Chapter Five

- Orientation

. identification

***The third element of the administrative process is direction.

It means "issuing instructions and directions from superiors to subordinates to begin work and how to complete it."

Guidance is the process of guiding subordinates in carrying out tasks and raising their morale. It includes directing subordinates towards:

The plan
Organization
Coordinating the work of subordinates
The new circumstance.
***The third element of the administrative process is direction.
It means "issuing instructions and directions from superiors to subordinates to begin work and how to complete it."
Since the guidance process is related to the boss’s interaction with subordinates, the boss must know the personality of his workers and know how to treat them in the appropriate way. This comes through the communication process that must be developed by managers so that they can make individuals achieve the organization’s goals.

Guidance is not the implementation of actions, but rather directing others in their implementation of actions .

Guidance is defined as working during implementation, in order to confront any problems, This is in order to ensure that work proceeds in the required manner and level, which ensures that workers are directed towards achieving goals with the highest degree of efficiency And effectiveness

Tips for the Mentoring Process : The following suggestions are adapted from “What Every Supervisor Should Know”

* Don’t make it a power struggle . Try to focus your attention - and the attention of employees - on the goals that must be achieved. The idea is to imagine that this is what the orders require, as it is not based on the whims of the manager.

* Avoid rough methods . If you want your employees to take instructions seriously, do this.

* Watch your words . Words can become an unreliable messenger for your thoughts. You should also monitor your tone of voice. Most people accept the fact that a supervisor's job is to issue orders and instructions. Their opposition to these orders is based on the manner in which these orders were issued.

* Assume that employees understand everything . Give employees a chance to ask questions and discuss goals. Support them to confirm their understanding by having them repeat what you said.

* Make sure you get “feedback ” the right way. Give employees who want to object to tasks the opportunity to do so at the time you delegate the tasks to them. It is better to know and control opposition and misunderstandings before starting work than to wait until later.

* Do not give a lot of commands . Excessive information is considered discouraging for employees. Keep your instructions short and direct. Wait until workers finish the first job before asking them to start a second job.

* Give them only important details . For old aides, there is nothing more boring than hearing about known details.

* try not distinguish anyone . It is inappropriate to punish the person instructed to foul the task. Try to decrease doing this as much as possible.

**What does the guidance function depend on?

The directing function depends on the manner and administrative method through which the president can push his subordinates to work to the best of their abilities. Within a framework through which satisfaction is achieved Their desires and achieving their personal goals, the president uses subjective methods of motivation and encouragement, which are considered conditions of leadership.

Conditions that must be met for good guidance:

Guidance and training
Clarity
Unify the source of guidance
That it be complete
The directive must be enforceable
The order must be in writing

Importance of the guidance function:

The importance of the directing function comes from the fact that good plans and effective organization alone are not sufficient to ensure that individuals accomplish the tasks assigned to them automatically or inspired by their will.
Management must direct individuals towards completing work in appropriate ways, and management must bear responsibility for monitoring the results of these work afterwards.
In the absence of a guidance function, the project is like a car in a stationary state. It needs a leader to start operating it and drive it toward the goal and on the route specified for it, with the stage of control, control, and supervision coming after that, successively.