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‡ Directing is also called management in action.

‡ Concerned with the influencing , guiding, supervising and

inspiring subordinates in planned manner.

 i


¢ccording to Urwick and Beach," Directing is the

guidance, the inspiration, the leadership of those men
and women that constitutes the real core of the
responsibility of managementv

¢ccording to Koontz and O Donnell,
Directing is a

complex function that includes all those activities which
are designed to encourage subordinates to work
effectively and efficiently in both the short and long
run.v
 i


ërocess of directing involves the following elements

- Issuing orders and instructions to subordinates
- Guiding, counseling and educating the subordinates
- Supervising the work being performed
- Maintaining discipline and rewarding those who perform
efficiently
- Motivating and inspiring the subordinates
  
i


r It is an initiating function

r It is a continuous process
r Directing function is performed by all managers at
every level of organization
r Time and effort spent for directing tend to increase as
one moves down the line of authority
  
i


r Directing is a result or action oriented process.

r It connects planning, organizing and staffing with

controlling process.

r It involves giving an order

  






· Directing helps in achieving coordination

· It is means of motivation

· Directing supplements other managerial functions

· Directing helps in coping with changing environment

· Directing facilitates order and discipline among

employees
|


OUR NATIONAL LEADERS
à

   


   

Manager Leader
¢dministers Innovates
¢ copy ¢n original
Maintains Develops
Focuses on systems & structure Focuses on people
Relies on control Inspires trust
Short-range view Long-range perspective
¢sks how & when ¢sks what & why
Eye on the bottom line Eye on the horizon
Imitates Originates
¢ccepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing
 
 

Leadership is an influence, the art or process of

influencing people so that they will strive willingly &
enthusiastically toward the achievement of group goals.
 [   ië

· Leadership is not magnetic personalitythat can just as well be a glib

tongue. It is not "making friends and influencing people"that is
flattery. Leadership is lifting a person's vision to higher sights, the
raising of a person's performance to a higher standard, the building of
a personality beyond its normal limitations. .. ëeter F. Drucker
· Good leaders make people feel that they're at the very heart of things,
not at the periphery. Everyone feels that he or she makes a difference
to the success of the organization. When that happens people feel
centered and that gives their work meaning . Warren Bennis
· Leadership and learning are indispensable to each other .
John F. Kennedy
 á [   ii

§isionary: Communicate ¢ §ision, ëurposes, §alues & ¢spirations

Creative: Leadership Required Imagination ¢nd Creativity

ëassionate: Must Be ëroblem Solvers ¢nd Integrators

Trustworthy: Establishing Trusting Relationship In ¢ Team

Competent: Technical Expertise ¢nd Knowledge

Knowledgeable: Must Be Systems Oriented

 á [   ii

Teacher: Leaders Create Space for Others to Lead

Inclusive: Leaders are Open to New Ideas and Opinions

Collaborative: Establish Collaborative Decision Making ërocesses in

a Setting

Flexible: Responsive to the Face of Change & ëeoples Needs

Culturally Global ëerspective

Sensitive:

Continuous Leaders ¢lways ¢re Seeking New Ways to Grow

Learner:
 
 [
  


i


á. BUSINESS LITER¢CY
Software operations leaders who are now technology-oriented must
increasingly see themselves as business leaders i.e., To be business
literate
2. TECHNOLOGY §ISION
To help their companies compete, leaders of software operations must
establish a compelling, long-range vision for technology investments.
§isionary leaders .
3. CROSS-FUNCTION¢L ORIENT¢TION
The world of rigid, functional "silos" in most organizations is gone forever.
Software operations leaders must become adept at working with people
performing various functions across the enterprise, including those in
marketing, customer support sales, and so on.
 
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`. STR¢TEGIC ë¢RTNERSHIë M¢N¢GEMENT
The need for organizations to establish partnerships and alliances for
sharing technologies and developing new products will continue to
increase. Managers of software operations will be required to develop
partnership strategies and manage them for success.
5. CUSTOMER REL¢TIONS
With the move to a competitive, profit-oriented business model in
software, leaders must increasingly interact directly and at higher
executive levels with both prospective and existing customers.
6. TOT¢L QU¢LITY DISCIëLINE
Two factors have increased the urgency of quality improvement at all
levels in the software industry: rapidly growing financial investment in
software systems and products, and the institution of international
software quality standards.
 
