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