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P-O-L-C Management Framework & Triple Bottom Line Performance
- 2. Function of management • A manager’s primary challenge is to solve problems creatively. • 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 .
- 4. Planning • Defining Organization Vision & Mission • Setting Goals & Objectives • Strategizing • Plan of Action to Achieve Goals Organizing • Formulate Organizational Structure • Resource Allocation • Job Design Leading • Leadership & Direction • Motivation • Coordination & Communication Controlling • Process & Standards • Review & Evaluation • Corrective Action
- 5. Planning “Successful managers deal with foreseen problems and unsuccessful managers struggle with unforeseen problems”….Terry
- 6. What is Planning? • That involves setting objectives • Determining a course of action for achieving those objectives • Be aware of environmental conditions facing their organization • Forecast future conditions • Be good decision makers
- 8. improve future performance minimises risk and uncertainty facilitates the coordination of activities direction for action future opportunities and threats sets out standards for controlling IMPORTANCE
- 9. Analysing Opportunities Setting Objective Developing Premises Identifying Alternatives Evaluating alternatives Selecting alternatives Implementing action plan Reviewing STEPS INVOLVED IN PLANNING
- 11. ADVANTAGE OF PLANNING • facilitates management by objectives • minimizes uncertainties • facilitates co-ordination • improves employee’s moral • helps in achieving economies • facilitates controlling • provides competitive edge • encourages innovations
- 12. LIMITATION OF PLANNING • Rigidity • Misdirected Planning • Time consuming • Probability in planning • False sense of security • Expensive
- 13. Organizing “Organizing is the process of defining and grouping the activities of the enterprise and establishing the authority relationship among them.”- Haimann
- 14. What is Organizing? • formal association of two or more people who agree to seek a common goal through efficient integration and implement of plans, policies, rules and procedure • collaborative efforts • Good organization of health service provider help to support, upgrade the health status of people • Without harmony , its impossible to create sound health services in the organization.
- 15. Organizing Specialization and division of work Orientation towards goals Composition of individuals and groups Continuity Flexibility CHARACTERISTICS
- 16. Benefits of Specialization Clarity in Working Relationships Optimum Utilization of Resources Adaptation to changes Effective Administration Development of Personnel Expansion and Growth IMPORTANCE
- 17. Coordination of activity of people Hierarchy of authority departmentalization Division of work PROCESS
- 18. Line Organization Line and staff Organization Formal and Informal Organization TYPES
- 20. Line and Staff Organization
- 21. FORMAL INFORMAL
- 22. Advantages of organization • Efficiency • Tracking progress • Better management skills • Instilling trust • Reduced stress
- 23. Leading “A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE WAY.”
- 24. What is Leading? Leading is that management function which involves influencing others to engage in the work , behaviors necessary to reach organizational goals.
- 25. Why leadership is important? • Management requires utilization of various resources from the human resources . • This is the most important element in the management
- 26. How leaders influenced others? • Maintain effective work force • Required to perform leadership role • To be able to influence others
- 27. POWER • Power refers to ability of leader to exert force on another Bases of power Legitimate expert referent Coercive Reward
- 28. Nature of Leadership • One cannot expect a unit or division to achieve objectives in the absence of effective leadership. • Even if a leader is present, but if he is not functioning properly, no unit or division objectives can be expected to be achieved.
- 29. Traits Of Effective Leaders • A high level of personal drive • The desire to lead • Personal integrity • Self-confidence • Analytical ability or judgment • Knowledge of the company, industry or technology • Creativity • Flexibility
- 30. Controlling
- 31. What is Controlling? • Control is a primary goal-oriented function of management in an organization. • It is a process of comparing the actual performance with the set standards of the company to ensure that activities are performed according to the plans and if not then taking corrective action.
- 32. Features of Controlling • It helps in achieving organizational goals. • Facilitates optimum utilization of resources. • It evaluates the accuracy of the standard. • It also sets discipline and order. • Motivates the employees and boosts employee morale. • Ensures future planning by revising standards. • Improves overall performance of an organization. • It also minimizes errors.
- 33. PROCESS
- 34. Types of Controlling • Feedback Control • Concurrent control • Predictive/ feedforward control
- 35. Advantages of Controlling • Allows managers to concentrate on important tasks. This allows better utilization of the managerial resource. • Helps in timely corrective action to be taken by the manager. • Managers can delegate tasks so routinely chores can be completed by subordinates
- 36. ECONOMIC , SOCIAL AND ENVIRONMENTAL PERFORMANCE
- 37. What is performance? • Webster’s dictionary defines performance as “the execution of an action” and “something accomplished.”
- 38. Introduction • Economic performance - very important - firm’s stakeholders- investors or owners • A stakeholder - approach - on the desire to satisfy multiple, often competing, constituents - claim on an organization’s actions and outcomes. • Other stakeholders, like the firm’s employees and society at large, are also deemed to benefit from such performance • The notion of the triple bottom line refers to the measurement of business performance along social, environmental , and economic dimensions
- 39. Economic Performance • Economic performance - firm - function - success in producing benefits - owners in particular - product innovation , the efficient use of resources - produce some form of profit • important - customers play a big role - economic profits • Profits accrue - firms because customers are willing to pay a certain price for a product or service, as opposed to a competitor’s product or service of a higher or lower price • If customers are only willing to make purchases based on price, then a firm, at least in the face of competition, will only be able to generate profit if it keeps its costs under control
- 40. Social and Environmental Performance • Corporate social responsibility (CSR) - concept - organizations - interests - society - responsibility - for the impact of their activities on customers, suppliers, employees, shareholders, communities, and the environment – operations • This obligation - extend beyond - statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families, as well as for the local community and society at large
- 41. Integrating economic, social and environmental performance • Managing a firm’s actions to achieve a triple bottom line in a way that actually builds up all three factors of performance— economic, social, and environmental—is challenging • Advocates of CSR argue that achieving success in each type of performance is possible, and consideration of all stakeholders should be the way all firms are evaluated • Increasingly, evidence is mounting that attention to a triple bottom line is more than being “responsible”; instead, it’s just good business