Decisions made about the nature of jobs within the organization are generally called “job design” decisions. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Organizing also involves the design of individual jobs within the organization. Decisions made about the structure of an organization are generally referred to as organizational design decisions. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. The structure of the organization is the framework within which effort is coordinated. Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans. Operational planning generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Middle-level managers often engage in tactical planning. Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. An organization’s top management most often conducts strategic planning. Strategic planning is often based on the organization’s mission, which is its fundamental reason for existence. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning has a long time frame, often three years or more. 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 effectively in their environment. There are many different types of plans and planning. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary. They must then formulate necessary steps and ensure effective implementation of plans. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. Planners must then identify alternative courses of action for achieving objectives. Planners must establish objectives, which are statements of what needs to be achieved and when. These forecasts form the basis for planning. Planners must then attempt to forecast future conditions. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planning is a process consisting of several steps. It also requires that managers be good decision makers. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. However, the general conclusion seems to be that the P-O-L-C functions of management still provide a very useful way of classifying the activities managers engage in as they attempt to achieve organizational goals (Lamond, 2004). The typical day in the life of a manager at any level can be fragmented and hectic, with the constant threat of having priorities dictated by the law of the trivial many and important few (i.e., the 80/20 rule). Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately depict the day-to-day actions of actual managers (Mintzberg, 1973 Lamond, 2004). It is important to note that this framework is not without criticism. Therefore, you 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. The four functions, summarized in the P-O-L-C figure, are actually highly integrated when carried out in the day-to-day realities of running an organization. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem 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).
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |