Direction and

Supervision
Dr. T V Suresh Kumar
Registrar (Academic), Prof. and Head
Department of Computer Applications
Ramaiah Institute of Technology
 Learning Outcomes
• Explain the meaning of direction and requirements of effective direction
• Describe the principles to be followed in giving orders
• Discuss the meaning, nature and process of motivation
• Analyze important content, process and reinforcement in motivation theories
• Examine the systems perspective of motivation
• Relate the research on motivation in India to the Japanese model of
motivation
 Learning Outcomes
• Understand the meaning of job satisfaction and its relationship with
productivity
• Identify organizational commitment
• Understand the meaning of morale and its relationship with productivity
• Relate some morale studies in India
• Describe the functions of a first level supervisor and the guidelines to make
the first – level supervision effective.
 Introduction
• Planning, organizing and staffing are concerned only with the preparation for
work performance and it is the direction which alone stimulates the
organization and its staff to execute the plans. Hence it is also called
management – in – action.
• Direction means issuance of orders and leading and motivating subordinates
as they go about executing orders.
 Introduction
• The function of direction thus breaks down into two major activities
• Giving orders to employees, and
• Leading and motivating them.
 Requirements of effective direction
• Harmony of objectives
• Unity of command
• Direct supervision
• Efficient communication
• Follow - through
 Giving orders
• The order is a device employed by a line manager in directing his immediate
subordinates to start an activity, stop it and modify it.
• Orders may be communicated verbally or in writing. Written orders are appropriate
when
• The subject is important
• Several individuals are affected
• Many details are involved
• Considerable time will pass before the work is completed and
• There is geographical distance between the order – giver and the receipient.
 Giving orders
• Follow – up on instructions is necessary to let employees learn that their
manager “mean what he says”. A manager may follow four types of methods
to ensure compliance to his orders
• Force
• Paternalism
• Bargain and
• Harmony of objectives
 Motivation
• Technically, the term motivation can be traced to the latin word movere,
which means “to move”. This meaning is evident when we remember that a
manager gets work done through others.

Needs Interpretation Goal – Accomplishment

(Motives) of goals directed of goals and need
according to behavior - reduction
ones
perception

Incentives
(Positives, Negatives)
 Nature of motivation
• Individuals differ in their motives
• Sometimes the individual himself is unaware of his motive
• Motives change
• Motives are expressed differently
• Motives are complex
• Multiple motives make the choice of goals difficult for an individual
 Motivation theories
• There is no shortage of motivation theories. We can classify them under
three broad heads:
• Content theories
• Process theories
• Reinforcement theory
• Maslow’s Need – Hierarchy Theory: All people have a variety of needs.
At any given time, some of these needs are satisfied and other are
unsatisfied. An unsatisfied need is the starting point in the motivation
process. It begins the chain of events leading to behavior.
 Order of priority of human needs
Self -
5th fulfillment

4th Esteem

3rd Social

Safety
2nd security
Basic
1st Physiological
Needs
 Characteristics of Human Needs
Lower – order needs
Being related to the physiology of an individual, these
needs are explicit and not hidden. It is, therefore, easy
to understand these needs
These needs are finite
These needs are universal but vary in intensity from
individual to individual
These needs are conditioned by social practices, e.g., if
it is customary to eat breakfast in the morning then the
body comes to respond accordingly
These needs are primarily satisfied through the
economic behavior, i.e., by earning more money
Higher – order needs
Being related to the mind and spirit of an individual,
these needs are hidden and nebulous. It is, therefore,
very difficult for others, even for the individual himself
to understand them
These needs are infinite
These needs are not universal and may even exist as
opposites in two persons. One person may find
satisfaction in being aggressive, another in being
submissive
These needs are strongly conditioned by experience,
and maturity
These needs are primarily satisfied through symbolic
behavior of the psychic and social content.
 Herzberg’s Two- Factor Theory
• According to Herzberg, the absence of certain job factors tends to make
workers dissatisfied
• He concluded that there were ten maintenance factors, mainly
• Fair company policies and administration
• A supervisor who knows the work
• A good relationship with ones supervisor
• A good relationship with ones peers.
 Herzberg’s Two- Factor Theory
• A good relationship with ones subordinates
• A fair salary
• Job security
• Personal life
• Good working conditions
• Status i.e., relative ranking that a person holds in a group.
• Herzberg noted that the two sets of factors are uni – directional, that is, their
effect can be seen in one direction only.
Herzberg’s theory and Maslow’s theory
compared
Maintenance Factors Motivators

Self -
fulfilment
Esteem

Social

Security

Physiological
 Victor Vroom’s Expectancy Theory
• According to Vroom, under conditions of free choice, an individual is
motivated towards the activity which he is most capable of rendering and
which he believes has the highest probability of leading him to his most
preferred goal.
• First and second level outcomes
• Instrumentality
• Expectancy
• Motivation
 Working of Victor Vroom’s Motivation Theory
Expectancy First level outcomes and its Instrument Second level outcomes Valence
valence ality
(a) More work Valence = 0.8 Getting promotion 8
0.3 (6.4)+(10)+(0.5)=16.9 1.0 Getting more salary 10
0.1 Getting recognition and praise 5
M 0.6 (b) Developing intimacy with 0.6 Getting promotion 8
the employer
Valence = 0.8 Getting more salary 10
(Motivation
force to (4.8)+(8.0)+(0.5)=13.3 0.1 Getting recognition and praise 5
perform)

0.5 Getting promotion 8

(c) Bribery
0.8 0.2 Getting more salary 10
Valence=(4)+(2)+(0)=6 0 Getting recognition and praise 5
Skinner’s Behavior Modification Theory
 Systems view of motivation
• Systems view of motivation tells a manager that motivation is the result of
interplay of the following four factors:
• The individual
• The organization
• Job characteristics
• Exogenous variable
Japanese model of motivation – Theory Z
• Collective responsibility
• Non – specialized career paths
• Slow promotions on the basis of seniority
• Down – up decision making called Ringi System
• Employment of quality circles
• Concern for young workers
Japanese model of motivation – Theory Z
• Equality
• No industry – wide Unions
• Genuine Meritocracy
• Performance focused Lifetime (continuous) training
 Motivation of workers in a Host Country
• Job satisfaction
• Job satisfaction is a function of, or is positively related to, the degree to which the
various motivators or satisfiers are present in the job situation
• Job satisfaction is a function of, or is positively related to, the degree to which ones
personal needs are fulfilled in the job situation; and
• Job satisfaction is a function of, or is positively related to, the degree to which the
characteristics of the job meet with the approval and the desires of the group to which
the individual looks for guidance in evaluating the world and defining social reality.