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1. Organisational Policy.

2. It comes under ‘organisational barriers’ which arises from ogranisational structure, authority relationship, rules and regulations, etc.

3. Rules and Regulations: Orgnisational rules become barriers in communication by determining the subject-matter, medium, etc., of communication. Troubled by the definite rules, the senders do not send some of the messages.

No, I do not agree with this statement. Following are the reasons of it:

i. Facilitates Control: Under supervision, supervisor keeps a close eye on his subordinates. Wherever he finds any flaws in the work-in-progress, he rectifies them then and there itself. From time to time deviations are noted by comparing actual work performance and the desired work performance. Corrective measures are taken if the need is felt. In this manner, supervision assures control.

ii. Optimum Utilisation of Resources: Under supervision, all the activities are closely monitored. In this situation, better utilisation of all the resources like human, material, machinery, etc. takes place. The problem is at once solved because the employees are always under a close watch. As a result, they start doing effective work in minimum possible time.

Reward-orientation, individual autonomy, consideration to employees, risk taking etc.

According to Viteles, “Supervision refers to the direct and immediate guidance and control of subordinates in the performance of their task.” In conclusion, it may be said that in supervision, the supervisor maintains a strict vigil on the work of his subordinates, and if needed guides them also, so that plans may be implemented.

It refers to instructing, guiding, communicating and inspiring people to achieve common objectives.

i. Supervision

ii. Leadership

It refers to that process which excites people to work for the attainment of a desired objective.

Four is the total number of elements of directing.

According to Viteles, “Supervision refers to the direct and immediate guidance and control of subordinates in the performance of their task.”

Their role was critical in building their organisation's fortunes because a leader needs adequate power in order to influence the behaviour of his followers.

Non-Financial incentives are discussed below:

(a) Job Security: Generally workers prefer security of job. They may not prefer jobs with higher wages or salaries which do not carry security of job. They want certain stability about future income and work so that they may become complacent and work with a greater zeal.

(b) Status: Status refers to rank, authority, recognition, and prestige related to the job. It is concerned with social status of a person satisfying egoistic needs. This can be done by way of giving various facilities or by offering higher rank in the organisation to get this non-financial incentive. A person will have to show certain achievements or desired performance to more to a higher status which motivates employees having self esteem and self actualisation need active in them.

(c) Organisational Climate: These are the characteristics which describe an organisation. The characteristics have direct influence over the behaviour of a member A positive approach adopted by a manager creates better organisational climate whereas negative approach may spoil the climate.

(d) Career Advancement Opportunities: When employees are provided promotional opportunities they improve their skills and efficiency with the hope that they will be promoted to the higher level. Appropriate skill development programmes and sound promotion policy help achieve promotions. Promotion works as a tonic or a big stimulator which induces people to exhibit their best performance.

(e) Job Enrichment: It is concerned with motivating employees by providing greater variety of work content to them which require higher level of knowledge and skills, it is to give more autonomy and responsibility and provide with the opportunity of personal growth and with a meaningful work experience.

(f) Employee Recognition Programmes: It includes motivating employees by acknowledging their work with appreciation. e..g. Congratulating employee for a good performance.

(g) Employee Participation: It means involving employees in decision making of the issues related to them.

(h) Employee Empowerment: It means giving more autonomy and powers to subordinates to make them feel that their existence is important in the organisation.

It refers to monitor the progress of routine work of one’s subordinates and guiding them properly.

i. It is a universal activity performed at all levels of management.

ii. It is an important part of the directing function of management.

iii. It is a continuous process since supervision is required at all times.

(a) Directing function of management is performed by Rita.

(b) Motivation helped Rita to improve Smita's behaviour.

(c) The features of motivation are as follows:

(i) Is an Inherent Feeling: Motivation is a feeling that is inherent to an employee. For instance, needs desires, wants and ambitions are internal to individuals and directly influence their behaviour towards their work in a certain manner.

(ii) Leads to a Goal-Oriented Behaviour: Motivation influences the behaviour of the employees and induces them to work efficiently towards the achievement of the goals of the Organisation.

(iii) Can be Both Positive and Negative: Positive motivations can take the form of rewards, incentives or promotions. On the other hand, negative motivations can be in the form of warnings of demotions. The kind of motivation to be followed depends on the needs and attitudes of the employee.

(iv) Complex Process: Motivation is a complex process as the individuals are heterogeneous in their expectations, perceptions and reactions, any one type of motivation may not have uniform effect on all the members.

