finish the homework

Topic 8

•Organizational Planning and Controlling

• Reading - Principles of Management – Chapter 17 (Section 17.1

through 17.8) https://openstax.org/books/principles-

management/pages/17-introduction

• You may recall our discussion in Unit 1 on the POLC frame, also known as the POLC cycle.

• POLC stands for the management functions of planning, organizing, leading and controlling and is the basic platform on which managing projects and organizations are built on.

Understanding the P-O-L-C

Framework

• POLC (Planning-Organizing-Leading-

Controlling)

• we use this frame in many areas of our lives

POLC Management Frame – examples

We use management in many areas of our lives

Management /Administration

1. Goals (P) – targets; desired results, etc.

2. Steps to reach Goals (0) – what resources

do I need? A timeline? Where do I need to

go? Specific action steps to follow?

3. Motivation (L) – Persistence to reach goal;

not giving up; encouraging myself

4. Periodic Evaluation (C) – how am I doing so

far in light of my goal? Tracking progress?

Changes to make? Corrective action

required?

The Planning Process – Section 17.2 of Text

The planning process involves 5-steps that follows a logical approach:

(a)current status of organization or where we are now (Step 1)

(b)desired outcomes or where do we want to be (step 2 and 3)

(c) what steps do we take to get us there and checking if we are on track

(Step 4 and 5).

• See the next slide from section 17.2 of the course text.

• Note: the direction of the arrows in the diagram show that this is a

continuous process and a journey.

Execution of the Plans

• Video: Chris McChesney – Leadership & Execution

• The need for execution

Chris McChesney – Leadership & Execution

1. Focusing on the Wildly Important

2. Acting on Lead Measures (lead vs. lag measures)

3. Keeping a compelling scoreboard

4. Creating a cadence (rhythmic sequence) of

accountability

Note: Tension between Strategy & Execution

Leaders trained in strategy but expected to execute

The Place of Control in Leading &

Execution

“What you cannot measure you cannot manage” – Edward

Deming

Org Control Organizational control involves four steps:

(1) establish standards

(2) measure performance

(3) compare performance to standards

(4) take corrective action as needed.

Note: Corrective action can include changes made to the performance standards—setting them higher or lower, or identifying new or additional standards.

Organizational control

• The process by which an organization influences its sub- units and members to behave in ways that lead to the attainment of organizational goals & objectives.

• When properly designed, such controls lead to better performance because an organization is able to execute its strategy better

• Both Financial & Nonfinancial Controls

Examples of controls:

• simple checklists

• budgets, financial statements,

• inventories

• job descriptions,

• day-to-day operational safeguards

• evaluations & reviews

• balanced scorecards

Controls & Strategy

• Important to note that financial & nonfinancial controls in

place must reflect & reinforce the unique strategy of the

organization.

• If the strategy should change, link between controls &

strategy must be revisited and/or revalidated.

Balanced Score Card

• History - originally developed by

Dr. Robert Kaplan of Harvard

University & Dr. David Norton

• Framework for measuring

organizational performance

using a more balanced set of

performance measures.

• Traditionally companies used only short-term

financial performance as measure of success.

• The “balanced scorecard” added additional

non-financial strategic measures to the mix in

order to better focus on long-term success.

• System has evolved over the years and is

now considered a fully integrated strategic

management system.

Balanced Score Card

• Customer area - looks at customer satisfaction & retention

• Learning & Growth - explores effectiveness of

management in terms of measures of employee satisfaction & retention, & information system performance.

• Internal area - looks at production & innovation, measuring performance in terms of maximizing profit from current products & following indicators

for future productivity.

• Financial performance - the most traditionally used performance indicator, includes assessments of measures such as operating costs and return- on-investment

• Video: Balanced Score Card

Topic 9 & 10

• Managing the Whole

• Skills required to get the team to reach new heights

together

C-H-A-T

• Conceptual Skills

• Human Skills

• Administrative Skills

• Technological Skills

• “A chain is only as strong as

its weakest link”.

• Therefore, a team can only be

as effective as the least

powerful person on the team.

• The success of the entire

team depends on the success

of each individual member of

the group.

• The extent to which the team

members align and optimize their

individual skills, behaviors, and

attitudes towards the goal of the

team is directly proportional to

the success of the team.

• We see this clearly demonstrated

in every team sport.

• If one team member’s attitude is

not in alignment with the teams’

goals, the team will not perform

at an optimal level.

• Thus, it is the role of the team leader to guide all team

members towards engagement with team goals.

• This is done by:

(1)facilitating their growth

(2)providing the required training and skills to perform

(3)motivating and encouraging each member to be a strong

link in the organizational chain.

1. Understand Engagement

The Gallup Study on Employee Engagement

Gallup Questions 1.I know what is expected of me at work.

2.I have the materials and equipment I need to do my work right.

3.At work, I have the opportunity to do what I do best every day.

4.In the last seven days, I have received recognition or praise for doing good work.

5.My supervisor, or someone at work, seems to care about me as a person.

6.There is someone at work who encourages my development.

7.At work, my opinions seem to count.

8.The mission or purpose of my company makes me feel my job is important.

9.My associates or fellow employees are committed to doing quality work.

10.I have a best friend at work.

11.In the last six months, someone at work has talked to me about my progress.

12.This last year, I have had opportunities at work to learn and grow.

2. Understand Emotional Intelligence

motional Intelligence

. elf awareness

. elf regulation

. m athy

. oti ation

. ocial skill

ASLQ (Abbreviated Self Leadership Questionnaire

1. I establish specific goals for my own performance.

2. I make a oint to kee track of how well I’m doing at work.

3. I work toward specific goals I have set for myself.

4. I visualize myself successfully performing a task before I do it.

5. Sometimes I picture in my mind a successful performance before I actually do a task.

6. When I have successfully completed a task, I often reward myself with something I like.

7. Sometimes I talk to myself (out loud or in my head) to work through difficult situations.

8. I try to mentally evaluate the accuracy of my own beliefs about situations I am having problems

with.

9. I think about my own beliefs and assumptions whenever I encounter a difficult situation.

3. Understand the stages of TEAM

The Tuckman Model of Teambuilding

• Video: Tuckman Model of Team formation

Unit Key Topics Big Ideas / Essential Questions

Unit 1 (1) Role of Manager

(2) Characteristics of manager’s job.

Unit 2 (1) Organizations External environment

(2) Organizations Internal environment

(3) Culture of the organization

Unit 3 (1) Tools to assess Internal and External environments

(2) The need for strategy and competitive advantage of the firm

Unit 4 (1) Firms vision and mission

(2) Strategy analysis, formulation, and implementation

(3) Evaluating performance

Unit 5 (1) Financial and non-financial controls

(2) Types of budgets

(3) Preparing and using budgets to evaluate progress

Unit 6 (1) Organizational Structure and design

(2) Managing organizational change

Unit 7 (1) Motivation and managers

(2) Motivation – direction and intensity

(3) Content and process theories of motivation

Unit 8 (1) Underscoring importance of planning for managers

(2) Types of plans managers use

(3) Control oriented & involvement-oriented approaches in planning

Unit 9 (1) Managing the whole

(2) Continuous personal development of manager – self leadership

(3) Effective teamwork