Chapter 6: Directing

“I have missed more than 9000 shots in my career. I have lost almost 300games. 26 times I
have been entrusted to take the game winning shot and missed. I have failed over and over
again in my life. And that is why I SUCCEED—Michael Jordan”

Introduction:
It is a function of mgt which is concerned with instructing, guiding and inspiring people in
the organization to achieve its objectives. It involves overseeing people at work, making
provision for necessary facilities and creating a suitable working environment.

Definition:
“Directing is telling people what to do and seeing that they do it to the best of their ability”

“Directing is a complex function that includes all those activities which are designed to
encourage a subordinate to work effectively and efficiently”

Characteristics:

1. Initiates Action:
 A manager has to perform this function along with planning, organizing, staffing and
controlling.
 While other functions prepare a setting for action, directing initiates action in the
organization.

2. Present Everywhere:
 Every manager, from top executive to supervisor performs the function of directing.
 The directing takes place wherever superior – subordinate relations exist.

3. Continuous Process:
 It is a continuous process.
 It takes place throughout the life of the organization irrespective of people occupying
managerial positions.

4. Flows from top to bottom:

 Directing is first initiated at top level and flows to the bottom through the organizational
hierarchy.
 It means that every manager can direct his immediate subordinate and take instructions
from his immediate boss.

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 Importance:

1) Initiates Action:
 A manager has to perform this function along with planning, organizing, staffing and
controlling.
 While other functions prepare a setting for action, directing initiates action in the
organization

2) Integrates Employees’ Effort:

 Individual efforts need to be integrated so that the organization achieves its goals.
 The directing functions integrate the activities of the subordinates by supervision, guidance
and counseling.

3) Means of Motivation:
 The organizational objectives cannot be realized unless people working in an organization
are motivated to work willingly and perform well to the best of their abilities.
 Directing is motivating employees t contribute their maximum efforts towards the
achievement of organizational goals.

4) Provides stability & balance in the organization:

 Managerial direction involves interpersonal communication, effective leadership and
motivation, which help to maintain stability in the organization.

5) Facilitates Changes:
 All organizations operate in a changing environment.
 Direction facilitates organizational adjustment to cope with the changing conditions
through better communication and leadership.

Elements of Directing: The process of directing includes four elements:

1) Supervision: It implies observing the subordinates at work to see that they are working
according to plan and policies of the organization and keeping the time schedule and do help
them in solving their work problems.

The term supervision can be understood in two ways. Firstly, it can be understood as an
element of directing and secondly, as a function performed by supervisors in the
organisational hierarchy.

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 Importance of supervision:

(i) Maintains friendly relations :Supervisor maintains day-to-day contact and maintains
friendly relations with workers. A good supervisor acts as a guide, friend and philosopher
to the workers.

(ii) Link Between Owners and Workers: Supervisor acts as a link between workers and
management. He conveys management ideas to the workers on one hand and workers
problems to the management on the other. This role played by supervisor helps to avoid
misunderstandings and conflicts between management and workers/employees.

(iii) Facilitating Control Supervisor plays a key role in maintaining group unity among
workers placed under his control. He sorts out internal differences and maintains
harmony among workers.

(iv) Improves Motivation Supervisor ensures performance of work according to the targets
set. He takes responsibility for task achievement and motivates his workers effectively.

(v) Builds efficient teamwork: Supervisor provides good on-the-job training to the workers
and employees. A skilled and knowledgeable supervisor can build efficient team of
workers.

(vi) Supervisory leadership plays a key role in influencing the workers in the organisation. A
supervisor with good leadership qualities can build up high morale among workers.

(vii) Feedback: A good supervisor analyses the work performed and gives feedback to the
workers. He suggests ways and means of developing work skills.

2) Motivation:
 It may be defined as the process of stimulating people to action to accomplish desired
results.
 It is a psychological phenomenon which arises from the feelings of needs and wants of
the individuals.

