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WEEK 5: POLC (PLANNING (types of plans (breads: Strategic - entire…
WEEK 5: POLC
PLANNING
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provide : direction ( know what you want to achieve), minimise waste and redundancy, establishes goals & standards used for controlling goals.
defining the organisation goals, establishing a overall strategy for achieving those goals, concerned with both ends (goals) as well as means (strategy)
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goals: desired outcome for individuals, groups, entire organisations/ provide direction, performance, evaluation criteria / Multiple (financial, environmental, social)
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types of plans
breads: Strategic - entire organisation (board mission statement)
Operation - more mechanical - (achieve goals)
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CONTROLING
process of monitoring, comparing & correcting work performance
final link of the 4th function => only way managers know whether organisational goals established through planning, facilitated through organising and influenced through leading, are being met & if not, the reason why
protects the organisation & its assets - having controls and back ups to reduce cope and manage disruptions ( eg: what happened if we lose our employee ...)
Process
measuring
personal observation (discussions, making decision base on performance
statistic reports ( feedback, complain)
written reports ( survey, how well/ bad things gone?)
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what : more critical to control process than how we measure - control criteria -employee satisfaction, turnover and absenteeism rates, budgets - - objective and subjective measures
comparing
acceptable range of variation - deviations that exceed this range become significant and need the manager's attention
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LEADING
leader : is someone who can influence others who may or may not possess managerial authority (Nelson - Mandela)
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because leading is one of the 4th management functions, ideally all managers should be leader ( Bill Gates)
leadership theories :
trait theories
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"traits" differentiate leaders from non leaders, drive desire to lead, honestly and intergrity, self confidence, intelligence
behaviour theories
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low a, ohio state, Nichigun, manager at grid
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contingency theories
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fiedlers' contingency model (leader - member relations, task, power)
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ORGANISING
arranging and structuring work to accomplish the organisation's goals - a process of creating an organisation's structure- the formal arrangement of jobs with in an organisation- engaged in organisational design
element
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centralisation/ decentralisation : degree to which decision making is controlled by a few delegated to many
chain of command/ authority, responsibility, unity of command
formalisation: the degree to which jobs within an organisation are standardised and the extent to which employee behaviour is guided by rules & procedures
eg : military / McDonald, Rigid rules, uniform
=> represent managers try to influence at organisational design
departmentalisation/ grouping of jobs by function, location, product, process, customers.
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type of organisation
mechanistic: - high specialisation - rigid departmentalisation - high chain of command - narrow span of control - centralised
organic : cross functional teams - cross hierarchical teams - free flow of information - wide spans of control - low formalisation - decentralised