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Planning, Organising, Leading and Controlling (Organising (Elements (Work…
Planning, Organising, Leading and Controlling
Organising
Arranging
Structuring
Elements
Work Specialisation
Departmentalisation
Chain of Command
Span of Control
Centralisation/De-centralisation
Formalisation
Types
Mechanic
Specialisation
Departmentalisation
High COC
Narrow SOC
High Formalisation
Centralised
Organic
Cross functionality
cross hierarchical teams
Information Flow
Wide SOC
Low formalisation
Decentralised
Planning
define goals
develop plans
Breath
strategic
operational
Time frame
long-term
3 years +
short-term
1 year
Frequency
single use
standing
Specificity
Directional
flexible
specific
provides direction
Leading
Trait theories
Self confidence
Drive
Desire
Honesty & Integrity
Born not trained
Behavioural theories
Trained not born
Duality of leadership
Focus on task
Focus on people
Iowa
Autocratic
Democratic
Laissez faire
Contingency theories
Fiedler's contingency
Situational leadership model
Adaptable
Controlling
monitoring, comparing and correcting
employee empowerment
delegation
protects assets and organisation
control process
measuring
comparing
action
immediate or basic