(i) Motive:
 A motive is an inner state that energises, activates or moves and directs behaviour
towards goals.
 For example, the need for food causes hunger an account of which a man searches for
food. Some such motives are – hunger, thirst, security, affiliation, need for comfort,
recognition etc.,

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 (ii) Motivation:
 Motivation is the process of stimulating people to action to accomplish desired goals.
Motivation depends upon satisfying needs of people.

(iii) Motivators:
 Motivator is the technique used to motivate people in an organisation.
 Managers use diverse motivators like pay, bonus, promotion, recognition, praise,
responsibility etc., in the organisation to influence people to contribute their best.

Features of Motivation:

I. Motivation is an internal feeling: The urge, drives, desires, needs of human beings, are
internal which influence human behaviour. For ex: people may have the urge or need for
possessing a motorbike or a house etc.

II. Goal directed behaviour: For ex; the promotion in the job may be given to employee with the
objective of improving his performance. It helps to produce goal directed behaviour.

III. Positive & Negative: Positive motivation provides rewards like pay, promotion etc. Negative
motivation uses negative means like punishments, stopping increments etc.

IV. Complex Process: The individuals are heterogeneous in their expectations, perceptions and
reactions. Any type of motivation may not have a uniform effect on all the members.

Motivation process:
 An unsatisfied need of an individual creates tension which stimulates his o her drives.
 These drives generate search behaviour to satisfy such needs.
 If such need is satisfied, the individual is relieved of tension.

Maslow’s Need Hierarchy Theory of Motivation: Abraham Maslow, a well-known

Psychologist in a classic paper outlined the elements of an overall theory of motivation.

His theory was based on human needs. There exists a hierarchy of five needs:

I. Basic Physiological needs:

 These needs are the most basic in the hierarchy and correspond to primary needs.
 Hunger, thrust, shelter, sleep etc are ex of these needs.
 In the organizational context, basic salary helps to satisfy these needs.

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II. Safety/Security needs:
 These needs provide security and protection from physical and emotional harm.
 Examples; Job security, Stability of income, Pension plans.

III. Affiliation/Belonging needs:

 These needs refer to affection, sense of belongingness, acceptance and friendship.

IV. Esteem needs:

 These include factors such self-respect, autonomy status, recognition and attention.

V. Self-Actualisation needs:
 It is the highest level of need in the hierarchy.
 It refers to the drive to become what one is capable of becoming.
 These needs include growth, self-fulfillment and achievements of goals.

Assumptions of the theory:

I. People’s behaviour is based on their needs. Satisfaction of such needs influences their
behaviour.
II. People’s needs are in hierarchical order, starting from basic needs to other higher level needs.
III. A satisfied can no longer motivate a person; only next higher level need can motivate them.
IV. A person moves to the next higher level of the hierarchy only when the lower need is satisfied.

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 Incentives:
 Incentive means all measures which are used to motivate people to improve
performance.
 These incentives may be broadly classified as financial and non financial.

A.Financial Incentive:
 Incentives which are directly or indirectly associated with monetary benefits are known as
monetary or financial incentives.

I. Pay & Allowances:

 For every employee, salary is the basic monetary incentive. It includes basic pay, dearness
allowance and other allowances.
 Salary system consists of regular increments in the pay every year and enhancements of
allowances from time to time.

II. Productivity linked wages:

 Several wage incentive plans aims at linking payment of wages to increase in
productivity at individual or group level.

III. Bonus:
 It is an incentive offered over and above the wages/salaries to the employees.

IV. Profit sharing:

 It is meant to provide a share to the employees in the profits of the organization.
 This serves to motivate the employees to improve their performance and contribute to
increase in profits.

V. Co-partnerships/Stock option:
 Under this, employees are offered company shares at a set price which is lower than the
market price.
 It creates a feeling of ownership to the employees and make them to contribute for the
growth of the organization.
 In Infosys the scheme of stock option has been implemented as a part of managerial
compensation.

VI. Retirements benefits:

 Several retirements benefits such as provident, pension and gratuity provide financial
security employees after their retirements.
 This acts as an incentive when they are in service in the organisation.

