefore, it is termed ashaving delicacy in it to tackle human behavior.

8/6/2019 Report Tom.

5/15

To be a good leader/director, you must knowhow to deal with people. You must acknowledge thateveryone around you does what they do forthemselves, and desires to gain a feeling ofimportance. If you can provide them with that feeling

as their leader, they will follow you and respect you.

You can give people this feeling by listening towhat they have to say, and by giving them honestpraise when they do things well. Show them that thetasks that you want them to do will benefit them,

and allow them to have a feeling of pride in theirwork. Give people around you a good reputation tolive up to, and they will bust their butts to be theexcellent person you've set them up as, and like youfor it.

8/6/2019 Report Tom.

6/15

Work groups are a common arrangement withintodays business organizations. Work is beingrestructured around groups of all kinds and in allsizes of organizations. Managers need an

understanding of group behavior and the concept ofteams in order to appreciate what groups can andcannot do within organizations and how groupsfunction.

Any one member in group can influence thebehavior of the individuals in the group andteamwork. We will examine some basiccharacteristics of groups including the types of workgroups, the development of informal groups, and themanner in which groups operate.

8/6/2019 Report Tom.

7/15

Groups exhibit different behaviormore

than just the sum total of each group

members individual behavior. In this section,were going to look at various aspects of

group behavior.

8/6/2019 Report Tom.

8/15

A GROUP is defined as two or more interactingand interdependent individuals who come togetherto achieve particular objectives.

1. Groups differ from mere aggregates ofindividual because the latter have no

interdependence, interaction, or common goal.

2. Groups differ from organizationsbecause the latter involve systematic efforts and are

engaged in the production of goods and services.

3. Teamwork occurs when groups areable to work efficiently and effectively together toachieve organizational goals.

8/6/2019 Report Tom.

9/15

formal group is a group officially planned

and created by an organization for a specific

purpose.

informal group is a group that is establishedby employees, rather than by the

organization, in order to serve group

members interests or social needs. Informalgroups are unplanned groups.

8/6/2019 Report Tom.

10/15

Stage 1: Forming occurs as group members attemptto assess the ground rules that will apply to a taskand to group interaction.

Stage 2: Storming occurs as group membersexperience conflict with one another as they locateand attempt to resolve differences of opinionregarding key issues.

Stage 3: Norming occurs as group members begin tobuild group cohesion, as well as develop a consensusabout norms for performing a task and relating to oneanother.

Stage 4: Performing occurs as energy is channeledtoward a task and as norms support teamwork.

Stage 5: Adjourning occurs as group membersprepare for disengagement as the group nearssuccessful completion of its goals.

8/6/2019 Report Tom.

11/15

Work teams are formal groups made up of

interdependent individuals, responsible for

attaining goals. Organizations are

increasingly designing work around teamsrather than individuals. Why? Most of us are

probably familiar with the concept of a

team. However, we may not be as familiar

with work teams. All work teams are groups,but only formal groups can be work teams.

There are different types of teams. Four

characteristics can be used to distinguish

different types of teams.

8/6/2019 Report Tom.

12/15

1. Teams can vary in their purpose or goal.

2. The duration of a team tends to be eitherpermanent or temporary.

3. Team membership can be either functionalor cross-functional.

4. Finally, teams can either be supervised orself-managed.

5. Given these four characteristics, some ofthe most popular types of teams used todayinclude the following:

8/6/2019 Report Tom.

13/15

Functional team is a type of work team that is

composed of a manager and his or her

subordinates from a particular functional area.

Self-directed or self-managed team is one that

operates without a manager and is responsible

for a complete work process or segment that

delivers a product or service to an external orinternal customer.

Virtual team is one that uses computer

technology to link physically dispersed members

in order to achieve a common goal. Cross-functional team is one in which

individuals who are experts in various specialties

(or functions) work together on various

organizational tasks.

8/6/2019 Report Tom.

14/15

Teams arent automatically going tomagically perform at high levels. We need tolook more closely at how managers can developand manage effective teams. There are eightcharacteristics associated with effective teams.

1. Clear goals

2. Relevant skills

3. Mutual trust

4. Unified commitment

5. Good communication6. Negotiating skills

7. Appropriate leadership

8. Internal and external support

8/6/2019 Report Tom.

15/15