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Week 5: Planning, Organising, Leading and Controlling (POLC) (PLANNING…
Week 5: Planning, Organising, Leading and Controlling (POLC)
PLANNING
What is planning?
- Planning is 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)
Why plan?
- Provides direction (working towards common goal)
- Reduce uncertainty
- Minimise waste and redundancy
Elements of planning
- Goals (ends)
Desired outcomes for organisation
Provide direction and performance evaluation
Multiple (financial, environmental)
- Plans (strategies)
Types of Plans
- Breadth
- Time frame
Long term - 3 years
Short term - 12 months
- Specificity
- Frequency of use
ORGANISING
What is organising?
- Arranging and structuring work (or allocation of resources - human, technical or other) to accomplish the organisations'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
Grouping of jobs by function, location, product, process, customer
- Chain of command
- Span of control
- Centralisation/De-centralisation
- Formalisation
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
Leader & Leadership
- A leader is someone who can influence others who may or may not posses managerial authority
- Leadership is the process of influencing a group to achieve goals
- Because leading is one of the four management functions, ideally all managers should be leaders
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 behavioursAbility to ‘read’ and ‘adapt’ to situational circumstances as important
Fiedler’s contingency model (leader-member relations, task, power)
Situational leadership model (employee readiness)
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
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
The Controlling Process
1) Measuring
- 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?
