Chapter One; Planning

Learning Objectives;
Definition of Plan
Basic Elements of Planning and Decision
Types of Goal (content of plan)
Types of Plan (content of plan)
Types of Plan in terms of Time-period
Formal Goal Setting Process/ Level of Overall Goal


Chapter Two; Organizing

Learning Objectives;
Definition of Organizing
Job Design
Organizational Structure
Alternatives to Specialization
Distributing Authority
Managing Organizational Change
Steps in the Change Process
Innovation Process


Chapter Three; Leading or Staffing

Learning Objectives;

Definition of Leading
Attitudes and Individual Behavior
Stress in Management
Interpersonal Communication in Management Perspective


Chapter Four; Controlling

Learning Objectives;
Definition of Control
The purpose of Control
Areas of Control
Steps in the Control Process





Chapter One; Planning

Definition of Plan
Planning means setting the goals and deciding how best to achieve them. Planning one of the functions of management to calculate in which plans for the future activities and operations of an organization are incorporate its.

Basic Elements of Planning and Decision
In this stage should describe in regarding the level of management. Because to know, who will set a goal and whose are working on the behind of goal. Therefore Level of Management can be listed as below;


An organization has three levels of management, represented by tope level, middle level and first-line managers. Regardless of level, managers are also associated with a specific area within the organization, such as Marketing, Finance, HRM, Accounting and others. Tope level manager crate the organizational goal, overall strategy and operating policies. A president, Vice president, Board of Director and Chief Executive Officer is a tope level manager. Middle level managers are basically Chief Operating Officer (COO), Division Head and Branch Manager. Middle level managers are responsible primarily for implementing the policies and plans which have developed by tope level. Each of the division, they are setting their own goals & plans and disseminate to first line manager. First-line managers supervise and coordinate the activities of operating employees or labor. First-line managers include supervisor, coordinator and office manager.


Types of Goal (content of plan)
There are three types of goals, such as Strategic, Tactical and Operational goal. Manager must develop a complete and understanding of this context to determine the organization’s mission and to develop its strategic, tactical and operational goals.

Strategic Goal; This goal will be formed by tope level management for an organization. This goal will be overall basis and boarding context. And also it will be established for long-term focus. It will depend on the capacity, scope and ability of an organization. Example; Airtel`s goal of acquiring 70 percent share of warid.
Tactical Goal; This goal will set up by the Middle level management. The area of tactical goal will be small compare to the strategic goal. There is on how to operationalize action necessary to achieve the strategic goal. And also it will be established for an intermediate-term focus. Example; Tactical goal might be, how to capture maximum market share in telecommunication sector in Bangladesh.

Operational Goal; This goal set by the First-line management for an organization. Operational goal will be narrowest one than others two. Their concern is short-term issues associated with the tactical goal. Example; Operational will be how they seek new accounts/ customers for the company (Airtel).

Types of Plan (content of plan)
It has also three types of plan as like as Strategic plan, Tactical plan and operational plan.

Strategic Plan; It will be developed by tope level management on basis of strategic goal. It contains decisions of necessary resource allocation, priority and action steps necessary to reach strategic goal.

Tactical Plan; A plan aimed at achieving tactical goal and developed to implement part of the strategic plan. It will be formed by the middle level management and area will small than strategic plan.

Operational Plan; Focus on carrying out tactical plan to achieve operational goals. This will be created by First-line management. Operational plans have short-term focus and are comparatively narrow in scope.


Types of Plan in terms of Time-period
Time-period is also important for setting an organizational plan. It might be short-term, intermediate-term and long-term oriented.

Long-term Plan; A plan that covers many years, perhaps even decades, common long-term plans are for five years and more. But time frame for long-term planning may vary from one organization to another organization. Now days, most of the managers are realized that environmental change makes it unfeasible to plan too far ahead, but large farm like ExxonMobil and GM still routinely develop plans for ten- to twenty years intervals.

Intermediate-term Plan; A plan that generally covers from one to five years. It is most important for middle level management. Many organizations get benefit by setting intermediate-term plan. Nice example for NISSAN, They have got lots of benefits over the rivals.

Short-term Plan; A plan that generally covers from one years or less. Short-term plans greatly affect the manager’s day-to-day activities.