VII. Perquisites:
 In many companies perquisites and fringe benefits are offered such as car allowance,
housing aid, education of children etc.
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  These measures help to provide motivation to the employees/managers.

B) Non-Financial Incentive:
 Incentives which are not measurable in terms of money are known as non-monetary
incentives.
 Such incentives include, grant of higher status, recognition, assignment of challenging
jobs etc.
 The emphasis is to provide psychological and emotional satisfaction rather than money
driven satisfaction.

I. Status:
 Status means ranking of positions in the organizations. Psychological, social and esteem
needs of an individual are satisfied by status given their job.
 The authority, responsibility, rewards of job indicates the status given to a job.

II. Organizational climate:

 It indicates characteristics which describe an organization and distinguish one
organisation from other.
 Some of these characteristics are individual autonomy, consideration to employees etc.
 If managers take positive measures regarding these aspects, it helps to develop better
organisational climate.

III. Career Advancement Opportunity:

 Managers should provide opportunity to employees to improve their skills and be
promoted to the higher level jobs.
 Promotion works as a tonic and encourages employees to exhibit improved performance.

IV. Job Enrichment:

 It is concerned with designing jobs that include greater variety of work content, require
higher level of knowledge and skill etc.
 If jobs are enriched and made interesting, the job itself becomes a source of motivation to
the individual.

V. Employee Recognition Programmes:

 Recognition means acknowledgment with a show of application.
 When appreciation is given to the work performed by employees, they feel motivated to
perform at higher levels.
 It includes congratulating the employee o good performance, displaying on the notice
board, installing certificate or reward for best performance etc.

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 VI. Job Security:
 Employees want their job to be secure. They want certain stability about their future
income and work.
 However, one negative aspect of this is, when people feel that they are not likely to loose
their jobs, they may become complacent.

VII. Employee Participation:

 It means involving employees in decision making of the issues related to them.
 It may take the form of joint management committees, work committees, canteen
committees etc.

VIII. Employee Empowerment:

 Empowerment means giving more powers & autonomy to the subordinates.
 It makes people feel that their jobs are important.
Leadership:
“Leadership is the art or process of influencing people so that they will strive willingly and
enthusiastically towards the achievements of group goals.”

“Leadership may be defined as the process of influencing other people to work willingly for
group objectives. It has four main elements.

 It is process of influence
 It purpose is to influence the behaviour of the followers.
 It involves interaction between two or more persons.
 It implies pursuit of common goals.

Leadership styles:

 The methods with the help of which the manager establishes his effect on his
subordinates are called leadership styles.
 Different managers have different leadership styles. The following are the main
leadership styles.

A) Autocratic leadership Style:

 This style is also known as the leader-centered style.

 In this, the leader keeps all the authority centered in his hands and the employees have to
perform the work exactly as per his orders.
 The leader does not decentralise his authority for the fear of losing his importance.

Characteristics:
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 a) Centralised Authority: In this style, a manager is not prepared to share his authority and
responsibility with others. Consequently, all the authority remains centralised.

b) Single-Man Decisions: In this, the manager himself takes all the decisions. He does not
seek advice from others.

c) Wrong Belief regarding Employees: Autocratic manager thinks that the employees do
not work when motivated by love and they require hard control.

d) Only Downward Communication: The thinking and suggestions of the employees are
meaningless in this style of leadership. Therefore the communication is only downwards.

Advantages:

a) Quick and Clear Decisions: Because of the centralised authority all the decisions are
taken by a single individual and hence there is no unnecessary delay and the decisions
are comparatively clear.
b) Satisfactory Work: Since the work performance of the employees is under strict control,
the quality and quantity of the work happens to be satisfactory.

c) Necessary for less Educated Employees: Less educated employees have no capability of
taking decisions because of little education. The employee of this category can only work
and not take decisions.

