what is the rule for organizing the work effort to support good strategy execution?

1.5 Planning, Organizing, Leading, and Controlling

Learning Objectives

1. Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
2. Know the general inputs into each P-O-L-C dimension.

A manager's main challenge is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative trouble solving, principles of management have long been categorized into the four major functions of planning, organizing, leading, and controlling (the P-O-L-C framework). The 4 functions, summarized in the P-O-L-C effigy, are really highly integrated when carried out in the twenty-four hours-to-24-hour interval realities of running an arrangement. Therefore, yous should not get caught up in trying to analyze and understand a complete, clear rationale for categorizing skills and practices that compose the whole of the P-O-L-C framework.

It is important to note that this framework is not without criticism. Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately draw the day-to-day actions of actual managers (Mintzberg, 1973; Lamond, 2004). The typical solar day in the life of a director at whatever level can be fragmented and hectic, with the constant threat of having priorities dictated past the law of the trivial many and important few (i.e., the 80/20 rule). However, the general conclusion seems to be that the P-O-L-C functions of management still provide a very useful style of classifying the activities managers engage in equally they endeavour to reach organizational goals (Lamond, 2004).

Effigy 1.7 The P-O-50-C Framework

Planning

Planning is the function of direction that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers exist aware of ecology weather facing their arrangement and forecast future weather. It also requires that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with ecology scanning which just means that planners must be aware of the disquisitional contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must so effort to forecast futurity conditions. These forecasts grade the basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of activeness for achieving objectives. Afterward evaluating the diverse alternatives, planners must make decisions about the best courses of activeness for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and accept corrective action when necessary.

There are many different types of plans and planning.

Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete finer in their environment. Strategic planning has a long fourth dimension frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning is often based on the organization'south mission, which is its fundamental reason for beingness. An organisation's top management nearly often conducts strategic planning.

Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific ways to implement the strategic plan. Heart-level managers frequently engage in tactical planning.

Operational planning generally assumes the beingness of organization-broad or subunit goals and objectives and specifies ways to achieve them. Operational planning is short-range (less than a twelvemonth) planning that is designed to develop specific action steps that support the strategic and tactical plans.

Organizing

Organizing is the function of direction that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The construction of the organization is the framework within which effort is coordinated. The structure is usually represented past an organization chart, which provides a graphic representation of the chain of control within an organization. Decisions made virtually the structure of an organization are generally referred to as organizational pattern decisions.

Organizing also involves the design of individual jobs within the arrangement. Decisions must be fabricated about the duties and responsibilities of individual jobs, besides as the manner in which the duties should be carried out. Decisions made nigh the nature of jobs within the organization are mostly called "task design" decisions.

Organizing at the level of the organization involves deciding how all-time to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing past function, product, geography, or customer. Many larger organizations utilise multiple methods of departmentalization.

Organizing at the level of a detail job involves how best to pattern individual jobs to most effectively apply human resources. Traditionally, job design was based on principles of division of labor and specialization, which causeless that the more narrow the job content, the more skilful the individual performing the chore could become. Even so, experience has shown that it is possible for jobs to become as well narrow and specialized. For example, how would you like to screw lids on jars 1 day after another, as y'all might have done many decades ago if you worked in company that fabricated and sold jellies and jams? When this happens, negative outcomes effect, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.

Recently, many organizations take attempted to strike a residue between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as empowerment, task enrichment and teamwork. For example, HUI Manufacturing, a custom sheet metal fabricator, has done abroad with traditional "departments" to focus on listening and responding to customer needs. From visitor-wide meetings to team huddles, HUI employees know and sympathize their customers and how HUI might service them best (Huimfg, 2008).

Leading

Leading involves the social and informal sources of influence that you utilise to inspire action taken past others. If managers are effective leaders, their subordinates volition be enthusiastic nearly exerting effort to accomplish organizational objectives.

The behavioral sciences have made many contributions to agreement this part of management. Personality research and studies of job attitudes provide of import data as to how managers can most effectively lead subordinates. For example, this research tells united states that to become effective at leading, managers must outset understand their subordinates' personalities, values, attitudes, and emotions.

Studies of motivation and motivation theory provide important information well-nigh the means in which workers can be energized to put forth productive effort. Studies of advice provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions, such as, "What makes a manager a proficient leader?" and "In what situations are certain leadership styles most advisable and effective?"

Figure 1.8

Quality control ensures that the organization delivers on its promises.

Controlling

Controlling involves ensuring that performance does non deviate from standards. Controlling consists of three steps, which include (ane) establishing performance standards, (2) comparing bodily performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels appoint in the managerial function of decision-making to some degree.

The managerial function of decision-making should not be dislocated with control in the behavioral or manipulative sense. This function does non imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the managing director's role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

Constructive decision-making requires the existence of plans, since planning provides the necessary operation standards or objectives. Controlling as well requires a clear agreement of where responsibility for deviations from standards lies. Two traditional control techniques are upkeep and performance audits. An inspect involves an test and verification of records and supporting documents. A upkeep inspect provides information about where the system is with respect to what was planned or budgeted for, whereas a performance audit might attempt to determine whether the figures reported are a reflection of actual performance. Although decision-making is oft thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities inside the organization.

The direction functions of planning, organizing, leading, and controlling are widely considered to exist the all-time means of describing the manager'due south job, as well every bit the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers nevertheless perform these essential functions.

Key Takeaway

The principles of management can be distilled down to four disquisitional functions. These functions are planning, organizing, leading, and decision-making. This P-O-L-C framework provides useful guidance into what the ideal task of a manager should expect like.

Exercises

1. What are the management functions that comprise the P-O-L-C framework?
2. Are there any criticisms of this framework?
3. What function does planning serve?
4. What function does organizing serve?
5. What part does leading serve?
6. What function does controlling serve?

Referenes

Huimfg.com, http://world wide web.huimfg.com/abouthui-yourteams.aspx (accessed Oct 15, 2008).

Lamond, D, "A Matter of Way: Reconciling Henri and Henry," Direction Decision 42, no. 2 (2004): 330–56.

Mintzberg, H. The Nature of Managerial Work (New York: Harper & Row, 1973); D. Lamond, "A Affair of Style: Reconciling Henri and Henry," Management Determination 42, no. two (2004): 330–56.

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Source: https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/

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