Week 5, Planning, Organising, Leading and Controlling

Planning

Organising

Leading

Controlling

What is Planning

A leader is someone who can influence others who may or may not possess managerial authority

Elements

Planning is

Leadership is the process of influencing a group to achieve goals

Defining Business Goals

Establishing an overall strategy for achieving those goals

Organizing is arranging and structuring work to accomplish to organisation’s goals, it is the process of creating an organisation’s structure

Developing plans to integrate and coordinate activities

Because of leadership being one of the four management functions, ideally all managers should be leaders

Concerned with both ends (goals) as well as means (strategy)

Why Plan?

– Provides direction
– Reduces uncertainty
– Minimises waste and redundancy
– Establishes goals and standards used for controlling

Trait theories: leaders are born and cannot be trained, trait differentiates leaders from non-leaders, drive, desire to lead, honesty and integrity, self confidence, intelligence.

Goals

Plans (strategies)


work specialisation
departmentalisaiton
chain of command
span of control
centralisation/decentralisation
formalisation

Desired outcomes for individuals, groups, or entire organisations

The process of monitoring, comparing and correcting work performance 



Why control?
– It is the final link of the four functions of management 



The only way managers know whether organisational goals established through planning, facilitated through organising, and influenced through leading, are being met and, if not, the reasons why 
– Employee empowerment



Encourages managers’ to delegate 
– Protects the organisation and its assets 



Having controls and backups to reduce, cope and manage disruptions

Behavioral theories: Leadership is more than possessing a few generic traits, leaders are trained, not born. Iowa, Ohio State, Michigan, Managerial grid. Duality of leadership, focus on task v focus on people

Two types

Provide direction and performance evaluation criteria

Multiple (e.g. financial, environmental, social)

Stated vs. real

Documents how goals are to be accomplished and how resources are to be allocate

Provides a map to arrive at a given destination with provision for detours

Contingency theories: Effective leadership requires more than an understanding of traits and behaviors. Ability to read and adapt to situations is important. Fiedler's Contingency Model, Situational Leadership Model.

Mechanistic
high specialisation
rigid departmentalisation
high chain of command
narrow span of control
high formalisation
centralised

Organic:
cross functional teams
cross hierarchical teams
free flow of information
wide spans of control
low formalisation
decentralied

Elements