Disadvantages:

a) Lack of Motivation: This style does motivate the managers but it lowers the morale of
the employees.

b) Agitation by Employees: Since the employees are not given any participation in taking
decisions, they are turned into machines. The employees consider such style as
uninteresting and oppose it.

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 c) Possibility of Partiality: Since all authority is centralised in a single individual, he tries to
please his favorites by giving them work of less difficult nature.

B) Democratic Leadership Style:

 This style is also known as ground centered leadership style.
 Under this style, decisions regarding different works are not taken by the manager alone
but they are taken in consultation with the employees.
 This leadership style is based on decentralisation.

Features:

a) Cooperative Relations: Participation in the management decisions gives the employees a

feeling of self respect, as a result of which the employees are always ready to be
cooperative in every way.
b) Belief in Employees: The manager naturally believes that the employees by nature want
to work, do their work with interests, accept their responsibility etc. this faith of the
managers in the employees increases their morale.

c) Open Communication: This style encourages open communication among the managers
and the employees. Open communication means both ways communication.

Advantages:

a) High Morale: Under this style, the enthusiasm of the managers and the employees is sky
high. Both consider each other as their well wisher.

b) Creation of more Efficiency and Productivity: Since the employees are participants in
the decision making, they give full cooperation in implementing them. In this way their
efficiency increases.

c) Availability of Sufficient Time for Constructive Work: Under this style, the workload of
the managers gets decreased. By using their spare time constructively they make the
development and expansion of the enterprise possible.

Disadvantages:

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 a) Requirements of Educated Subordinates: Under this style, subordinates are made
partners in taking decisions. Such cooperation can be expected only from the educated
employees.
b) Delay in Decisions: It is clear that while taking decisions the subordinates are always
consulted. This makes it a long process.

c) Lack of Responsibility in Managers: Sometimes the managers try to escape

responsibility by saying that the decisions were taken by the subordinates because they
were made partners in taking some important decisions.

C) Laissez-fair or Free-Rein Leadership:

 This leadership style is also known as Individual Centered Style.
 In this style, the manager or the leader takes little interests in the managerial functions
and the subordinates are left on their own.
 In this style, the manager help the subordinates in determining their own objectives, they
provide resources for work performance and also advice the employees if they need.

Features:

a) Full faith in Subordinates: A prominent feature of this style is that the manager
considers their subordinates capable, active and responsible individuals and has full faith
in them.
b) Independent Decision Making System: In this style, management related decisions are
taken by the subordinates instead of the managers.

c) Decentralisation of Authority: This style is based on the principle of decentralisation. It

means that the manager widely distribute their authority to enable every individual to
determine his goals and make his plans accordingly.

Advantages:

a) Development of Self Confidence in Subordinates: When all the authority in their work
performance is given to the employees, they become habitual in taking decisions which
creates self confidence in them.
b) High –Level of Motivation: When the managers give the subordinates all the authority
by showing full confidence in them they start considering themselves as important part of
the concern.

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 c) Helpful in Developing and Extension of the Enterprise: The development and extension
of an enterprise, where this leadership style is followed is at its climax. The reason for
this is the time available with the managers to find out the possibilities of development
and extension.

Disadvantages:

a) Difficulty in Cooperation: Since there is no close supervision and control by the

managers everybody starts functioning independently. It becomes difficult for the
managers to establish coordination among employees.

b) Lack of Importance of Managerial Post: In this style, the post of a manager is rendered
less important because he does not make any plan, or take any decision or exercise any
control.
c) Suitable only for Highly Educated Employees: This style is useful only when every
employee is fully educated so that the work can be assigned to him with full confidence.

Communication:

 Communication is transfer of information from the sender to the receiver with the
information being understood by the receiver”

Elements of Communication:

a) Sender: Sender means the person who conveys his thoughts or ideas to the receiver. It
represents the source of communication.

b) Message: It is the content of the ideas, feelings, suggestions, order etc., intended to be
communicated.

c) Encoding: It is the process of converting the message into communication symbols such as
words, pictures, gestures etc.,

d) Media: It is the path through which encoded message is transmitted to receiver. The channel
may be in written form, face to face, phone call, internet etc.,

e) Decoding: It is the process of converting encoded symbols of the sender.

f) Receiver: The person who receives communication of the sender.

g) Feedback: It includes all those actions of receiver indicating that he has received and
understood message of sender.