(a) Status: Status refers to rank, authority, recognition, and prestige related to the job. It is concerned with social status of a person satisfying egoistic needs. This can be done by way of giving various facilities or by offering higher rank in the organisation to get this non-financial incentive. A person will have to show certain achievements or desired performance to more to a higher status which motivates employees having self esteem and self actualisation need active in them.

(b) Organisational Climate: These are the characteristics which describe an organisation. The characteristics have direct influence over the behaviour of a member A positive approach adopted by a manager creates better organisational climate whereas negative approach may spoil the climate.

(c) Career Advancement Opportunities: When employees are provided promotional opportunities they improve their skills and efficiency with the hope that they will be promoted to the higher level. Appropriate skill development programmes and sound promotion policy help achieve promotions. Promotion works as a tonic or a big stimulator which induces people to exhibit their best performance.

Supervision refers to monitoring the progress of work of one’s subordinates and guiding them properly. The word ‘supervision’ is formed by joining two words ‘super’ and ‘vision’. The former means best and the latter means view. Hence, the literal meaning of supervision is best view, i.e., maintaining the best view possible on the work of one’s subordinates. Supervision includes both looking into the work of subordinates as well as guiding them properly.

Directing: Directing is the process of instructing, guiding, controlling, motivating and leading people in the organisation to achieve its objectives. It is concerned with influencing the behaviour of human resources.

Importance of Directing:

(i) Integrated group activity: The organisational goals can be achieved only when individual efforts are integrated. Directing integrates employee's efforts in such a way that every individual effort contributes to the organisational performance.

(ii) Initiates action: Direction sets an organisation into motion. Through directing, other managerial functions are initiated and activated. Directing helps the management to supervise, communicate, lead and motivate people at work to function in the desired way for achieving organisational goals.

(iii) Directing attempts to get maximum out of the individuals: Every employee has the potential and capacity, which needs to be harnessed by the superiors, By using elements of direction, i.e., Supervision, Motivation, Leadership and Communication, the efficiency of employees can be raised through willing co-operation.

(iv) Brings stability and balance in the organisation: Directing fosters co-operation and commitment among the people and helps to achieve stability and balance among various groups, activities and the departments.

Action Oriented.

Directing: Directing is the process of instructing, guiding, controlling, motivating and leading people in the organisation to achieve its objectives. It is concerned with influencing the behaviour of human resources.

Importance of Directing:

(i) Integrated group activity: The organisational goals can be achieved only when individual efforts are integrated. Directing integrates employee's efforts in such a way that every individual effort contributes to the organisational performance.

(ii) Initiates action: Direction sets an organisation into motion. Through directing, other managerial functions are initiated and activated. Directing helps the management to supervise, communicate, lead and motivate people at work to function in the desired way for achieving organisational goals.

(iii) Directing attempts to get maximum out of the individuals: Every employee has the potential and capacity, which needs to be harnessed by the superiors, By using elements of direction, i.e., Supervision, Motivation, Leadership and Communication, the efficiency of employees can be raised through willing co-operation.

(iv) Brings stability and balance in the organisation: Directing fosters co-operation and commitment among the people and helps to achieve stability and balance among various groups, activities and the departments.

Following are the main characteristics of motivation:

i. Motivation is an Internal Feeling: Motivation is a psychological concept which lies within a person. First of all, some needs appear in the mind of an individual which affect his behaviour. He wants to do some work in order to satisfy those needs.

ii. Motivation Produces Goal-directed Behaviour: Motivation is a power which leads the employees to the achievement of their goal. The behaviour of the motivated employees clearly shows that they are inclined towards the achievement of their goal. For example, promotion is a technique of motivation. The employees who desire to be promoted definitely improve their work performance.

iii. Motivation Can be either Positive or Negative: There are two types of employees from the point of view of motivation—laborious and shirkers. Those employees who are laborious in the true sense of the word are encouraged with some awards. This is called positive motivation. On the other hand, those workers who are by nature shirkers are encouraged to work with the threat of demotion, suspension or termination. Such people start working because of the fear factor. This is called negative motivation.

iv. Motivation is a Complex Process: All the people working in an organisation have different nature. All have different needs. Therefore, everybody cannot be motivated with only one motivator. Keeping in mind the needs of the person concerned, monetary and non-monetary techniques are used. Therefore, it is a complex process.

i. It Initiates Action: The employees are appointed up to the first three functions of management (planning, organising and staffing). But they cannot commence their job until they are not informed about what to do and how to do. This job manager performs through direction. Thus, it is evident that it is direction which initiates action in an organisation.

ii. It Integrates Employees’ Efforts: Many employees work in an organisation. If any one of employees in the employees’-chain does not perform up to the mark, it adversely affects the performance of remaining employees. Thus, it is essential to establish coordination among all the activities. Manager establishes this coordination by supervising, providing good leadership, motivating and exchanging ideas with his subordinates.

