Please enable JavaScript.
Coggle requires JavaScript to display documents.
Planning, Organising, Leading and Controlling(POLC) :smiley:…
Planning, Organising, Leading and Controlling(POLC
) :smiley:
Organising(O)
:computer:
Definition of Organising :heavy_check_mark:
The process of creating an organisation's structure- the formal arrangement of jobs within an organisation :office:
When managers develop or change an organisation's structure they are engaged in organisational design :office:
Arranging and structuring work to
accomplish the organisation’s goals :office:
Elements of Organising :copyright:
Departmentalisation - Grouping of jobs by function, location, product, process, customer :eight_spoked_asterisk:
Chain of Command - Authority, responsibility, unity of command :eight_spoked_asterisk:
Work Specialisation - Dividing work activities into specific job tasks :eight_spoked_asterisk:
Span of Control - Number of subordinates a manager can manage efficiently and effectively :eight_spoked_asterisk:
Centralisation/de-centralisation - Degree to which decision making is controlled by a few vs. delegated to many :eight_spoked_asterisk:
Formalisation -The degree to which jobs within an organisation are standardised and the extent to which employee behaviour
is guided by rules & procedures :eight_spoked_asterisk:
Types of Organisations :city_sunset:
Organic :soccer:
Free flow of information :person_with_ball:
Wide spans of control :person_with_ball:
Cross hierarchical teams :person_with_ball:
Low Formalisation :person_with_ball:
Cross functional teams :person_with_ball:
Decentralised :person_with_ball:
Mechanistic :robot_face:
High Specialisation :male-mechanic:
Rigid Departmentalisation :male-mechanic:
Narrow spans of control :male-mechanic:
High chain of command :male-mechanic:
High Formalisation :male-mechanic:
Centralised :male-mechanic:
Leading(L)
:man::skin-tone-2:
Leader and Leadership :silhouette:
Mahatma Gandhi :man::skin-tone-6: -the process of influencing a group to achieve goals
Bill Gates :man: -Because leading is one of the four management functions, ideally all managers should be leaders
Nelson Mandela :man::skin-tone-5: -someone who can influence others who may or may not possess managerial authority
Leadership Theories :thinking_face:
Behavioural Theories :silhouettes:
Leaders are not born, but trained :silhouette:
Duality of leadership: focus on task vs. focus on people :silhouette:
Leadership is more than possessing a few generic traits :silhouette:
Contingency Theories :grey_question:
Ability to ‘read’ and ‘adapt’ to situational circumstances as important :black_square_button:
Fiedler’s contingency model (leader-member relations, task, power) :black_square_button:
Effective leadership requires more than an understanding of traits
and behaviours :black_square_button:
Situational leadership model (employee readiness) :black_square_button:
Trait Theories :globe_with_meridians:
‘Traits’ differentiate leaders from non-leaders: drive, desire to lead, honesty and integrity, self confidence, intelligence etc. :man_in_business_suit_levitating:
Leaders are born and cannot be trained :baby_symbol:
Controlling(C)
:control_knobs:
Definition of Controlling :black_flag:
The process of monitoring, comparing and
correcting work performance :check:
Reason for Control :warning:
It is the final link of the four functions of management
:check: -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
:check: -Encourages managers’ to delegate
Protects the organisation and it's assets
:check: -Having controls and backups to reduce, cope and manage disruptions
Measuring :fountain_pen:
How :question:
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. :heavy_check_mark:
What :question:
More critical to the control process than
how we measure :heavy_check_mark:
Control criteria - employee satisfaction,
turnover and absenteeism rates, budgets :heavy_check_mark:
Objective and subjective measures :heavy_check_mark:
Comparing :fountain_pen:
Acceptable range of variation :heavy_check_mark:
– Deviations that exceed this range become
significant and need the manager’s attention :heavy_check_mark:
Taking managerial action :man::skin-tone-2:
Correct actual performance :performing_arts:
Immediate corrective action corrects problems
at once to get performance back on track :check:
Basic corrective action looks at 'how' and 'why' performance deviated prior to taking corrective action. :check:
Revise the Standard :books:
Goal may have been too high or too low :check:
Planning(P)
:black_flag:
Definition of Planning :check:
Defining the Organisation's goals :check:
Establishing an overall strategy for achieving those goals :check:
Developing plans to integrate and coordinate activities :check:
Concerned with both ends(goals) as well as means(strategy) :check:
Types of Planning :twisted_rightwards_arrows:
Formal Planning :registered:
Informal Planning :notes:
Reason for Planning :question:
Reduces uncertainty :ballot_box_with_check:
Minimises waste and redundancy :ballot_box_with_check:
Provides direction :ballot_box_with_check:
Establishes goals and standards used for controlling :ballot_box_with_check: