1. Chapter 5
DIRECTING
By :Nasser A. Kadasah

2. Chapter 5 will cover:
5.1 Supervision and Leadership
5.7 Need Theories

3. 5.1 Supervision and Leadership
Close Supervision
General Supervision
5.1.2 Leadership
5.1.3 Leadership Traits
5.1.4 Leadership Styles
Autocratic Leaders
Participative Leaders
Free-reign Leaders
5.1 Supervision and Leadership

4. 5.1 Supervision and Leadership
Leadership: The activity of influencing people to strive willingly for group objectives.
A supervisor: is the leader of a group which has a set target to be achieved in a given time.

5. 5.1.1 Supervision
Close Supervision
General Supervision

6. It reduces the worker’s effectiveness.
Close Supervision
It reduces the worker’s effectiveness.
It implies that they are incompetent which leads to low morale.
Jobs that require high quality require close supervision.
New workers need close supervision.

7. Gives employees chance to develop their talents.
General Supervision
Gives employees chance to develop their talents.
They take pride in their work improve productivity & show less absenteeism.

8. 5.1.2 Leadership
Interpersonal influence exercised in a situation and directed through the communication process toward the attainment of a specialized goal or goals.
The person who INFLUENCES people is called Leader.
They derived their authority from the group & not imposing it upon them.

9. Leaders are self confident, well-integrated and emotionally stable.
5.1.3 Leadership Traits
Leaders are self confident, well-integrated and emotionally stable.
They want to take leadership & are competent in handling new Situations.
They identify with the goals & values of the groups they lead.
They are warm, sensitive and sympathetic toward other people. And given practical suggestions.
They are intelligent in relation to other group member.

10. They use style that is consistent with their presentations.
5.1.4 Leadership Styles
They use style that is consistent with their presentations.
The style reflects their desire to be efficient not the need to be autocratic.
Leaders are not born but developed.
Classification of leadership style:
Autocratic.
Participative.
Free-reign.

11. Instructions are straight forward.
Autocratic Leaders
Give orders for everything and provide no freedom of work for subordinates.
Instructions are straight forward.
One way communication style leads to misunderstanding & subsequent error.
May result in poor decisions.
Ok in crises.

12. 5.1.4.2 Participative Leaders
They invite participation.
Concerned about their relations with subordinates.
Democratic leaders: Confer final authority on the group.
Consultative leaders: Require a great deal of involvement but will make final decision.
Participative leaders: Expect constant feedback
This style consume time.

13. They are completely non-directional.
Free-reign Leaders
They are completely non-directional.
Give complete freedom to decide to group.
Offers the greatest use of time & resources.
Seen among professionals like:
Engineers
Teachers
scientists

14. 5.7 Need Theories 5.7.1 Maslow’s Need Hierarchy Model
Practical Implications
5.7.2 Herzberg’s Motivation
Hygiene Factors
Motivation Factors
5.7.3 McClellands’s Three Needs Model
5.7 Need Theories

15. 5.7 Need Theories
Focuses on: The importance of analyzing & understanding the psychological factors with individuals that cause them to behave in certain ways.

16. 5.7.1 Maslow’s Need Hierarchy Model…(1)
Five basic human needs which constitutes a hierarchy.
Need
for self-
actualization
Esteem-needs
Affiliation or acceptance Needs
Security or safety Needs
Physiological Needs

17. Maslow’s Need Hierarchy…(2)
Level 1: Physiological Needs include Food, Air, Sleep, Shelter, Sex etc.
Level 2: Safety Needs: Clothing, shelter, an environment with predictable pattern, job security, pension, insurance etc.
Level 3: Social Needs: To be liked by others, to be a wanted member, to belong to a group.

18. Maslow’s Need Hierarchy…(3)
Level 4: Esteem Needs: Self respect sense of achievement, recognition status & prestige important.
Level 5: Self- actualization Needs: fulfilling the potentials & becoming everything is capable to becoming.
Example: becoming the ideal mother or father, becoming the best jogger.

19. 5.7.1.1 Practical Implications…(1)
Employees who want to have a house:
Attention goes to wages, Salaries.
Compliments with not be enough.
New employees need to be quickly accepted into the work group.
A well-implemented orientation program will help.
The hierarchy of the needs is not always followed in a rigid pattern.
There are reversals & substitutions.

20. Practical Implications…(2)
Needs are relatives in their strength & are individualistic.
Lower need does not necessarily have to be fulfilled completely before higher needs emerges.

21. 5.7.2 Herzberg’s Motivation (Hygiene Theory العوامل الوقائية )
Developed his theory after surveying hundred of accountants, engineers & other.
Needs of Individuals into 2 categories:
Hygiene factors or dissatisfies.
Motivation factors or satisfiers.

22. Herzberg’s hygiene & Motivating factors
Group l
Hygiene factors
Money & compensation
Personal life
Working conditions
Working relationships
Status
Job security
Company policy & administration
Quality of supervision
Group ll
Motivation factors
Challenging work
Added responsibility
Advancement
Recognition of good work
Personal growth

23. Hence: Their adequacy does not really motivate people.
Hygiene Factors
They are dissatisfies because: If all of the them are adequately met people will not be dissatisfies.
Hence: Their adequacy does not really motivate people.
However: It any of the hygiene factor is not met, dissatisfaction occur.

24. They are aspects of the task or work itself.
Motivation Factors
They are aspects of the task or work itself.
Job with these characteristics
means: it bears the motivational factors.

25. 5.7.3 McClellands’s Three Needs Model
Everybody possesses these needs in varying degrees
Characteristics of people
Needs
People with high achievement needs thrive on jobs & projects.
Goal-oriented people
Needs for achievement
They seek to dominate, influence or control over people.
Needs for power
They value interpersonal relationships.
Exhibits sensitivity towards other people’s feelings
Needs for affiliation