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Planning, Organising, Leading and Controlling (POLC) (Planning (Why should…

- - - - More Structured, written down, greater time commitment
  - - - Desired outcomes for individuals, groups or organisations
      - Provides direction and evaluation criteria
      - Multiple (financial, environmental, social)
      - Stated v Real
    - - Documents how goals are to be accomplished and how resources need to be allocated
      - Provides a map to arrive at given destination with provision for detours
      - Types of plans:
        
        Breadth
        
        Strategic
        
        Plans for entire organization
        
        Operational
        
        Plans developed to achiveve the goals established in the strategic plan
        
        Time frame
        
        Long term
        
        About 3 years
        
        Short Term
        
        About 12 months
        
        Specificity
        
        Directional
        
        built in flexibility
        
        Specific
        
        very rigid
        
        Frequency of use
        
        Single use
        
        Standing
- - - - Deviding work activities into specific tasks (classical theories)
    - - Groups jobs by function, location, products, process or customers
    - - Authority, responsibility, unity of command
    - - Number of people a given manager can efficiently manage
      - Contemporary organisations usually have a flatter structure
    - - Degree to which decision making is controlled by few or many
    - - the degree to which jobs are standardized and the extent to which employee behavior is guided by rules and procedures
        
        high formalization = Military, Maccas. Low formalization = Monash.
  - - - High degrees of specialization
      - Rigid departamentilisation
      - High chain of command
      - Narrow spans of control
      - High formalization
      - Centralised
    - - Cross functional teams
      - Cross hierarchical teams
      - Free flow of information
      - Wide spans of control
      - Low formalization
      - Decentralised
- - - - Leaders are born and cannot be trained
      - Traits differentiate leaders from non leaders
    - - Leadership is more than possessing a few generic traits
      - Leaders are born but trained
      - Studies: Iowa, Ohio State, Michigan, Managerial Grid
      - Duality of leadership; Focus on task v Focus on people
    - - Not just about understanding task oriented leadership v people leadership. Its about understanding when each is relevant
      - Ability to read and adapt to situational circumstances
      - Fiedler contingency model
      - Situational leadership model
- - - - Combination of approaches
        
        Observation
        
        Reports
    - - acceptable rate of variation
      - deviations that exceed this range become significant and need the managers attention
    - - immediate corrective action
      - Basic corrective action