Formal Goal Setting Process/ Level of Overall Goal
Formal goal setting process is an effective technique for integrating goal setting and planning. Steps in formal goal setting process are following to bellow;



Formal Goal Setting Process/ Level of Overall Goal


As a starting point, most managers believe that, if a formal goal setting is to be successful, it must start at the top of the organization. Top managers must be accepted and committed to formal goal setting. The top level management is also determined that, what would be a goal. This goal will be very specific and clearly defined. The formal goal-setting program is fully depended on capacity, scope, resources and physibility of the organization. Although Establishing the organizational goals and plans are extremely important, collaborative goal setting and planning are the essence of formal goal setting. In this stage, establishing goal must be divided into different group or division such as MKT, HRM, A/C and FIN. Collaborative goal setting and planning is another step in formal goal setting program. This stage indicate that, how they will achieve or reach to the goal by individual division or branch. A manager tell their subordinates what organizational and unit goal and plan top management has developed. Communicating organizational goals and plans is an important factor of formal goal setting process. After coming this stage as a manager must maintain proper communication with their subordinates. And in the same time, to inform them what are purposes, activities and target. Meeting, Verifiable goals and clear plans, counseling and resources are also taken into consideration to meet up the organizational goal. First of all call a meeting and then verify over all the activities and then required a proper counseling and lastly if needs any resources then collect it as soon as possible. Next step is Periodic review, it means periodically review over the project. It might be two or four monthly basis. And the last stage is Evaluation. In here, to measure the performance of the project, are the activities going in a right way or not. If not then, as a manager should take corrective action as early as possible.



Chapter Two; Organizing


Definition of Organizing
Determining how activities and resources are to be grouped. Firs a manager will set a goal and developed work plan, then management function is to organize people and the other resources necessary to carry out the plan. The important elements of organizing such as job design, departmentalization, authority relationship and span of control.

Organization Structure
Organization structure the set of elements that can be used to configure an organization. Job design is an important factor of organization structure.

Job Design
Job design is the determination of an individual’s work-related responsibilities. It will be applicable for both the level of management. Job design might specify what kinds machines of are to be operated, how they are to be operated and what performance standards are expected.

Alternatives to Specialization
The problem associated with specialization, manager have sought other approaches to job design that achieve a better balance between organizational demands for efficiency and productivity. If the job design doesn’t have enough scope or capacity then it should be used to make efficiency or productivity of an individual employee’s. Job rotation, job enlargement and job enrichment is included with alternatives to specialization.

Job Rotation; It is systematically moving employees from one job to another. In the stage job rotation jobs do not change, but instead workers move job to job. Job rotation will be made within the organization that might be branch to branch and department to department. Job rotation enhance job satisfaction and to know about policy, norms of an organization.


Job Enlargement; It is alternative to job specialization that involves giving the employee more task to perform. It has developed to increase the total number of tasks workers perform. When an employee will do same task over and over then job dissatisfaction may increase. Because of job enlargement is much important to reduce the job dissatisfaction.

Job Enrichment; Increasing both the number of task the worker does and the control the worker has over the job. It can be done by giving authority or empowerment and involve in decision making policy.

Distributing Authority
Authority is the power that has been legitimized by the organization. An organization will determine how authority to be distributed among position. For example, when a manager hired a sales representative to market his product, he needs to give the new employee appropriate authority to make decision delivery dates, discount and so forth. Two specific issues that manager must consider when distributing authority are delegation and decentralization. Delegation is the establishment of a pattern of authority between a superior and one or more subordinates. Delegation is the process by which manager assign a portion of their total workload to others. Delegation can reduce workload, burden or pressure from the superior. On the other hand decentralization is a very important for authority. Decentralization is the process of systematically delegation power and authority throughout the organization to middle and lower-level managers. As a manager should know what is centralization. Centralization is process of systematically retaining power authority in the hands to higher-level managers. If I defined by leadership style then Decentralization is followed by “lasses fare” and Centralization is followed by “autocratic” leadership style.

Managing Organizational Change
Organization change is any substantive modification to some part of the organization. Thus change can involve virtually any aspect of an organization; work schedules, span of management, machinery and so on. Change may be internally or externally. Technological change will be included as a internal. Social, political, economical and cultural change will be included as a external. Those should be taken into consideration before going to launch a new project.


