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MGF week 5(POLC) - Coggle Diagram

- - - - Desired outcome
      - Provide direction
      - multiple goals (financial, social, environenmental)
      - Stated goals (generally financial) v real goals (Environmental, social as they are subject to fluctuation)
    - - documents how goals are to be accomplished
      - Provides a map in terms of guiding manages to achieve goals
      - How to allocate resources
- - - - dividing work activities into specific job tasks
    - - formal grouping of jobs by function, location, product, process and customer
    - - Chain of command consisitng of auhtority, responsibility and unity
      - Transparency is vital
    - - includes number of subordinates a manager can manage efficiently and effectively
    - - the degree to which decision making is controlled by a few vs too many (delegation)
    - - the degree to which jobs within an organisations are standardised and the extent to which employee behaviour is guided by rules and procedures
      - Mirrors scientific approach of classical management theory
  - - - 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
- - - - Encourages managers’ to delegate
  - - - How to measure
        
        A combination of approaches (i.e. personal observation, statistical reports, oral reports, and written reports)
      - What to measure
        
        More critical to the control process than how we measure
        
        Control criteria - employee satisfaction, turnover and absenteeism rates, budgets
      - comparing
        
        Acceptable range of variation to consider in terms of whats acceptable performance output
      - Taking managerial action
- - - - Leaders are born and cannot be trained
    - - Leadership is more than possessing a few generic traits
      - Duality of leadership: focus on task vs. focus on people
    - - Effective leadership requires more than an understanding of traits and behaviours
      - Ability to ‘read’ and ‘adapt’ to situational circumstances as important