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h)Noise: Noise means some obstruction or hindrance to communication. This hindrance may be
caused to sender, message or receiver. Some ex’s are:

 A poor telephone conversation.

 Ambiguous symbols that lead to faulty encoding.
 An inattentive receiver.
 Faulty decoding.

Formal Communication:
 Communication is said to be formal when it is transmitted through the officially
established chain of command in the organisation structure.
 It may take place between a superior and subordinate, a subordinate and superior or
among same cadre employees or managers.

Types of Formal Communication:

1) Vertical communication: It flows vertically i.e., upwards or downwards.

a. Upwards: It refers to flow of communication from subordinates to superior. Ex’s

are: application for grant of leave, submission of progress report, etc

b. Downwards: It refers to flow of communication from superior to subordinates. Ex’s

are: sending notice to subordinates for attending meetings, ordering subordinates to complete
an assigned work, etc.

2) Horizontal communication: It takes place between one division and other or between
persons holding positions at the same level of the organisation. For ex; a production manager
may contact a marketing manager to discuss abut schedule of product delivery, product
design, product quality etc.

Formal Communication Networks:

 The pattern through which communication flows within the organisation is generally
indicated through communication network.

1. Single Chain: This network exists between a superior and his subordinates.

2. Wheel: In this, all subordinates under one superior communicate through him only as he acts a
hub of the wheel. The subordinates are not allowed to talk among themselves.
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3. Circular: In this, the communication moves in a circle. Each person can communicates with
his adjoining two persons. In this communication flow is slow.

4. Free Flow: In this network, each person can communicate with others freely. The flow of
communication is fast in this network.

5. Inverted V: In this network a subordinate is allowed to communicate with his immediate

superior as well his superior’s superior.

Informal Communication:
 Communication that takes place independently of the formal line of authority is known
as informal communication.
 The necessity of such communication arises among people to satisfy their social needs.
 Ex’s are: workers chitchatting in a canteen about the behaviour of the superior,
discussing about some rumors that some employees are likely to be transferred. Etc

Grape-Vine:
 The network of informal communication is known as grapevine.
 This is because the origin and direction of the flow of informally communicated
messages cannot be easily traced a in case of a vineyard.
 Sometimes, grapevine channels may be helpful as they carry information rapidly and,
therefore, may be useful to the manager at times.
Grapevine Network
 Grapevine communication may follow different types of network.

In single strand network, each person communicates to the other in sequence.

In gossip network, each person communicates with all on non-selective basis.
In probability network, the individual communicates randomly with other individual.
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 In cluster, the individual communicates with only those people whom he trusts of these four
types of networks. Cluster is the most popular in organisations.

Barriers to Communication:

A.Semantic barriers:
 Semantics is the branch of linguistics dealings with the meaning of words and
sentences.
 Semantic barriers are concerned with the problems and obstructions in the process of
encoding and decoding of messages into words or impressions.

1) Badly expressed message:

 Sometimes intended meaning may not be conveyed by a manager to his subordinates.
 These may be an account of inadequate vocabulary, usage of wrong words etc.

2) Symbols with different meanings:

 A word may have several meanings.
 Receiver has to perceive one such meaning for the word used by communicator.
For example, consider these three sentences where the work ‘value’ is used:
(a) What is the value of this ring?
(b) I value our friendship.
(c) What is the value of learning computer skills?

3) Faulty translations:
 Sometimes the communications originally drafted in one language need to be translated to
the language understandable to workers.
 If translator is not specialists with both the languages, mistakes may creep in causing
different meanings to the communication.

4) Unclarified assumptions:
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  Some communications may have certain assumptions which are subject to different
interpretations.
 For example, a boss may instruct his subordinate, “Take care of our guest”. Boss may
mean that subordinate should take care of transport, food, accommodation of the guest
until he leaves the place. The subordinate may interpret that guest should be taken to hotel
with care.

