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POLC
(Planning, Organising, Leading, Controlling) (planning (goal…
POLC
(Planning, Organising, Leading, Controlling)
planning
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the reason; direction, reduce uncertainly and waste, build the goal can be used for controlling
the organization's goals, establishing an overall strategy for achieving those goals, developing plans to integrate and coordinated activity, concerned with both ends as well as means
goal
desired outcome for individual , groups ,
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multiple(eg.financial,environment,social
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Organising
There are two types of contrasting organisational models: the Mechanistic model and the Organic model.
The Mechanistic model: Involves high specialisation in each branch of the organisation and rigid departmentalisation that is demonstrated in the illustration included. The image also highlights the high chain of command, where there is always the one person in charge and in command over the rest of the company.
The Organic model: differs greatly from the mechanistic model as it revolves around cross-functional, cross hierarchical teams. This organic structure allows free flow of information, wide spans of control, low formalisation and decentralisation of power.
Other characteristics include narrow spans of control, high formalisation and the centralisation of power.
In other words, the organic structure is the complete opposite to that of the mechanistic structure.
Definition of organising: When managers change, arrange and structure the work/jobs within an organisation to accomplish the organisation's goals.
Elements of organising:
- Work specialisation: division of work activities into specific job tasks
- Departmentalisation: grouping jobs by function, location, product, process, customer etc...
- Chain of Command: authority, responsibility, unity of command
- Span of Control: number of subordinates a manager can manage efficiently + effectively
- Formalisation: The degree to which jobs within an organisation are standardised + to the extent to which employee behaviour is guided by rules + procedures
- Centralisation/ de-centralisation: degree to which decision making is controlled by a few vs delegated to many
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Controlling
link of the four functions of management, employee empowerment, protects the organization and its assets
Measuring
A combination of approaches increases both the number of inputs sources and the probability of getting reliable information
More critical to the control process than we measure , control criteria --employee satisfaction , turnover and absenteeism rates , budgets. objective and subjective measures
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