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Planning, Organising, Leading, Controlling (POLC) - Coggle Diagram

- - - - Approaches include
        
        Personal observation
        
        Statistical reports
        
        Oral reports
        
        Written reports
      - More critical to the control process than how we measure
        
        Control criteria
        
        Turnover and absenteeism rates
        
        budgets
        
        Employee satisfaction
    - - Acceptable range of variation
      - Taking managerial action
        
        Correct actual performance
        
        Immediate corrective versus basic corrective action
      - Revise standard
        
        Goal may have been too high or too low
- - - - high chain of command
      - narrow spans of control
      - rigid departmentalism
      - high formalisation
      - high specialisation
      - centralised
    - - cross functional teams
      - cross hierarchical teams
      - free flow of information
      - wide spans of control
      - low formalisation
      - de-centralised
- - - - Influence others
      - Managerial authority
    - - Process
      - Influencing a group
      - Aim of achieving goals
  - - - Born & cannot be trained
    - - Not born but trained
        
        Ohio State Michigan leadership grid
      - Duality of leadership
    - - Situational Leadership Model
      - 'Read' and 'Adapt'
      - Employee Readiness
- - - - Desired outcomes
      - Multiple forms of goals
      - Provide direction + performance evaluation
      - Need to be critical (difference between goals - stated)
    - - Document how goals achieved
      - Strategies provide road map
  - - - Strategic
      - operational
    - - Long term
      - short term
    - - Directional
      - specific
    - - Single use
      - standing