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WEEK 5 (LO4: Controlling (What is controlling?
The process of…
WEEK 5
LO4: Controlling
What is controlling?
- The process of monitoring, comparing and correcting work performance
Why control?
- It is the final link of the four functions of management
- Employee empowerment
- Protects the organisation and its assets
The control process1) MeasuringHow?
- A combination of approaches (i.e. personal observation, statistical reports, oral reports, and written reports) increases both the number of input sources and the probability of getting reliable information
What?
- More critical to the control process than how we measure
- Control criteria - employee satisfaction, turnover and absenteeism rates, budgets
- Objectives and subjective measures
2) Comparing
- Acceptable range of variation
- Deviations that exceed this range become significant and need the manager's attention
3) Taking managerial action
- Correct actual performance
- Revise the standard
LO1: Planning
What is planning?
- Defining the organisation's goals
- Establishing an overall strategy for achieving those goals
- Developing plans to integrate and coordinate activities
- Concerned with both ends (goals) as well as means (strategy)
- Informal and formal
Planning:
- Provides direction
- Reduces uncertainty
- Minimises waste and redundancy
- Establishes goals and standards used for controlling
Elements of planning
Goals:
- Desired outcomes for individuals, groups or entire organisations
- Provide direction and performance evaluation criteria
- Multiple (e.g. financial, environmental, social)
- Stated vs Real
Plans:
- Documents how goals are to be accomplished and how resources are to be allocated
- Provides a map to arrive at a given destination with provision for detours
LO2: Organising
What is organising?
- Arranging and structuring work to accomplish the organisation's goals
- The process of creating an organisation’s structure - the formal arrangement of jobs within an organisation
- When managers develop or change an organisation’s structure they are engaged in organisational design
Elements of organising
- Work specialisation
- Departmentalisation
- Chain of command
- Span of control
- Centralisation/Decentralisation
- Formalisation
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LO3: Leading
A leader is:
- Someone who can influence others who may or may not possess managerial authority
Leadership is:
- The process of influencing a group to achieve goals
Leadership theories
Trait theories
- Leaders are born and cannot be trained
- Traits’ differentiate leaders from non-leaders: drive, desire to lead, honesty and integrity, self-confidence, intelligence etc.
Behavioural theories
- Leadership is more than possessing a few generic traits
- Leaders are not born, but trained
- Iowa, Ohio State, Michigan, Managerial Grid
- Duality of leadership: focus on task vs. focus on people
Contingency theories
- Effective leadership requires more than an understanding of traits and behaviours
- Ability to ‘read’ and ‘adapt’ to situational circumstances as important
- Fiedler’s contingency model (leader-member relations, task, power)
- Situational leadership model (employee readiness)