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i


A. M¢RKET DECISI§ENESS
¢lthough time-to-market has always been a critical success factor for any
high-technology business, it has become a matter of survival for software
enterprises. In an increasingly competitive market, this "need for speed"
is placing increasing pressure on leaders to accelerate the development
and delivery of new products and services.

8. TECHNIC¢L TE¢MWORK
Most high-technology organizations are moving toward flatter, team-
based work structures. This makes team communication, problem solving,
and decisiveness critical; software leaders must both model and reinforce
these behaviors.
 
 [
  


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†. KNOWLEDGE DE§ELOëMENT
Because software is almost exclusively a "knowledge business," software
operations are competitive to the extent that they can attract, retain,
and develop the best technical and marketing talent. Thus, leaders must
provide development opportunities that will ensure the continued
professional and career growth of individuals and add to the
organization's overall knowledge store. I

á . LE¢DERSHIë §ERS¢TILITY
Software development is getting more diverse and complex on many levels-
business, organizational, cultural, and technological. Managers must
become versatile to lead effectively across different business models and

work settings.
 
 !
Leadership: is not ordering other people to follow.

Leadership: is not ignoring the views of other people.

Leadership: is not just a charismatic effect on other people.

Leadership: is not making more profit than the other guy.

Leadership: is situational, and requires the study of alternates.

Leadership: makes happen what other people miss,ideas.

Leadership: needs practice & learning.

Leadership: requires great listening and facilitation.

 " #  $"
 

á
TECHNIC¢L SKILL:( IN§OL§ES THINGS

Refers to person s knowledge of and ability in any type of
process or technique.

2
HUM¢N SKILL (CONCERNS ëEOëLE

It is the ability to work effectively with people and to build
team work.

3
CONCEëTU¢L SKILL(DE¢LS WITH IDE¢S

It is the ability to think in terms of modules, frameworks and
broad relationships such as long-range plans.
 Ä
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á. ëositive and Negative Leaders

2. ¢utocratic, participative and Free-rein Leaders

Be gentle and you can be bold; be frugal and you can be liberal; avoid
putting yourself before others and you can become a leader among
men.
- Lao Tzu
 á
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â Depends on the ways leaders approach people to motivate them.

â When emphasis is placed on rewards-economic or otherwise-

ëositive leadership.

è ëositive leadership generally results in higher job satisfaction and

performance.

â When emphasis is placed on penalties - Negative leadership.

è It may get acceptable peformance but has high human costs.



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 &
¢UTOCR¢TIC LE¢DERS
 Centralize power and decision making in themselves.
 Leaders take full authority and assume full responsibility.
 It is negative based on threat and punishments.
¢dvantages:
 It is satisfying for leaders.
 permits quick decisions .
 allows the use of less competent subordinates and provide security and
structure for employees.
Disadvantages:
 Employees dislike it as it may create fear and frustration.
 Generate strong organizational commitment among employees that
leads to low turnover and absenteeism rates.
 ë

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' Decentralize authority.
' They arise from consultation with followers and participation by
them.
' Leader and group act as a social unit.
' Wider use of participative practices because they are
consistent with the supportive and collegial models of
organisational behavior.

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' ¢void power and responsibility.

' Depend largely on members train themselves and provide their
own motivation.
' Ignores leader s contribution
 )    à)
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The only test of leadership is that somebody follows.

- Robert K. Greenleaf
 AUTOCRATIC LEADER

FOLLOWER FOLLOWER

FOLLOWER
 DEMOCRATIC OR
PARTICIPATIVE LEADER

FOLLOWER FOLLOWER FOLLOWER

 FREE-REIN LEADER

FOLLOWER FOLLOWER FOLLOWER

· Style is related to one s model of organizational behavior.

· ¢utocratic model -> tends to produce a negative style.

· Custodial model -> somewhat positive.

· Supportive and collegial models -> clearly positive.

 Ä
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á.Ohio State Studies.

2.University of Michigan Studies.

3.Managerial Grid.

`.Scandivian.

The first responsibility of a leader is to define reality. The last

is to say thank you.
- Max Deëree (The ¢rt of Leadership

 á  


¢
Initiating structure:-The extent to which a leader is likely to

define and structure his or her role and roles of subordinates in

the search of goal attainment.

B
Consideration:-The extent to which a leader is likely to have job

relationships characterized by mutual trust,respect for

subordinates ideas and regard for their feelings.

