7.1 Orders and instructions

Directing is the management function of guiding, supervising, communicating with, motivating and leading employees so that they carry out the plans of the organisation. Orders and instructions are the most direct tools of directing. An order is a directive from a superior to a subordinate to do, or not to do, something; an instruction explains how a task is to be done. Without clear orders and instructions, even well-planned and well-organised work does not get done as intended. In the office, the administrator gives orders and instructions daily, for example on preparing documents for a meeting, dispatching mail, handling visitors or updating records. Example: the office administrator of a consultancy tells the office assistant to prepare the boardroom for a 10.00 am client meeting (an order) and explains that the projector must be tested, the water and glasses set out and the attendance register placed at the door (instructions).

7.1.1 Role of orders and instructions

Orders and instructions turn plans and decisions into action. They tell employees what is to be done, by whom, how and by when, which makes coordinated effort possible. They also establish authority and accountability, because an employee who has received a clear order knows what they are answerable for. Example: when an NGO's regional office receives an urgent request for financial reports from a donor, the office administrator's instructions to the finance clerk and the secretary on who compiles which report and the deadline for each ensure that the reports are ready on time.

Roles

• Initiating action: Work begins when people are told what to do.
• Communicating plans and decisions: Orders carry management's decisions down to those who implement them.
• Coordinating effort: Instructions to different people fit their tasks together, avoiding duplication and gaps.
• Establishing accountability: A clear order makes it plain who is responsible for a task.
• Maintaining standards: Instructions specify how work should be done, keeping quality consistent.
• Guiding new and inexperienced staff: Detailed instructions help those who do not yet know the procedures.
• Ensuring safety and compliance: Instructions on safe procedures and legal requirements protect employees and the organisation.

7.1.2 Types of orders and instructions

Orders and instructions can be classified in several ways, depending on how they are given, how much detail they contain and how widely they apply. Knowing the types helps the manager choose the right form for each situation, since a routine reminder does not need the formality of a written directive, while a change in procedure does. Example: an office administrator at an architectural firm phones the receptionist to tell her a client is coming (an oral, specific order), but issues a written memo to all staff on the new procedure for booking meeting rooms (a written, general instruction).

Classification of orders and instructions

• Oral orders: Given by word of mouth, face to face or by phone. They are quick and suit simple, urgent and routine matters, but can be forgotten or misunderstood.
• Written orders: Given in memos, emails, circulars or procedure manuals. They suit complex, important or lasting matters and provide a record.
• General orders: Apply to everyone or to a group and remain in force, such as a rule on office opening hours.
• Specific orders: Directed to a particular person for a particular task, such as filing a set of contracts.
• Formal orders: Issued through official channels and in the prescribed form, such as an office circular.
• Informal orders: Given casually, as suggestions or requests, such as "could you check whether the courier has arrived?".
• Procedural orders: State the steps for carrying out recurring work, such as the procedure for receiving visitors.
• Operational orders: Relate to the day-to-day running of the office, such as the distribution of the day's mail.
• Standing instructions: Remain valid until they are changed, such as rules for locking cabinets at the end of the day.

7.1.3 Principles of giving effective orders and instructions

An effective order is one that the receiver understands, accepts and carries out correctly. Following some basic principles makes this far more likely. Orders that are unclear, impossible, or given in a disrespectful way are often carried out badly or resisted. Example: instead of telling a clerk "sort out those files sometime", an office supervisor at a law firm says "please arrange the twenty case files on the desk in order of hearing date and return them to the registry cabinet by 3.00 pm today", which is clear, complete and has a deadline.

Principles

• Clarity: The order uses simple, precise language that cannot be misunderstood.
• Completeness: It states what is to be done, by whom, how, where and by when.
• Reasonableness: It can be carried out with the time, skills and resources available.
• Compatibility with objectives: It supports the organisation's goals and policies and does not conflict with other orders.
• Unity of command: An employee receives orders from one superior, as Henri Fayol taught, to avoid conflicting instructions.
• Proper tone: It is given courteously; a request is usually better received than a command.
• Appropriate form: Written for complex, important or lasting matters, and oral for simple, urgent matters.
• Explanation of reasons: Where possible, the purpose is explained, which increases understanding and willingness.
• Legality and ethics: It never requires the employee to break the law or act unethically.
• Follow-up: Provision is made to check that the order has been carried out.

7.1.4 The process of giving orders and instructions

Giving an order is a process, not a single statement. It starts with deciding what needs to be done and ends with confirming that it has been done correctly. Following the process reduces misunderstandings and wasted effort. Example: before a board meeting at a manufacturing firm, the office administrator decides what the secretary must prepare, briefs her using the meeting checklist, asks her to repeat the key deadlines, and checks the board papers with her the day before the meeting.

Steps in giving orders and instructions

1. Plan the order: decide exactly what result is needed, the deadline and the resources required.
2. Choose the right person, considering skills, workload and authority.
3. Choose the form and channel, oral or written, face to face, email or memo.
4. Prepare the receiver by getting their attention and explaining the purpose of the task.
5. Give the order clearly, stating what, how, where and by when, and providing any documents or tools needed.
6. Check understanding by asking the receiver to repeat or summarise the key points and inviting questions.
7. Allow the receiver to raise concerns about time, resources or difficulties, and adjust where reasonable.
8. Follow up at agreed points to check progress and help with problems, and confirm completion.

