Please enable JavaScript.
Coggle requires JavaScript to display documents.
Planning, Organising, Leading & Controlling (POLC) (Planning (P) (What…
Planning, Organising, Leading & Controlling (POLC)
Planning (P)
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)
- Two types: informal & formal
Why plan?
- Provides direction
- Reduces uncertainty
- Minimises waste and redundancy
- Establishes goals and standards used for controlling
Elements of Planning
- Goals (i.e. ends):
– Desired outcomes for individuals, groups, or
entire organisations
– Provide direction and performance evaluation criteria
– Multiple (e.g. financial, environmental, social)
– Stated vs.real
- Plans (i.e. strategies)
– 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
Organising (O)
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
Elements of planning
- Work specialisation
– Dividing work activities into specific job tasks
- Departmentalisation
– Grouping of jobs by function, location, product, process,
customer
- Chain of Command
– Authority, responsibility, unity of command
- Span of Control
– Number of subordinates a manager can manage efficiently and effectively
- Centralisation/de-centralisation
– Degree to which decision making is controlled by a few vs.
delegated to many
- Formalisation
The degree to which jobs within an organisation are standardised and the extent to which employee behaviour is guided by rules & procedures
Types of organisations
Mechanistic
- High specialisation
- Rigid departmentalisation
- High chain of command
- Narrow spans of control
- High formalisation
- Centralised
Organic
- Cross functional teams
- Cross hierarchical teams
- Free flow of information
- Wide spans of control
- Low formalisation Decentralised
Leading (L)
- 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 Traits
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)
Controlling (C)
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
- The only way managers know whether organisational goals established through planning, facilitated through organising, and influenced through leading, are being met and, if not, the reasons why
- Employee empowerment
Encourages managers’ to delegate
- Protects the organisation and its assets
Having controls and backups to reduce, cope and manage disruptions
-