 
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¢
Employee oriented :- One who emphasizes interpersonal

relations.

B
ëroduction oriented leader :- One who emphasizes technical or

task aspects of the job.

 O



 

· Tool used by managers for identifying their style.

· Highlights multiple dimensions of leadership with respect to

concern for people and concern for production.

· The grid clarifies,on two †-point scales,how the two dimensions

are related.
 



 

C á 
O
N
C
E
R
N

F 
O
R

P
E
O áá á
P
L
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CONCERN FOR TASK
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· (á,†
- least concern for task and utmost concern for

people.
· (†,á
- least concern for people and utmost concern for
task.
· (á,á
- least concern for people and least concern for task.
· (5,5
- equal concern for task and people.
· (†,†
- highest concern for both people and task .
 



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DE§ELOëMENT-ORIENTED LE¢DER

One who values experimentation,seeking new ideas, and

generating and implementing change.

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Consideration (employee orientation

 considerate leaders are concerned about the human needs
of their employees.
 try to build teamwork,provide psychological support, and help
employees with their problems.

(ii
Structure (task orientation

 believe in getting results by keeping people constantly
busy,ignoring personal issues and emotion and urging them to
produce.
à     à*ëë à 
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 á

The theory that effective groups depend upon a proper match

between a leaders style of interacting with subordinates and the
degree to which the situation gives control and influence to the
leader.
 
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· Leader-member relations:
The degree of confidence,trust,and respect subordinates have in
their leader.

· Task structure:
The degree to which job assignments are procedurized.

· Leader position power:

Describes the organizational power that goes with the position the
leader occupies.
  "

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· Focuses on Followers Readiness.

· Followers in Leadership effectiveness reflects the

reality that it is the followers who accept or reject the
leader.

· Readiness 2 refers to the extent to which people have

the ability an willingness to accomplish a specific task.
 O
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· Leaders create in-groups and out-groups .

· ¢nd subordinates with in-groups status will have

higher-performance ratings,less runover.

· ¢nd greater satisfaction with their superior.

 
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Personal Compatibility
Subordinate LEADER
Competence, and/or
Extroverted personality

FORMAL
TRUST RELATIONS
HIGH
INTERACTIONS

SUB-A SUB-B SUB-C SUB-D

IN-GROUPS OUT-GROUPS
 ë
  
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· The theory that a leader s behaviour is acceptable to

subordinates insofar as they view it as a source of
either immediate or future satisfaction.
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· ¢ Leadership theory that provides a set of rules to

determine the form and amount of participative
decision making in different situation.
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Leadership theories that emphasizes symbolism

emotional appeal,and extraordinary follower commitment.
It includes the following :

á. CH¢RISM¢TIC LE¢DERSHIë.
2. TR¢NSFORM¢TION¢L LE¢DERSHIë.
3. §ISION¢RY LE¢DERSHIë.
 áà
 

 
· Followers make attributions of heroic or extraordinary
abilities when they observe certain behaviors.







 
· Leaders who provide individualized consideration and
intellectual stimulation and who possess charisma.

O 

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· The ability to create and articulate a realistic, credible,
attractive vision of the future for an organization or
organizational unit that grows out of and improves upon the
present.
 à

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· EMOTION¢L LE¢DERSHIë.

· TE¢M LE¢DERSHIë.

· MOR¢L LE¢DERSHIë.

· CROSS CULTUR¢L LE¢DERSHIë.

 á






 

· Self awareness : self-confidence ,realistic self-assessment,

self-deprecating sense of humour.
· Self-management :trust worthiness & integrity, comfort
with ambiguity and openness to change.
· Self-motivation : a strong to drive to achieve, optimism, and
high organizational commitment.
· Empathy : expertise in building & retaining talent, cross
cultural sensitivity and service to client and customers.
· Social skills: the ability to lead change efforts,
persuasiveness and expertise in building and leading teams.
 

 

· Skills such as the patience to share information, to trust

others,to give up authority,and understanding when to
intervene.
· Mastered the difficult balancing act of knowing when to
leave their teams alone and when to intercede.
· Roles :
á.Team leaders are liasions with external constituencies.
2. Team leaders are troubleshooters.
3. Team leaders are conflict managers.
`. Team leaders are coaches.
 O

 

· Ethical implications in leadership.

· Ethical leaders are considered to use their charisma in a

socially constructive way to serve others.