7.1.5 Approaches to giving orders

The approach to giving orders is the manner in which the manager directs subordinates. The right approach depends on the situation, the nature of the task, and the experience and attitude of the employee. Using one approach for everyone and every situation is less effective than adjusting to the circumstances. Example: during a fire drill, the office administrator of an insurance broker gives short, firm commands, but when planning the reorganisation of the filing room she asks the clerks how they think it should be done.

Approaches

• Command approach: The manager tells the employee exactly what to do, with no discussion. It suits emergencies, safety matters and inexperienced staff, but used all the time it lowers morale.
• Request approach: The order is phrased as a polite request, such as "would you please prepare the minutes by Friday?". It suits experienced, cooperative staff and builds goodwill.
• Suggestion approach: The manager suggests what could be done and leaves the employee to decide how, such as "it might help to colour-code these files". It suits capable, self-motivated staff.
• Consultative approach: The manager discusses the task with the employee and invites their views before deciding, which improves the decision and the employee's commitment.
• Volunteer approach: The manager describes a task and asks for a volunteer, useful for extra or unpleasant tasks.
• Delegative approach: The manager gives the employee the objective and the authority, and leaves the method to them.

7.1.6 Challenges in giving orders and instructions

Orders and instructions often fail to produce the intended result because of problems on the side of the giver, the receiver or the situation. Knowing these challenges helps managers prevent them. Example: in a busy travel agency, a supervisor gives a clerk three different oral instructions within one hour and, at the same time, the office administrator gives the same clerk a conflicting order; the clerk is confused and does none of the tasks well.

Common challenges

• Unclear or incomplete orders: Vague language or missing details lead to wrong results.
• Conflicting orders: Two superiors give different instructions, breaking unity of command.
• Too many orders at once: The employee cannot remember or prioritise them.
• Resistance from employees: Employees may resent orders they see as unfair, unnecessary or given rudely.
• Lack of resources or skills: The employee is willing but lacks the tools, time or training to carry out the order.
• Communication barriers: Noise, language differences, poor listening and distance cause misunderstanding.
• Lack of feedback: The manager does not check understanding or progress.
• Overreliance on oral orders: Important instructions are forgotten or disputed because there is no written record.
• Poor relationships: Lack of trust between the manager and the employee reduces cooperation.

Ways of overcoming the challenges

• Plan orders before giving them: Decide the result needed and the details beforehand.
• Coordinate with other managers: Agree on who directs whom to avoid conflicting orders.
• Put important orders in writing: Follow oral orders with a written confirmation where needed.
• Check understanding and invite questions: Ask the receiver to summarise.
• Provide the resources and training needed: Make sure the order can be carried out.

7.1.7 Feedback and follow-up

Feedback is information passed between the manager and the employee about how the order has been understood and carried out; follow-up is the manager's checking, after the order is given, that the work is progressing and is completed to the required standard. Together they close the loop of directing: without them, the manager cannot be sure that orders have produced results, and employees do not learn whether their work was right. Example: after asking a records assistant to scan and index a set of client files, the office supervisor at an accounting firm checks a sample of the scanned files after two days, praises the clear images and points out that some file names do not follow the naming rule.

Purposes of feedback and follow-up

• Confirming understanding: Early feedback shows whether the employee has understood the order.
• Tracking progress: Follow-up shows whether work is on schedule.
• Correcting errors early: Problems are found before they become costly.
• Recognising good work: Positive feedback motivates employees.
• Improving future orders: The manager learns how clear and realistic the orders were.

Methods of follow-up

• Progress meetings or check-ins: Short meetings at agreed points.
• Progress reports: Written or verbal updates from the employee.
• Inspection of work: Checking samples or finished work.
• Task tracking tools: Shared task lists, calendars and project management applications.
• Deadline reminders: Reminders before key dates.

7.1.8 Legal and ethical considerations on giving orders

Managers' authority to give orders is limited by the law, the contract of employment, the organisation's policies and ethical standards. An employee is required to obey lawful and reasonable orders within the scope of their job, but is not required to obey orders that are unlawful, unsafe or outside the contract. Under the Employment Act 2007, knowingly failing or refusing to obey a lawful and proper command within the scope of the employee's duty may amount to gross misconduct, which shows that only lawful and proper orders carry this weight. Example: an office administrator at a logistics company must not instruct a clerk to backdate a delivery document to help a client avoid a penalty, because the order would require the clerk to falsify a record.

Legal considerations

• Lawfulness: Orders must not require any act that breaks the law, such as falsifying records, evading tax or discriminating against clients.
• Scope of the contract: Orders must relate to the duties the employee was employed to perform, or reasonable related duties.
• Safety: Under the Occupational Safety and Health Act 2007, employers must not expose employees to unsafe working conditions; orders to work in unsafe conditions breach this duty.
• Working hours and leave: Orders must respect the agreed working hours, rest days and leave entitlements, and overtime must be in line with the contract and the law.
• Non-discrimination and harassment: Orders must not discriminate against or harass any employee.
• Data protection: Orders involving personal data must respect the Data Protection Act 2019.

Ethical considerations

• Respect and dignity: Orders are given courteously, never in a humiliating manner.
• Fairness: Tasks, including unpleasant ones, are shared fairly.
• Honesty: Employees are never asked to mislead clients, colleagues or authorities.
• Confidentiality: Orders do not require employees to disclose information improperly.
• Personal use of staff: Managers do not use office staff for their personal errands during working hours.