5) Technical jargon:
 It is usually found that specialists use technical language while explaining to persons who
are not specialists in the concerned field.
 Therefore, they may not understand the actual meaning of many such words.
6) Body language & gesture decoding:
 Every movement of body communicates some meaning.
 If there is no match between what is said and what is expressed in body movements.
Communications may be wrongly perceived.

B) Psychological barriers:
 Emotional or psychological factors act as barriers to communication.
 The state of mind of both sender and receiver of communication reflects in the effective
communication. Some of the psychological barriers are:

1) Premature evaluation:
 Sometimes people evaluate the meaning of message before the sender completes his
message.
 It may be due to pre-conceived notions or prejudices against the communication.

2) Lack of Attention:
 The preoccupied mind of the receiver and the resultant no-listening of message act as a
major psychological barrier.
 For instance, an employee explains about his problems to the boss who is pre-occupied
with an important file before him. The boss does not grasp the message and the employee
is disappointed.

3) Loss by transmission and poor retention:

 When communication passes through various levels, successive transmission of the
message results in loss of or transmission of inaccurate message.
 Poor retention is another problem. Usually people cannot retain the information for a long
time if they are inattentive or not interested.

4) Distrust:
 Distrust between communicator and communicate acts as a barrier.

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  If the parties do not believe each other, they cannot understand each other messages in its
original sense.

C) Organizational barriers:
 The factors related to organizational structure, authority relationships, rules and
regulations act as a barrier to effective communication.

1) Organizational policy:
 If the organizational policy is not supportive to free flow of communication, it may
hamper free flow of communication.
 For example, in an organisation with highly centralised pattern, people may not be
encouraged to have free communication.
2) Rules &regulations:
 Rigid rules and procedures may a hurdle to communication.
 Similarly, communications through prescribed channel may result in delays.

3) Status:
 Status of superior may create psychological distance between him and his subordinates.
 A status conscious manager also may not allow his subordinates to express their feelings
freely.

4) Complexity in organisation structure:

 In an organisation where there is no. of managerial levels.
 Communication gets delayed and distorted as number of filtering points are more.

5) Organizational facilities:
 If facilities for smooth, clear and timely communications are not provided communications
may be hampered.
 Facilities like frequent meetings, suggestion box, complaint box, social and cultural
gathering, transparency in operations etc., will encourage free flow of communication.

D) Personal barriers:
 The personal barriers of both sender and receiver may exert influence on effective
communication.

1) Fear of challenge to authority:

 If a superior perceives that a particular communication may adversely affect his
authority, he or she may withhold such communication.

2) Lack of confidence of superior on his subordinates:

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  If superiors do not have confidence on the competency of their subordinates, they may
not seek their advice or opinion.

3) Lack of proper incentives:

 If there is no motivation for communication, subordinates may not take initiative to
communicate.
 For example, if there is no reward or appreciation for a good suggestion, the
subordinates may not be willing to offer useful suggestions.

4) Unwillingness to communicate:
 Sometimes, subordinates may not be prepared to communicate with their superiors, if they
perceive that it may adversely affect their interests.

Improving Communication Effectiveness:

(i) Clarify the ideas before communication:

 The problem to be communicated to subordinates should be clear in all its perspective to the
executive himself.
 The entire problem should be studied in depth, analysed and stated in such a manner that is
clearly conveyed to subordinates.

(ii) Communicate according to the needs of receiver:

 The level of understanding of receiver should be crystal clear to the communicator.
 Manager should adjust his communication according to the education and understanding
levels of subordinates.

(iii) Consult others before communicating:

 Before actually communicating the message, it is better to involve others in developing a
plan for communication.
 Participation and involvement of subordinates may help to gain ready acceptance and
willing cooperation of subordinates.

(iv) Be aware of languages, tone and content of message:

 The contents of the message, tone, language used, manner in which the message is to be
communicated are the important aspects of effective communication.
 The language used should be understandable to the receiver and should not offend the
sentiments of listeners. The message should be stimulating to evoke response from the
listeners.

(v) Convey things of help and value to listeners:

 While conveying message to others, it is better to know the interests and needs of the
people with whom you are communicating.

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  If the message relates directly or indirectly to such interests and needs it certainly evokes
response from communicate.

(vi) Ensure proper feedback:

 The communicator may ensure the success of communication by asking questions
regarding the message conveyed.
 The receiver of communication may also be encouraged to respond to communication.
The communication process may be improved by the feedback received to make it more
responsive.

(vii) Communicate for present as well as future:

 Generally, communication is needed to meet the existing commitments, to maintain
consistency, the communication should aim at future goals of the enterprise also.

(viii) Follow up communications:

 There should be regular follow up and review on the instructions given to subordinates.
 Such follow up measures help in removing hurdles if any in implementing the
instructions.

(ix) Be a good listener:

 Manager should be a good listener. Patient and attentive listening solves half of the
problems.
 Managers should also give indications of their interest in listening to their subordinates.

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 Directing—one mark Questions
Q1: Why directing is a continuous process?
Ans1: Because without direction the organisational activities cannot continue further.

Q2: What does the process of direction involves?

Ans2: Guiding, inspiring, instructing, motivating and leading people in the organisation.

Q3: Explain supervision as an element of directing.

Ans3: It is the process of guiding the efforts of employees and other resources to achieve desired objectives.

Q4: Define supervision as a function to be performed.

Ans4: A managerial position in the organisation hierarchy at the operative level.

Q5: Why supervision is important for any organisation?

Ans5: Because supervisor is directly related with workers with whom other managers have no direct touch with
the lower managers.

Q6: How does supervisor maintains group unity?

Ans6: By sorting out internal differences and maintains harmony among workers.

Q7: What does motivation depends on?

Ans7: Satisfying needs of the people.

Q8: Why motivation is a complex process?

Ans8: Because individuals are heterogeneous in their expectations.

Q9: What is the basis of motivation process?

Ans9: Human needs.

Q10: Which theory is considered fundamental to understanding of motivation?

Ans10: Maslow’s need hierarchy theory.

Q11: What is the base of Maslow’s theory?

Ans11: Human needs.

Q12: What are the objections of Maslow’s theory?

Ans12: Some of his suggestions are questioned on his classification of needs and hierarchy of needs.

Q13: Despite criticism, Maslow’s theory is still relevant, why?

Ans13: Because, needs are important to understand the behavior. it helps managers to realize that need level of
employee should be identified to provide motivation.

Q14: What are incentives?

Ans14: Measures which are used to motivate people to improve performance.

Q15: What is the advantage of co-partnership/stock option?

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Ans15: It creates a feeling of ownership and make them to contribute for the growth of the organisation.

Q16: Which needs are satisfied by non-financial incentives?

Ans16: Psychological, social and emotional.

Q17: Give an example of incentive which has aspects of both financial and non-financial incentives.
Ans17: promotion.

Q18: What is recognition?

Ans18: Acknowledgment with a show of appreciation.

Q19: Give example of employee recognition programmes.

Ans19: Congratulating the employee for good performance, installing award or certificate for good
performance, displaying on the notice board.

Q20: What is the negative aspect of job security?

Ans20: When people feel that they are not likely to lose their job, they may become complacent.

Q21: Give example of employment participation programmes.

Ans21: Joint mgt committees, work committees, canteen committees etc.

Q22: Who is a leader?

Ans22: An individual possessing attributes of leadership is known as leader.

Q23: What do you mean by communis?

Ans23: It is a latin word meaning common understanding.

Q24: What is the other name for autocratic leadership style?

Ans24: Leader centered style.

Q25: Why does leader does not decentralize authority in autocratic style?
Ans25: For the fear of losing his importance.

Q26: What is the other name for democratic leadership style?

