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WEEK 5: POLC (Planning (informal&formal) (What? (Concerned with (Both…

- - - - Both ends (goals)
      - Means (strategy)
  - - - Desired outcomes for
        
        Individuals
        
        Groups
        
        Entire organisations
      - Direction & performance evaluation criteria
      - Multiple
        
        Financial
        
        Environmental
        
        Social
      - Stated vs. real
    - - Documents how goals to be accomplished
        
        How resources are allocated
      - Provide map to arrive at destination with provision for detour
  - - - Strategic
        
        Operational
    - - Long term
        
        Short term
    - - Directional
        
        Specific
    - - Single use
        
        Standing
- - - - Formal arrangement of jobs within an org
    - - They engage in org design
  - - - divide activities into specific job task
    - - Grouping of jobs by
        
        Function
        
        Location
        
        Product
        
        Process
        
        Customer
    - - Authority
      - Responsibility
      - Unity of command
    - - No. of subordinates a manager can manage efficiently & effectively
    - - Decision making controlled by few vs. many
    - - Jobs are standardised
      - Employee behaviour guided by rules & procedures
  - - - High specialisation
      - Rigid departmentalisaiton
      - High chain of command
      - Narrow span of control
      - High formalisation
      - Centralised
    - - Cross functional team
      - Cross hierarchical teams
      - Free flow of info
      - Wide spans of control
      - Low formalisation
      - Decentralised
- - - - Leaders are born not trainned
      - Differentiate leaders from non-leaders
        
        Drive
        
        Desire to lead
        
        Honesty & integrity
        
        Self-confidence
        
        Intelligence
    - - More than traits
      - Leaders are not born, but trained
      - Duality of leadership
        
        Focus on task vs. people
    - - More than traits & behaviours
      - Ability to read & adapt situational circumstances
      - Fiedler's contingency model
        
        Leader-member relations, task & power
      - Situational leadership model
        
        Employee readiness
- - - - Influenced through leading
      - Goals through planning
      - Facilitated through organising
      - Being met/not, if not why
    - - Encourages managers' to delegate
    - - Have controls & backups to reduce, cope & manage disruptions
  - - - How?
        
        Mix of approaches increase
        
        No. of input sources
        
        Probability of getting reliable info
      - What?
        
        Critical to control process > how me measure
        
        Control criteria
        
        Employee satisfaction
        
        Turnover
        
        Absenteeism rate
        
        Budgets
        
        Objective & subjective measures
    - - Acceptable range of variation
      - Deviations that exceed range is significant & need attention
    - - Correct actual performance
        
        Immediate
        
        Corrects problems at once to get performance back on track
        
        Basic
        
        How & why performance deviated prior to taking corrective acton
      - Revise the standard
        
        Goal too high/low