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Intro to management week 5: POLC (Organising Arranging and structuring…
Intro to management week 5: POLC
Planning
Planning is defining organisations goals
establishing strategy for those goals
developing plans to integrate and coordinate activities
informal and formal
provides direction, reduces uncertainty
maximises waste and redundancy
establishes goals and standards
Elements of planning
- Goals
Desired outcomes
Provides direction and performance evaluation
Multiple (financial, social, environmental)
Stated vs real
- Plans
Show how goals are to be accomplished and provides a map to arrive at a given destination with provision for detours
Organising
Arranging and structuring work to accomplish org's goals
Process of creating an org's structure
When managers develop or change an organisation’s structure they are engaged in organisational design
Elements of organising
Work specialisation
Dividing work activities into specific job tasks
Departmentalisation
Grouping of jobs by function, location, product, process,
customer
Chain of command
Authority, responsibility, unity of command
Span of control
Number of subordinates a manager can manage efficiently and effectively
Centralisation vs decentralisation
Degree to which decision making is controlled by a few vs.
delegated to many
Formalisation
The degree to which jobs within an organisation are standardised and the extent to which employee behaviour is guided by rules & procedures
Types of orgs
Mechanistic
Organic
Mechanistic
High specialisation
Rigid departmentalisation
Centralised
High formalisation
Narrow spans of control
High chain of command
Organic
Cross functional teams
Cross hierarchical teams
Free flow of information
Wide spans of control
Decentralised
Low formalisation
Leader & Leadership
A
leader
is a person who influences others who may or may not possess managerial authority
Leadership
is the process of influencing a group to achieve goals
Ideally all managers should be leaders
Leadership theories
Trait theories
Behavioural theories
Contingency theories
Behavioural theories
Leadership is more than possessing a few generic traits
Duality of leadership: focus on task vs. focus on people
Leaders are not born, but trained
Contingency theories
Ability to ‘read’ and ‘adapt’ to situational circumstances is important
Fiedler’s contingency model (leader-member relations, task, power)
Effective leadership requires more than an understanding of traits
and behaviours
Situational leadership model (employee readiness)
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.
Controlling
The process of monitoring, comparing and correcting work performance
The final link of the 4 functions
Employee empowerment
Encourages managers to delegate
Protects the organisation and its assets
Can reduce , cope and manage disruptions
The Control Process
Measuring
Comparing
Taking managerial action
2. Comparing
Acceptable range of variation
Deviations that exceed this range become significant and need the manager’s attention
3. Taking managerial action
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
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?
More critical to the control process than how we measure
Control criteria - employee satisfaction, turnover and absenteeism rates, budgets
Objective and subjective measures