Ans26: Ground centered style.

Q27: What is the base of democratic style?

Ans27: Decentralization.

Q28: What is the other name for laissez fair?

Ans28: Individual centered.

Q29: What is communication network?

Ans29: The pattern through which communication flows within the organisation.

Q30: Why informal organisation is also called grapevine network?

Ans30: because it spreads throughout the organisation with its branches going out in all directions.

Q31: Why informal communication arises?

Ans31: It arises out of needs of employees to exchange their views, which cannot be done through formal
networks.

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Q32: Under what circumstances grapevine channels may be helpful?
Ans32: As they carry information rapidly.
Q33: Why It is important for a manager to identify barriers and take corrective measures?
Ans33: Because barriers may prevent a communication or filter part of it or carry incorrect meaning due to
which misunderstanding may be created.

Board Questions
2008
Q1: To be successful leader, one must possess some qualities. State three such qualities. 3
Q2: ‘Leadership is an essential element of directing.’ State any three reasons why it is essential. 3
Q3: There are some barriers in communication, which are concerned with encoding and decoding of message.
State any three such barriers. 3
Q4: Supervision is not all required in an organisation.’ Do you agree? Give two reasons in support of your
answer. 4
Q5: Maslow’s need hierarchy theory is considered fundamental to understanding of motivation.” Explain the
role of need hierarchy in motivation. 5
2009
Q1: What is meant by directing? 1
Q2: Why it is said that “The supervisor is a link between mgt and the operative employees. 1
Q3: “All managers are leaders, but all leaders are not managers.” In the light of this statement differentiate
between leadership and management. 4
Q4: “Directing is the heart of management”. Do you agree? Give four reasons. 6
Q5: “Effectiveness of a manager depends on his ability to communicate effectively” explains how. 6
2010
Q1: Aysha ltd assured their employees that in spite of recession no worker will be retrenched from the job.
i) Name and explain the type of incentive offered to the employees.
ii) Explain one more incentive of the same category. 4
Q2: “Motivation plays an important role in the success of the organisation”. Explain any four points of
importance in the light of the statement. 6
Q3: “Managerial function cannot be carried out without an efficient system of communication.” Do you agree
with this statement? Give four reasons 6
2011
Q1: Explain in one statement how direction initiates action. 1
Q2: Explain the concept of ‘leadership’ and ‘motivation. 3
Q3: Explain any four semantic barriers of communication. 6
Q4: Explain the role of supervision as an element of directing. 6
2012
Q1: Define Formal communication. 1
Q2: What is meant by informal communication? 1
Q3: Explain any three qualities of a good leader. 3
Q4: Give the meaning of supervision as an element of directing and any four points that explains their role.6
Q5: what is meant by motivation? Explain Maslow’s need hierarchy theory of motivation. 6
2013
Q1: What is meant by ‘Democratic style of leadership? 1
Q2: What is meant by motivation? 1
Q3: Explain the following non-financial incentives:
a) Status b) Organisational climate c) Career advancement opportunities. 6
Q4: Explain any four psychological barriers to effective communication. 6
2014
Q1: ‘Providing for social security schemes and welfare of employees’ is one of the specialized activities
performed by human resource management. Mention any two other specialized activities of Human resource
management. 1
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Q2: What is meant by Decoding as an element of communication? 1
Q3: Give any two characteristics of ‘Organisational climate’ that influence the behavior of individuals and act
as a non-financial incentive. 1
Q4: Huma is working in a company on a permanent basis. As per the job agreement she had to work for 8 hours
a day and was free to work overtime. Huma worked overtime, due to which she fell ill and had to take leave
from her work. No one showed concern and enquired about her health. She realized that she was fulfilling some
of her needs while some other needs still remained to be fulfilled
a) By quoting the lines from the above para, identify the needs of Huma which she is able to fulfil.
b) Also explain two other needs of Huma followed by the above needs, which still needs to be satisfied.3
Q5: Explain any three functions performed by a supervisor that are vital to any organisation. 3

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