WEEK 5: Planning, Organising, Leading, Controlling (POLC)

Planning (P)

Organising (O)

Leading (L) - theories

Controlling (C)

Goals, Objectives, Strategies, Plans

Concerned with both ends (goals) and means (strategies)

2 types: informal & formal

Why?

provide direction

reduce uncertainty

minimise waste and redundancy

establish goals and standards used for controlling

Work Specialisation

Departmentalisation

Chain of Command

Span of Control

Centralisation / Decentralisation

Formalisation

dividing work activities into specific job task

formal grouping of jobs by: functions, locations, product, process and customer

Consist of: authority, responsibility and unity

transparency is vital

includes the number of subordinate a manager could manage efficiency and effectively.

refers to the degree to which decision-making is controlled, by few vs delegated to many

the degree to which jobs within an organisation is standardised

extend to which employee behaviour is guided by rules and procedures

Types of Organisation

MECHANISTIC

ORGANIC

high specialisation

rigid departmentalisation

high chain of command

narrow spans of control

high formalisation

centralised

cross functional teams

cross hierarchical teams

free flow of information

wide spans of control

low formalisation

decentralised

Trait Theories

leaders are born and cannot be trained

Behavioural Theories

leadership is more than possessing a few genetic traits.

theory debates leaders aren't born, but trained

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 circumstance as important

The Situational Leadership Model argues that successful leadership is achieved by selecting the leadership style that matches the level of the followers’ readiness.

Readiness: extent to which people have the ability and willingness to accomplish a specific task and is identified using four stages/behaviours: telling, selling, participating and delegating

The process of monitoring, comparing and correcting work performance.

Why?

employee empowerment - encourages managers to delegate

protects organisations and its assets

The Control Process

  1. Measuring
  1. Comparing
  1. Taking Managerial Action
  1. Revise the Standard