UNIT II STUDY GUIDE Planning as a Manager Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 2. Evaluate the role of strategic planning in organizations. 8. Relate resource management to strategic planning in an organization. Reading Assignment In order to access the following resource(s), click the link(s) below: Chaneski, W. S. (2015). Setting goals and strategic plans. Modern Machine Shop, 88(3), 38–40. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=108683238&site=ehost-live&scope=site Gray, J. T. (1989). Strategic planning for the management business. Journal of Property Management, 54(5), 16–19. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA7702082&asid=1a6b2f094801af906fd7513a8377b101 Hodes, B. (2018). The missing link to strategic planning: Meeting methodology lines up performance management with execution. Industrial Engineer: IE, 50(2), 39-43. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=127517020&site=ehost-live&scope=site Parke, C. (2012, January). Take a long-term view of strategic planning. Plant Engineering, 66(2), 38. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA343949434&asid=7fed9dccd61642e91beaeda44c9e47fc Munde, G. (2014). Chapter 4: Supervising others. In Everyday HR: A human resources handbook for academic library staff (pp. 85–112). New York, NY: American Library Association. Retrieved from http://site.ebrary.com/lib/columbiasu/detail.action?docID=10880364&p00=everyday+hr%3A+a+huma n+resources+handbook Rao, P. S., & Pande, H. S. (2010). Chapter 4: Planning. In Principles and practice of management (Rev. ed.; pp. 44–73). Mumbai, India: Himalaya. Retrieved from http://site.ebrary.com/lib/columbiasu/detail.action?docID=10416059 BBA 3602, Principles of Management 1 Unit Lesson UNIT x STUDY GUIDE Title YouTube Video for Unit II Click here to view the video for Unit II (1m 20s). Click here to access a PDF of the video transcript. Would you agree that, for managers performing the five components of management, if they change a local feature of their business, then it is an operational change, and if they change how their whole business works, it is a strategic change? In the required reading for this unit, you will see how McDonald’s restructured their strategy after their earnings fell short. As noted in Unit I, planning as a management component is the skill of systematically determining when, how, and who is going to perform a specific task (Rao & Pande, 2010). In the last unit, we explored decisionmaking and the fact that we all make decisions in our lives every day. For some decisions, we follow a deliberate and organized process, but other decisions we make on the spot with, at times, regrettable results. Managers make strategic decisions with sometimes far-reaching impact, and those definitely should follow a deliberate and organized procedure. Managers also plan. For many of the tasks they handle, they need a deliberate and organized process that takes into careful account all the information available. Practitioners and scholars studying organizations have devised processes and steps to follow for good planning. We will explore one such model in this unit. Should we just start trying to plan? Not usually. Organized and effective planning must take into account the organization’s mission statement, vision, and goals, as well as the role of strategic planning. McDonald’s storefront in Spain. (Mimi-chan, 2010) Developing and adopting a mission statement and vision are key for sustaining a long life for the organization. People count the most, so mission statements should focus on people as an organization’s first priority. A great example of a people-first mission statement would be McDonald’s mission statement: McDonald's brand mission is to be our customers’ favorite place and way to eat and drink. Our worldwide operations are aligned around a global strategy called the Plan to Win, which center on an exceptional customer experience – People, Products, Place, Price and Promotion. We are committed to continuously improving our operations and enhancing our customers' experience. (Jurevicius, 2013, Mission section) Mission statements and visions will change as time passes (and we know from Industrial Age experience that they must), but better plans are made when they are based on an existing mission statement and vision. Chaneski (2015), director of the New Jersey Institute of Technology, reminds us that goals are the desired endpoints that the organization’s managers have decided are best for the organization. Of course, these will change over time as conditions change. The author further states that the mission statement, vision, and goals all need to fit each other for the organization to be efficient and successful. If one or more of these tools is missing or the wrong one is chosen for the time and place, mistakes occur more frequently, efficiency BBA 3602, Principles of Management 2 drops, and the organization loses effectiveness in shaping events around it. Planning makes more of a UNIT x STUDY GUIDE difference if these other parts all fit. Title Strategic Planning Strategic planning gets away from snap decisions and crisis management and relies instead on deliberate research and decisions to determine how to get to strategic goals. Like decision-making, strategic planning is deliberate and orderly so that effort is not wasted in haste, and the planning actually contributes to achieving the intended goals. Also, as in the case of decision-making, scholars and practitioners have offered help to present and future managers by suggesting deliberate or strategic planning steps such as the following: 1. Review the situation and mission. These will include organizational mission and vision, goals, policies, SWOT (i.e., strengths, weaknesses, opportunities, threats) analysis results, market position for businesses, and environmental factors that affect the organization. Included in environmental factors could be an overview of stakeholders, noting that all organizational stakeholders do not necessarily belong to the organization (such as nearby residents to an organization’s buildings). 