Steps in the Change Process;
Managers must understand how and why to implement change. If a manager feels that change in need is mandatory then he should follow the sequence of change process. Change process is listed below;

First step is recognition of the need for change so as a manager feels that change is required other wise product may fail to maintain balance over the rivals. Change may arise from the employee complaints, decline in productivity, sales slumps and labor strike. Next step is supposed to set a goal for the change. As a manager should consider that what factors are influenced to increase market share, enter new market, employee morale. Third, manager must diagnosis what brought on the need for change. For example, Dissatisfaction or high turnover rate is found by manager and in the same time diagnosis the cause of it. If they diagnosis any major thing that is really impact on employee dissatisfaction or turnover, then as a manager should take care necessary corrective action to decrease turnover rate or dissatisfaction. The next step is to select a change technique that will accomplish the intended goals. If dissatisfaction is caused by low pay, poor incentive program, low job security and work environment. Here an organization try to develop those factors where the dissatisfaction is raised. Fifth step, after appropriate technique has been chosen, its implementation must be planned. In sixth step is actual implementation, cost of change and its effects on other areas of an organization those should consider. And finally evaluate the change. If it is so then ok, if job dissatisfaction not decrease then other change may be necessary.



Innovation Process
The innovation process consist of developing to decline of creative ideas.

Innovation process

In first step involves evaluates, modification and improvement of creative ideas. Management must consider how much cost is need, to know is the current employee can adapt or not towards the innovation. If employees are skilled enough then lets train them other wise recruiting of new employee might be needed. Innovation application is the stage in which an organization takes a develop idea and uses it is the design, manufacturing or delivery of new products, service or process. In the stage of application launch organization introduces new product or services to the market place. In the stage of application launch manager should consider what will be the logistic support, how much staff is required. Those should schedule before the application launch. If the application successfully launched, it then enters the stage of application growth. This stage is most important of an any organization. Here an organization will more invest, because it is chance to hold the maximum market share. A product can not retain his better quality since for long time, after some periods product will be matured and will go to decline. In product maturity to decline as a manager will suppose to change or modify again or reduce huge invest on a particular product.



Chapter Three; Leading or Staffing

Definition of Leading
It is a process of directing and influencing people so that they will strive willingly and enthusiastically towards the achievement of group object. Leadership is the use of no coercive influence to shape the group or organization’s goals, motivate behavior behavior toward the achievement of those goals and help define group or organizational culture.


Attitudes and Individual Behavior
Attitude and individual behavior is most important of leading or staffing stage. Attitude and work- related factors are included in this stage.

Attitude
Attitude means like or dislike regarding any object or matter. Attitudes are complex of beliefs and feelings that people have about specific idea, situation or other people. Attitude has three component such as affective component, cognitive component and intentional component. These three components are describing in below;

Affective Component of an attitude reflects feelings emotions an individual has toward situation. This component is also concerned with the customer’s emotional reaction and involve such questions like; Is this product good or bad?, Is it desirable?

Cognitive Component of an attitude is derived from knowledge an individual has about a situation. Cognitive dissonance comes from cognitive component of an attitude. It is a self-conflict caused by a difference between self expectations and his or her actual performance. Example; someone would like to be doctor but he is a now an executive of X company. Here he might feel this problem.

Intentional Component of an attitude reflects how an individual expect to behave towards or in the situation.

So as a manager must be under stand to employee’s attitude. If any body feels cognitive dissonance then as a manager should give some suggestion or motivation.

Work- related Attitudes
Work-related attitudes depend on the employs job satisfaction or dissatisfaction and organizational commitment. If an organization able to pay high salary, job security, good reward, annual increment and world class work environment then job satisfaction is truly present and employees may committed to the organization. On the other hand, an organization can not meet up the employee demand then job dissatisfaction is present.

Stress in Management
Stress is obviously not a easy phenomenon. Stress is an individual’s response to a strong stimulus. It should be managed by a systematic way like to give proper direction, training in regarding the task and motivation.
Reasons of Stress
Stress can be caused by task, physical, role and interpersonal demand.


Organizational Stressor


Task demands are association with the task itself. Task means assigning work for an individual. As a manager must understand that, how much work can be performed by an individual? Some occupations are inherently more stressful than others. A manager should concentrate on work load of an employee, if it is so then try to reduce or give necessary resources. Physical demands are association with the job setting. Physical demand can be created by temperature extremes, poorly designed office and threats to health. These physical demand leads to stress.
Interpersonal Communication in Management Perspective