Chapter 6 – Management Theory Basics: Directing

Management Theory Basics: Directing

The Action Phase of Management

Directing represents the activation phase of management—transforming plans into reality through supervision and instruction. While planning and organizing involve thinking and preparation, directing focuses on execution – the point where “the rubber meets the road.” This function engages every organizational member with supervisory responsibility, from board chairpersons to first-line supervisors, from commanders-in-chief to squad leaders.

The distinction between organizing and directing can be subtle and often overlaps, particularly in employee motivation. However, these functions can be differentiated sequentially. During organizing, managers determine optimal management approaches, identify appropriate rewards, and analyze motivational factors. During directing, managers communicate these rewards to employees, monitor performance, and deliver rewards when predetermined milestones are achieved. Thus, while both phases address rewards, organizing focuses on preparation while directing encompasses implementation before, during, and after task performance.

Core Elements of Directing

In the directing function, managers make specific assignments, exercise power effectively, and empower workers to perform appropriately. This multifaceted role requires managers to serve as educators, counselors, judges, and spokespersons—implementing necessary responses to employee actions or inactions.

Directing includes difficult but necessary communications: when a board chairperson terminates a CEO’s contract, when a supervisor provides notice to an underperforming single mother, or when a manager simply states, “You’re fired.” Though delivery styles vary, the message content remains consistent, even as personal impact differs significantly. Conversely, directing also includes positive motivational elements, such as recognizing achievement with statements like “Great job! I knew you were right for this project!”

This highly personal management function actualizes the theoretical principles discussed in organizational management. The responsibility for implementing these principles through direct human interaction makes directing particularly challenging and consequential.

Directing Approaches

Leadership-by-Example

This approach demonstrates a manager’s technical competence and willingness to work alongside subordinates rather than simply issuing orders. When employees observe managers willing to perform the work themselves, managers earn credibility and respect.

Managers who have advanced through organizational ranks often establish credibility through demonstrated competence. Even managers new to an organization can gain respect through demonstrated work proficiency. Leadership-by-example requires more than skills – it demands consistent behavior. A manager who arrives at 9:00 AM while expecting employees to do the same establishes congruence between expectations and personal conduct.

One author notes that despite 35+ years of managerial experience from supervisory to executive positions and preference for this approach, he insists on distinguishing between leadership and management – suggesting the term “management-by-example” might be more appropriate.

Additional Directing Approaches

Other approaches base directing on personal traits, inheritance, expertise, pioneering, or situational factors. Each approach responds to specific contexts or perceived requirements for task completion.

Management scientists identify three primary directing styles:

1. Autocratic: Managers operate from perceived correctness without seeking input
2. Laissez-faire: Managers allow free exchange of ideas and actions provided goals are met
3. Democratic: Managers build consensus to reach task-related decisions

Despite stylistic variations, directing essentially establishes a command structure to achieve organizational missions with appropriate personnel, timing, authority, and resources. Organizations may plan effectively but fail during implementation due to staffing deficiencies or unsupportive internal environments.

Resource Considerations in Directing

The term “resources” encompasses everything required to accomplish objectives. However, crucial distinctions exist between human workers and physical/financial resources. Both require planning, organizing, directing, and controlling, but significant differences exist:

• Human workers cannot achieve objectives without necessary resources
• Resource acquisition processes differ substantially from human worker acquisition
• Human workers experience psychological and physical factors irrelevant to other resources (e.g., Maslow’s hierarchy)

One author notes from personal experience that among management functions, directing proves most interesting, challenging, and satisfying – likely due to its inherent human relationships.

Biblical Examples of Directing

The Bible offers numerous directing examples focused on task completion:

• Joseph directed staff activities preparing for famine and managing food distribution, including his brothers’ purchase attempts
• Joshua organized and led military forces against Amalek
• Joshua directed the conquest of the Promised Land
• Moses supervised Tabernacle component construction
• King Solomon organized and ensured Temple construction

These examples demonstrate how biblical managers translated plans into action through effective direction of both human and material resources.

Deliverables

Directing focuses on accomplishing objectives despite potential obstacles. Even with properly motivated employees, impediments may arise: bureaucratic complications, resource shortages, or unrealistic plans. Effective managers avoid excuses and instead ensure employees can successfully complete their assignments by:

1. Removing Obstacles: Identifying and addressing barriers that prevent task completion, whether procedural, resource-based, or interpersonal.
2. Providing Clear Communication: Ensuring employees understand expectations, performance standards, and feedback mechanisms.
3. Maintaining Appropriate Oversight: Balancing necessary supervision with employee autonomy based on individual capabilities and task requirements.
4. Adjusting Approaches: Modifying directing styles to accommodate different situations, employee needs, and organizational contexts.
5. Ensuring Resource Availability: Securing and allocating necessary materials, equipment, information, and support for successful task execution.

Discussion Questions

1. Give an example of how you have been frustrated by an impediment at work which prevented you from getting a job done. What could have been done to change the situation?
2. How would you distinguish between organizing and directing? Which do you think is more important?
3. What management style would you use to direct employees and why? What drawbacks can you see from that style?