iii. It is the Means of Motivation: The objectives of an organisation can only be achieved by motivated employees. Motivated employees work with full dedication and with a feel of belongingness. Now the question is how can the employees be motivated? The work of motivating employees can be accomplished through the Directing function of management.

iv. It Facilitates of Implementation Changes: Oftenly, employees show resistance to change in their organisational structure. But with the changing demand of time, it needs to be implemented/enforced. Managers through the medium of Direction shape the mindset of the employees in a manner that they willfully accept changes.

v. It Creates Balance in the Organisation: Sometimes there is a clash between individual and organisational objectives. Directing helps to settle down these clashes and creates a balance in the organisation. On the one hand, a person works in an organisation for the fulfilment of his objectives like higher salary, promotion, etc. On the other hand, the objectives of a company can be to earn higher profits, more market share etc. Managers through direction tell employees, how they can fulfil their objectives while achieving organisational objectives.

Directing: Directing is the process of instructing, guiding, controlling, motivating and leading people in the organisation to achieve its objectives. It is concerned with influencing the behaviour of human resources.

Importance of Directing:

(i) Integrated group activity: The organisational goals can be achieved only when individual efforts are integrated. Directing integrates employee's efforts in such a way that every individual effort contributes to the organisational performance.

(ii) Initiates action: Direction sets an organisation into motion. Through directing, other managerial functions are initiated and activated. Directing helps the management to supervise, communicate, lead and motivate people at work to function in the desired way for achieving organisational goals.

(iii) Directing attempts to get maximum out of the individuals: Every employee has the potential and capacity, which needs to be harnessed by the superiors, By using elements of direction, i.e., Supervision, Motivation, Leadership and Communication, the efficiency of employees can be raised through willing co-operation.

(iv) Brings stability and balance in the organisation: Directing fosters co-operation and commitment among the people and helps to achieve stability and balance among various groups, activities and the departments.

Coordination.

Correct option is (A) It takes much more time to compose a message in writing.

It takes much more time to compose a message in writing is not advantage of written communication. Written communication is concerned with any type of message which involves written words. It is one of the most effective modes of communication, but it takes more time.

Importance of Directing:

(a) Initiates action.

(b) Integrates employees' efforts.

(c) Guides employees to realize their potential.

(d) Facilitates changes.

(e) Brings stability and balance in the organisation.

Detailed Answer:

(a) Initiates action: Directing helps people to initiate action in the organisation towards attainment of desired objectives. For example, if a supervisor guides his subordinates and clarifies their doubts in performing a task, it will help the worker to achieve work targets given to him.

(b) Integrates employees' efforts: Directing integrates employee's efforts in the organisation in such a way that every individual effort contributes to the organisational performance. Thus, it ensures that the individuals work for organisational goals. For example, a manager with good leadership abilities will be in a position to convince the employees working under him that individual efforts and team effort will lead to the achievement of organisational goals.

(c) Guides employees to realize their potential: Directing guides employees to fully realise their potential and capabilities by motivating and providing effective leadership. A good leader can always identify the potential of his employees and motivate them to extract work up to their full potential.

(d) Facilitates changes: Directing facilitates introduction of needed changes in the organisation. Generally, people have a tendency to resist changes in the organisation. Effective directing through motivation, communication and leadership helps to reduce such resistance and develop required cooperation in introducing changes in the organisation. For example, if a manager wants to introduce new system of accounting, there may be initial resistance from accounting staff. But, if manager explains the purpose, provides training and motivates with additional rewards, the employees may accept change and co-operate with the manager.

(e) Brings stability and balance in the organization: Effective directing helps to bring stability and balance in the organisation since it fosters cooperation and commitment among the people and helps in achieving balance among various groups, activities and the department.

Tim Cook is the CEO of apple company.

The elements of directing are:

(i) Supervision: It is concerned with overseeing the work of the subordinates or operatives by first line managers.

(ii) Motivation: It is concerned with inspiring the workers to put in their efforts willingly.

(iii) Leadership: It is concerned with influencing others to do what the leader wants them to do.

(iv) Communication: The process of exchange of ideas, views, facts, feelings, etc., between or among the people to create common understanding.

(a) Participative leader 

i. Supervision: It refers to monitoring the progress of work of one’s subordinates and guiding them properly.

ii. Leadership: It refers to influencing others in such a manner to do what the leader wants them to do.

iii. Communication: It refers to an art of transferring ideas, facts, feelings, etc. from one person to another and making him understand them.

