Chapter 7 Directing Solutions
Question - 11 : - Distinguish between leaders and managers.
Answer - 11 : - The following points highlight the difference between a manager and a leader.
| Basis of Difference | Manager | Leader |
| Existence | A manager can exists only in a formal organisation. | A leader can exists in formal as well as informal organisation. |
| Objective | A manger focuses towards influencing the behaviour of employees towards achievement of the goals of the organisation. | A leader focuses towards the satisfaction of the individual and group goals of his followers. |
| Power and Authority | A manager holds formal authority and can exercise power and control to influence the behaviour of the employees. | A leader does not command formal authority and can only influence the behaviour of the followers through such means as trust and faith. |
| Interrelationship | A manager can be a leader as well. | A leader may not be a manager. |
| Functional Spread | The functions of the manager are widespread and include planning, organising, staffing and directing. | Functions of a leader are limited to directing. |
Answer - 12 : - Motivation can be defined as stimulating, inspiring and inducing the employees to perform to their best capacity. Motivation is a psychological term which means it cannot be forced on employees. It comes automatically from inside the employees as it is the willingness to do the work. Motivation is a process of making subordinates to act in a desired manner to achieve organisational goal.
Question - 13 : - What is informal communication?
Answer - 13 : - Informal communication between different members of organisation who are not officially attached to each other is known as informal communication. Generally, the social interactions, friendly talks and non- official matters are discussed in the informal communication.
Question - 14 : - What are semantic barriers of communication?
Answer - 14 : - Sometimes the same word and sentences can be understood differently by different people in the organisation which means difference in the understanding levels of employees. For example- if the production manager announces in the meeting that there will be increase in the budget of production department then employees may understand that their salary will increase but managers may understand it that expensive machinery will be purchased.
Question - 15 : - Who is a supervisor?
Answer - 15 : - A supervisor refers to a person who directly oversees the activities of the workers. In the organisational hierarchy he lies immediately above the worker.
Question - 16 : - What are elements of directing?
Answer - 16 : -
Directing is the complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently.The elements are-
i. Supervision: Supervision means instructing, guiding, monitoring and observing the employees while they are performing jobs in the organisation.
ii. Motivation: Motivation implies encouraging and inducing the employees to perform to the best of their capabilities so as to achieve the desired goals of the organisation. Motivation can take various forms such as promotion, appraisal, recognition, etc.
iii. Leadership: Leadership is a process of influencing the behaviour of people at work towards the achievement of specified goal.
iv. Communication: Communication refers to the process of exchange of ideas, feelings, facts, etc. among people.
Question - 17 : - Explain the process of motivation?
Answer - 17 : -
Motivation implies inducing and stimulating an individual to act in certain manner. The following points explain the process of motivation.
i. Unsatisfied Want: The motivation process begins with an unsatisfied need of an individual.
ii. Frustration: As the want remains unsatisfied frustration builds up in the mind of the individual.
iii. Drives: The frustration drives the individual to look out for alternatives to satisfy his need.
iv. Behaviour: Among the various alternatives he chooses one and starts behaving according to it.
v. Satisfaction: After following a particular alternative for some time, he assesses if his need is satisfied.
vi. Reduced Frustration: Once the need is satisfied, the frustration and tension of the individual finally gets reduced.
For example, suppose an individual desires promotion. This makes him uneasy and he starts looking out for alternatives through which he can earn a promotion. He may think of working harder and improving his performance. After consistently working hard, he may get recognition and the promotion that finally satisfies his want and reduces his frustration.
Question - 18 : - Explain the different networks of grapevine communication?
Answer - 18 : -
There is no fixed direction or path for the flow of information under informal communication. The information moves in a very vague, confusing and zigzag manner. That is why the network of informal communication is known as Grape Vine. following are the types of grapevine communication network.
i. Single Strand Network: In a single strand pattern each individual communicates to the other in sequence.
ii. Gossip Network: In gossip network, one person shares the information with many other people.
iii. Probability Network: In probability network the individual communicates randomly with other individuals.
iv. Cluster Network: In this network, information is first shared between two people who trust each other. One of them then passes the information to some other person who in turn shares it with another and so the information spreads.
Question - 19 : - Explain the principles of directing?
Answer - 19 : -
Directing as a function of management is quite complex. To help in the directing process, certain principles have been developed. The following are the principles of directing.
