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Intro to management week 5 - Coggle Diagram
Intro to management week 5
Planning is defining the organisations goals - establishing an overall strategy for achieving those goals - concerned with both ends (goals) as well as means (strategy)
There is informal and formal planning
Planning provides direction, reduces uncertainty, minimizes waste, establishes goals and standards used for controlling
Goals (i.e. ends): Desired outcomes, provide direction, multiple (e.g. financial, environmental, social), stated vs. real
Plans (i.e. strategies) Documents how goals are to be accomplished - provides a map
There are 8 mainstream types of planning available
Organising is arranging and structuring work to accomplish the organisation’s goals - the process of creating an organisation’s structure - organisational design
Elements of organising - work specialisation - departmentalisation - chain of command - span of control - centralisation/de-centralisation - formalisation
Types of organisations: mechanistic: high specialisation, rigid departmentalisation, high chain of demand, narrow spans of control, high formalisation, centralised
Organic: cross functional teams, cross hierarchical teams, free flow of information, wide spans of control, low formalisation, decentralised
A leader is: someone who can influence others who may or may not possess managerial authority
Leadership is: the process of influencing a group to achieve goals. All managers should be leaders.
Trait theories: Leaders are born and cannot be trained
Behavioural theories: Leadership is more than possessing a few genetic traits, duality of leadership: focus on task vs. focus on people
Contingency theories: effective leadership requires more than an understanding of traits and behaviours. Ability to read and adapt to situational circumstances
Controlling: the process of monitoring, comparing and correcting work performance
Employee empowerment: encourages managers’ to delegate
The controlling process:
Measuring: a combination of approaches (i.e. personal observations, statistical reports, oral reports, and written reports). More critical to the control process than how we measure. Control criteria - employee satisfaction, turnover and absenteeism rates, budgets
Comparing - acceptable range of variation
Taking managerial action - correct actual performance (immediate corrective versus basic corrective action) - Revise the standard (goal may have been too high or too low)
Managerial functions of planning, organising, leading, and controlling both influence and are influenced by each other
Planning comprises of the establishment of goals and plans and deliver many benefits to organisations
Leadership theory has evolved from focusing on traits – to identifying behaviours – to considering contextual variables in predicting 'effective' leadership
Controlling is the managerial function that enables managers to assess how well/bad goals established at the planning stage and facilitated through organising and leading are achieved