 à (

 

· National culture is an important situational factor

determining which leadership style will be most effective.

· National culture affects leadership style by way of the

follower . Leaders cannot choose their styles at will. They
are constrained by the cultural conditions that their
followers have come to expect.
   ëë à
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· Substitute for leadership are factors that make leadership

role unnecessary through replacing with other sources.
· Enhancers for leadership elements that amplify a leaders
impact on the employees.
 (
 


 

· Self leadership has two thrusts :

a
Leading oneself to perform naturally motivating tasks.

b
Managing oneself to do work that is required but not

naturally rewarding.

· Super leadership begins with a set of positive beliefs about

workers.It requires practicing self leadership oneself and
modeling it for others to see.
 à
 


· Coaching means that the leader prepares, guides, and directs the

team, but does not play the game.

· These leaders recognise that they are on the side lines not on the

plane field.

· Their role is to select the right
playersv to teach and develop

subordinates ,to be available for problem oriented consultation, to

review resource needs and to listen to inputs from employees.

  ) Ä i
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Good leaders develop through a never-ending process of self-

study, education, training, and experience.
-Manual on military leadership
 

Ä
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Leadership: the art of getting someone else to do something

you want done because he wants to do it.
-Dwight D. Eisenhower
 

Ä
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ÿ

  Human nature is the common qualities of all

human beings. ëeople behave according to certain principles of

human nature. These principles govern our behavior.

 
./ 
 " 

á. ëhysiological - food, water, shelter, sex.

2. Safety - feel free from immediate danger.
3. Belongingness and love - belong to a group, close friends to confine
with.
`. Esteem - feeling of moving up in world, recognition, few doubts
about self.
5. Cognitive - learning for learning alone, contribute knowledge.
6. ¢esthetic - at peace, more curious about inner workings of all
A. Self-actualization know exactly who you are, where you are going,
and what you want to accomplish. ¢ state of well-being.
8. Self-transcendence - a trans egoic level that emphasizes visionary
intuition, altruism, and unity consciousness.
 à

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0


â Have better perceptions of reality and are comfortable with it.

â ¢ccept themselves and their own natures.
â Their lack artificiality.
â They focus on problems outside themselves and are concerned with
basic issues and eternal questions.
â They like privacy and tend to be detached.
â Rely on their own development and continued growth.
â ¢ppreciate the basic pleasures of life (do not take blessings for
granted
.
â Have a deep feeling of kinship with others.
â ¢re deeply democratic and are not really aware of differences.
â Have strong ethical and moral standards.
â ¢re original and inventive, less constricted and fresher than others
 ã"
  


Leadership consists not in degrees of technique but in traits of

character; it requires moral rather than athletic or intellectual
effort, and it imposes on both leader and follower alike the
burdens of self restraint.
- Lewis H. Lapham
 ã"
  


· Emotional stability. · Compulsiveness.

· Dominance. · High energy.
· Enthusiasm. · Intuitiveness.
· Conscientiousness. · Maturity.
· Social boldness. · Team orientation.
· Tough-mindedness. · Empathy.
· Self-assurance. · Charisma.
i

 1 i 
Why ¢lexander should deserve to be called "the Great"?

Leadership
¢lexander was surely not the first person in history who got this title. The
ëersian King Cyrus the Great and the Egyptian ëharaoh Ramses the Great
went before him. But it is recorded that even in ¢ntiquity the Roman
emperors already knew ¢lexander as "the Great".

The first clue is ¢lexander's leadership. Military experts still consider him
one of the most outstanding commanders ever. ¢rguably, there is no one
else in history who could inspire and motivate his men like ¢lexander did.
Many explanations have been suggested: he suffered the same wounds as
his soldiers, he payed attention to every single man in the army and he
always led the attack in person. (¢ctually, he was the last great commander
in history to take this personal risk.

 1 i 

But apart from all that there must have been a deciding factor that we can
only marvel about: charisma. ¢lexander was the only individual whose
personal authority could hold his huge empire together. ¢fter his death it
almost immediately fell apart into competing kingdoms. In 332 BC, in Egypt,
the famous oracle of Siwa allegedly confirmed that ¢lexander had divine
origins and that the god Zeus (¢mmon
was his true father. We do not
know how ¢lexander himself thought about his divinity, but it surely helped
him to boost the myth around his person.
 
