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Planning, Organising, Leading, Controlling (POLC): Week 5 (Organising…

- - - - – Desired outcomes for individuals, groups, or entire organisations
      - – Provide direction and performance evaluation criteria
      - – Multiple (e.g. financial, environmental, social)
      - – Stated vs. real
    - - 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
- - - -  High specialisation
      -  Rigid departmentalisation
      -  High chain of command
      -  Narrow spans of control
      -  High formalisation
      -  Centralised
    - - Cross functional teams
      - • Cross hierarchical teams
      - • Free flow of information
      - • Wide spans of control
      - • Low formalisation
      - • Decentralised
- - - - – 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
    - - – 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)
    - - Leaders are born and cannot be trained
      - – ‘Traits’ differentiate leaders from non-leaders: drive, desire to lead, honesty and integrity, self confidence, intelligence etc.
- - - - – Acceptable range of variation
      - – Deviations that exceed this range become
      - significant and need the manager’s attention
    - - – Correct actual performance
      -  Immediate corrective action corrects problems at once to get performance back on track
      -  Basic corrective action looks at ‘how’ and ‘why’ performance deviated prior to taking corrective action
      - – Revise the standard
      -  Goal may have been too high or too low
    - - – How?
      -  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
      -  Objective and subjective measures