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Week 5 (Planning (Type (Breadth (Strategic, Operational), Time Frame (Long…

- - - - Define the organisation’s goals
      - Establish overall strategy for achieving those goals
      - develop plans
      - concern with goals and strategy
    - - formal
        
        Specific goals covering a period of time
        
        written down
        
        goals shared in the organisation
      - Informal
        
        nothing is written down
        
        no sharing of goals with others
    - - Provides direction
      - Reduces uncertainty
      - Minimises waste and redundancy
      - Establishes goals and standards used for controlling
  - - - Desired outcomes for individuals
      - Provide direction and performance evaluation
        criteria
      - Multiple
      - stated vs real
    - - 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
  - - - monitor macroeconomics trends
      - forecast the impact on product and supplier cost
      - devises their supply chain profitability strategy
  - - - Strategic
      - Operational
    - - Long term
      - Short Term
    - - Directional
      - Specific
    - - Single Use
      - Standing
- - - - need to be linked
      - short
        
        individual taks
        
        weekly and daily basis
      - medium
        
        resource allocation
        
        allocate number of people with right skills
      - long
        
        succession and finance plans
        
        analysing the environment
        
        implementing plan
        
        reviewing results
  - - - RESOURCE ALLOCATION Manager needs to know what resources are available, and how they can best be allocated
      - TASK ALLOCATIONManager needs to decide who will complete each task
        
        A successful manager delegates, but they need to know who can be trusted to take on responsibility
      - EVALUATION OF SYSTEMS
        An evaluation of what systems have been put in place to achieve the objectives
  - - - two-way knowledge transfer
        
        product
        
        placement
        
        promotion
        
        price
    - - Linking people to organisational goals and objectives
    - - People as assets
    - - Explore new ideas and technology
  - - - Measuring performance
      - Identifying and investigating deviation in performance
      - Establishing performance standards
      - Making changes to meet objectives
- - - - Leaders born ≠ trained
      - Traits differ leaders from non-leaders
      - Traits (examples)
        
        Drive
        
        Desire to lead
        
        Honesty & integrity
        
        Self confidence
        
        Intelligence
        
        example
        
        President FDR
        
        Mahatma Gandhi
    - - Leaders trained ≠ born
      - Leadership = more than having generic traits
      - Examples
        
        Iowa
        
        Ohio State
        
        Michigan
        
        Managerial Grid
      - Duality of leadership: focus on task vs. focus on people
    - - ‘Read’ & ‘adapt’ to important situational circumstances
      - Fiedler’s contingency model
        
        Task
        
        Power
        
        Leader-member relations
      - Effective leadership needs more than understanding traits & behaviour
      - Situational leadership model
        
        Employee Readiness
    - - Transactional leading
        
        Rewards
        
        Recognition
        
        Promotion
        
        Pay rises
- - - - Grouping of jobs
    - - Authority, Hierarchy
    - - Simplifying tasks
    - - Number of subordinates for a manger
    - - How many decision-making is controlled by
    - - Standardisation of jobs
  - - - Examples
        
        online business platforms
      - Wide spans of control
      - Free flow of information
      - Cross hierarchical
      - Cross functional teams
      - Low formalization
      - Decentralized
    - - Narrow spans of control
      - Centralized
      - High chain of command
      - Rigid departmentalization
      - High Specialisation
      - Examples
        
        Manufactoring companies
      - High formalization
- - - - Measuring
        
        Combination of approaches
        
        Objective and subjective measures
        
        Control criteria
        
        Employee satisfaction
        
        Turnover
        
        Budgets
      - Comparing
        
        Acceptable range of range of variation
        
        Anything outside this range needs manager attention
      - Taking Managerial Action
        
        Correct Actual performance
        
        Basic
        
        'how' and 'why' performance deviated
        
        Immediate
        
        Corrects problems at once
        
        Revise the standard
        
        If goal is too high/low