Oct 2, á86† to Jan 3 , á†`8
A Brief History of Mohandas K. Gandhi by Richard Attenborough

Mohandas K. Gandhi was born in á86† to Hindu parents in the state of

Gujarat in Western India. He entered an arranged marriage with Kasturbai
Makanji when both were á3 years old. His family later sent him to London to
study law, and in á8†á  was admitt to t Inn Tmpl, an call to
t a. In Soutn Afca  wok caslly to mpov t  t of
t mm ant Inan. It wa t tat  vlop  c of pav
tanc a ant njutc, atya aa, mann t
t oc, an wa
q
ntly jal a a 
lt o t pott tat  l. Bo  t
n
to Ina wt  w an cln n á†á5,  a acally can  t lv
o Inan lvn n So
tn Aca.
 
Back in India, it was not long before he was taking the lead in the long
struggle for independence from Britain. He never wavered in his unshakable
belief in nonviolent protest and religious tolerance. When Muslim and Hindu
compatriots committed acts of violence, whether against the British who
ruled India, or against each other, he fasted until the fighting ceased.
Independence, when it came in á†`A, was not a military victory, but a triumph
of human will. To Gandhi's despair, however, the country was partitioned into
Hindu India and Muslim ëakistan. The last two months of his life were spent
trying to end the appalling violence which ensued, leading him to fast to the
brink of death, an act which finally quelled the riots. In January á†`8, at the
age of A†, he was killed by an assassin as he walked through a crowed garden
in New Delhi to take evening prayers. end of ¢ttenborough's summary


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Compelling Events to Conform to ëlansv

à
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· Establish ëerformance Standards ëlanning

· Measure ¢ctual ëerformance
· Compare ëerformance with Standards Measurement
of §ariance Feedback and ¢nalysis
· Corrective ¢ction
 à
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· Closed Loop
 ¢utomatic or cybernetic
 Monitors or manages process by internal, self-
regulating system
 Essential feature is strong feedback system
 Example: Home thermostat system
 à
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· Open Loop
 Requires external monitoring or agent to activate
control
 Example: Cruise control on an automobile
 
à


· Feedback Control (Output

 Measures system output and variance with
predetermined standard
 ¢djusts system to maintain variance within a
specified range

· Screening Control (Concurrent

 Control applied concurrently with effort being
controlled
 
à


· Feed Forward Control (Steering or ëreliminary

 ¢ttempts to predict the impact of current
actions/events
 Current decisions are refined to facilitate goal
attainment
à

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· Effective
· Efficient
· Timely
· Flexible
· Understandable
· Tailored
· Highlight deviations
· Lead to corrective actions
  " à


· Financial

· Human Resource

· Social
 



à
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2



· Income Statement
 Shows financial performance of a firm over a
period of time
· Cash Flow
 Shows where cash comes from and what it is used
for
· Balance Sheet
 Shows the firm s financial position at a particular
instant in time
 ¢ssets and liabilities
 


" 
· Ratios of two financial numbers taken from financial
statements and compared to industry averages
· Four Types
 Liquidity: Measures ability to meet short term
obligations
 Leverage: Measures the level of debt in a firm s
financial structure
 ¢ctivity: Measures how effectively a firm uses its
resources
 ërofitability: Measures profit producing
performance of firm
 Ä

· Financial Budgets: Identify sources of cash and

intended uses
 Cash Budgets
 Capital Expenditure Budgets
 Balance Sheet Budget
  
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· Cost Centers
 Manager s primary concern is control of costs

· Revenue Center
 Manager s primary concern is attaining revenue
target

· ërofit Center
 Manager has more freedom to manipulate costs to
increase profit
 Äë



· Top Management

 Estimates of future sales and production

 ëriorities used to meet new objectives

· Middle Management
 ërepares proposed revenue and expense budgets
designed to attain estimated sales/production
levels
  



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· §erify accuracy of firm s financial data

· May be internal or external
· Internal audits also evaluate organizational efficiency
  
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à


· Management ¢udits
 Evaluate efficiency

· Human Resources ¢ccounting

 Quantifies the value of human resources
investment
· Costs of recruiting
· Costs of training
· Costs of process improvement
  
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à


 Social Controls
· Standards
· Comparison with outcomes
· Corrective action
  
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· Effectiveness of research activities

· Systems for release of drawing release

· Inventory control

· Quality control
 
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