Meaning of Motivation: Motivation refers to a process of stimulating and inspiring people at the work to contribute to the best of their capability for the achievement of organisational objectives.

Maslow's Hierarchy of Human Needs: In order to motivate employees, management has to have knowledge of various types of human needs and the incentives which may be used to satisfy these needs. A.H. Maslow had classified all human needs into different categories. On the order of their priority these were arranged by him. This arrangement is known as the Hierarchy of Needs.

(i) Physiological needs: These needs are essential for human survival which include need for food, air, shelter; water; sleep, etc.

(ii) Security or safety needs: These are the needs for physical safety as well as economic security which includes safety of person and property.

(iii) Social needs: These are needs for belongingness, friendship, love, affection, attention and social acceptance.

(iv) Esteem needs: Esteem needs of an employee refers to those needs, satisfaction of which leads to self-confidence and prestige. These needs include own self-respect, autonomy, status, recognition, etc.

(v) Self actualisation needs: This is the need to be what one is capable of becoming, when a person has realised his full potential, his perception of his own self has been transformed into reality.

(i) Directing.

(ii) Motivation.

(iii) Features of Motivation:

(a) It is an internal feeling.

(b) It produces goal directed behaviour.

(c) It can be positive or negative.

(d) It is a complex process.

Detailed Answer:

(a) Directing function of management is performed by Rita.

(b) Motivation helped Rita to improve Smita's behaviour.

(c) The features of motivation are as follows:

(i) Is an Inherent Feeling: Motivation is a feeling that is inherent to an employee. For instance, needs desires, wants and ambitions are internal to individuals and directly influence their behaviour towards their work in a certain manner.

(ii) Leads to a Goal-Oriented Behaviour: Motivation influences the behaviour of the employees and induces them to work efficiently towards the achievement of the goals of the Organisation.

(iii) Can be Both Positive and Negative: Positive motivations can take the form of rewards, incentives or promotions. On the other hand, negative motivations can be in the form of warnings of demotions. The kind of motivation to be followed depends on the needs and attitudes of the employee.

(iv) Complex Process: Motivation is a complex process as the individuals are heterogeneous in their expectations, perceptions and reactions, any one type of motivation may not have uniform effect on all the members.

(c) Esteem needs

Meaning: Directing refers to instructing, guiding, communicating and inspiring people so that the objectives can be achieved.

Elements:

i. Supervision,

ii. Leadership,

iii. Communication and

iv. Motivation.

Moslow's Need Hierarchy Theory is based on human needs; which are as follows:

(i) Basic Physiological Needs

(ii) Safety/Security Needs

(iii) Affiliation/Belonging Needs

(iv) Esteem Needs

(v) Self Actualisation Needs

Detailed Answer:

Maslow's Hierarchy of Human Needs: In order to motivate employees, management has to have knowledge of various types of human needs and the incentives which may be used to satisfy these needs. A.H. Maslow had classified all human needs into different categories. On the order of their priority, these were arranged by him. This arrangement is known as the Hierarchy of Needs.

(i) Physiological needs: These needs are essential for human survival which include need for food, air, shelter, water, sleep, etc.

(ii) Security or safety needs: These are the needs for physical safety as well as economic security which includes safety of person and property.

(iii) Social needs: These are needs for belongingness, friendship, love, affection, attention and social acceptance.

(iv) Esteem needs: Esteem needs of an employee refers to those needs, satisfaction of which leads to self-confidence and prestige. These needs include own self-respect, autonomy status/ recognition, etc.

(v) Self actualisation needs: This is the need to be what one is capable of becoming, when a person has realised his full potential, his perception of his own self has been transformed into reality.

Semantic barrier.

Status is not a semantic barrier of communication.

While communicating a message, misrepresentation of communication causes misunderstanding on account of use of wrong words lack of vocabulary skills, faulty translations, different interpretations is known as semantic barriers. It is concerned with the problems which arises in the process of encoding and decoding of message into words or impressions. Main causes of semantic barriers are listed below 

(i) Badly expressed message 

(ii) Symbols with different meanings 

(iii) Faulty translations 

(iv) Unclarified assumptions 

(v) Technical jargon 

(vi) Body language and gesture decoding

It refers to an art of transferring facts, ideas and feelings, etc., from one person to another and making them understandable.

Badly expressed message.

The social interactions, gossips, friendly talks and non official matters which are discussed among different members of organisation who are not officially recognised is known as informal communication or we can say the communication that takes place without following the formal guidelines of communication is said to be informal communication. This type of communication establishes the personal relationship among employees. It is flexible, dynamic and no records of information communication are maintained under this Informal communication system is generally referred to as “Grapevine”.

It refers to some obstruction or hindrance to communication.