(a) Maximum Individual Contribution: According to this principle, a manager should use such directing techniques that induce the workers to perform to the best of their capabilities. It should encourage the workers to work towards the goals of the organisation. That is, each individual should contribute the maximum towards the organisational goals. For example, suitable incentive and motivation techniques can be used by the managers to urge the employees to perform better.
(b) Harmony of Objectives: Often the objectives of an individual diverge from the overall organisational objectives. For example, an individual’s focus may be on earning greater income while the organisation aims at increasing the production. In such a case, directing should work towards converging the individual goals with the goals of the organisation.
(c) Unity of Command: As per this principle, an individual should receive commands and instructions from only one superior. If a worker receives orders from more than one superior, it creates confusion and clashes that leads to delay in the work. For example, the worker might get confused whose order to follow. Moreover, it might also happen that a conflict is created between the two superiors.
(d) Appropriateness of Direction Technique: According to this principle, the direction technique to be used should be appropriately selected. It should suit the need and attitude of the employees. For example, one employee might get motivated by a praise while other requires monetary incentive. Thus, the manager should use suitable directing techniques on requirement basis.
(e) Managerial Communication: Effective communication plays a key role in directing. The instructions and commands given by the superior must be clear and easily understandable by the subordinates. In addition, the subordinates must also be able to communicate with the superiors in an unhesitant manner. They must be able to express freely their feedback and suggestions. Thus, an effective two-way communication must take place between the superior and the subordinates.
(f) Use of Informal Organisation: The manger should realise the existence and importance of informal organisation. He must strategically use them. For example, informal communication can be used to divulge true and real feedback on policy matters.
(g) Leadership: Leadership is an important element of directing. A manager must be able to bring out the capabilities of the employees. He must be able to influence the behaviour of the employees such as to boost the willingness of the employees to work towards the organisational goals. In addition, he must also be able to work effectively towards the satisfaction of the individual goals of the employees.
(h) Follow Through: According to this principle, a manager’s role is not just limited to giving instructions to the subordinates rather, he should continuously review the implementation of the instructions. Through a proper follow up he must ensure that the commands are properly followed and implemented. If required suitable corrective actions must also be taken.
Question - 20 : - Explain the qualities of a good leader? Do the qualities alone ensure leadership success?
Answer - 20 : -
It is said that to be a successful leader an individual must possess certain qualities. Some of the qualities of a good leader are as follows.
(a) Physical Attributes: Physical features like height, weight, health, appearance determine the physical personality of an individual. Health and endurance help a leader to work hard which Inspires others to work with same tempo.
(b) Knowledge:A good leader should have required knowledge and competence. Only such person can instruct subordinates correctly and influence them.
(c) Intelligence: A leader must have a good presence of mind and knowledge. He should be competent enough to effectively examine and solve the problems encountered in the course of work. He must have the required intelligence to take proper decisions based on logic and facts.
(d) Inspiration: A leader should be a source of inspiration and motivation to others. That is, he must be exemplary in terms of work, performance and values. He must be able to develop willingness among the subordinates to work to the best of their capabilities.
(e) Confidence: A leader should be high in confidence. He must also be able to maintain his confidence in difficult situations as well. Only when a leader is confident himself, he can boost the confidence of his subordinates.
(f) Responsibility: A leader should command responsibility for the work and tasks of his group. He should hold the responsibility of being answerable for the mistakes of his subordinates. However, as a mark of encouragement he must share the credit of the success with his subordinates.
(g) Effective Communication Skill: A leader should be able to clearly express his ideas and instructions clearly to the subordinates. On the other hand, a leader also forms the link between the higher authorities and the subordinates. He should be able to effectively pass the problems and suggestions of the subordinates to the seniors. Besides, he should also be a patient listener and counsellor.
(h) Ability to take Decisions: A leader should be able to take appropriate decisions based on logic, facts and figures. Moreover, he should be confident enough to hold on to his decisions and not get confused.
(i) Social Behaviour: He should maintain a friendly and supportive behaviour with his subordinates. He must be able to understand people and maintain good social relations with them.
(j) Initiative:A leader should have courage and initiative. He should not wait for opportunities come to his way, rather he should grab the opportunity and use it to the advantage of organisation.
Though the above mentioned qualities are necessary for being a good leader, however, the mere presence of these qualities does not ensure leadership success. In fact, no single individual can possess all the qualities. However, a conscious effort must be made by the managers to acquire them.