2. Develop alternative actions to get the organization to the goals in order of priority. These are effective and real choices when specific, showing who will do what. Note that when the senior executive declares that every goal is a priority, then by definition and reason no goal is a priority. 3. Analyze alternative actions planned. They should be prepared so the planning group sees them treated generally the same, and show advantages and disadvantages of each, including required resources for each alternative. 4. Select the best alternative. Only one feasible alternative may have been seen as practicable, which is not bad strategic planning but carries additional risk than other (but less popular) alternatives that might not have been considered. 5. Decide, implement, and follow-up. Sometimes these steps get missed or last only as long as the manager who is enthusiastic about planning has the position. This is a risky strategic planning process because even if a strong manager oversees the planning effort and decides promptly and wisely, implementation of the plan may be delegated to other leaders who do not immediately grasp the plan’s significance to the organization. Effort and exercise of leadership is key at this last strategic planning step to ensure preparation efforts and decisions lead to actions. Follow-up observations may show that the strategic plan no longer fits the situation or was not as effective as hoped. When this happens, strategic planning should begin anew and is why this is also called a planning cycle (Gray, 1989). Human Resources (HR) Management Strategic planning focuses on what will be done. As groups, committees, or task forces are planning, they can get enthusiastically caught up with the efforts and achievements of the group and not focus enough on the organization’s personnel who will implement the plan. These vital human resources must be properly managed or the organization will ultimately fail. FEMA Administrator R. David Paulison speaks with employees at an Employee Communications Committee meeting. People are human resources from the organization’s point of view and are needed to support its actions, just as supplies, a physical plant location, and funding do. Human resources are exactly that: our fellow human beings, and we cannot rank them below the other needs of the organization. This is why human resources management is generally the most important and sophisticated form of management and where the practice of good leadership is vital for success and sustainment. We will explore leadership as a key human resources element in later units. (Koplitz, 2008) Effective human resources management is important in all facets of an organization, including strategic planning. Certainly, approaches to hiring, emplacing, and supervising people as well as seeing to their welfare have changed since the early Industrial Age brought a surge of employee opportunities in largerthan-family-run organizations. In short, human resources management today is a completely cyclical effort. It BBA 3602, Principles of Management 3 begins by planning the organization’s needs and crafting fair and fitting hiring criteria; it then moves through UNIT x STUDY GUIDE progressive development and flexibility in employee choices and equally fair policies Title for retention, separation, transition, and retirement. There is more to human resources management than giving employees benefits. A professional human resources (HR) manager must constantly focus on two directions: welfare of organizational members and support to the organization’s goals, which includes strategic planning. In a strategic planning effort, the HR manager represents all employees and their needs, and in that regard serves as everyone’s champion. The HR manager often coordinates and cooperates during planning development, maintaining a long-term view of fair human resources policies to support action plans. As other planning managers may underestimate a plan’s effect on people, the HR manager’s role includes being their advocate. Flexibility is important in management, but sometimes in this advocate role the HR manager has to stand firm among strategy planners on a point, even if he or she is the lone holdout (Munde, 2014). According to an old army saying, a plan never survives the first shot in battle. Be ready to change not only your plan but your assumptions and goals if new circumstances warrant it. References Chaneski, W. S. (2015, August). Setting goals and strategic plans. Modern Machine Shop, 88(3), 38–40. Gray, T. (1989). Strategic planning for the management business. Journal of Property Management, 54(5), 16–19. Jurevicius, O. (2013). Mission statement of McDonald's. Retrieved from http://www.strategicmanagementinsight.com/mission-statements/mcdonalds-mission-statement.html Koplitz, B. (2008). FEMA administrator, R. David Paulison speaks with employees at an Employee Communications Committee meeting [Image]. Retrieved from https://commons.wikimedia.org/wiki/File:FEMA_-_39579__FEMA_Administrator_Paulison_speaks_with_employees_at_an_internal.jpg Mimi-chan. (2010). McDonalds's storefront in Spain [Image]. Retrieved from https://commons.wikimedia.org/wiki/File:McDonald's_-_Madrid_%28Spain%29.jpg Munde, G. (2014). Everyday HR: A human resources handbook for academic library staff. New York, NY: American Library Association. Rao, P. S., & Pande, H. S. (2010). Principles and practice of management (Rev. ed.). Mumbai, India: Himalaya. BBA 3602, Principles of Management 4 UNIT III STUDY GUIDE Leading as a Manager: Communicating and Motivating Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 3. Recommend ways to motivate employees by applying a human behavior theory, a leadership theory, and a leadership style. 10. Apply managerial skills, principles, and decision-making strategies to the implementation of business best practices. Reading Assignment In order to access the following resource(s), click the link(s) below: Benson, D. (2015). The five fundamental tasks of a transformational leader. Physician Leadership Journal, 2(5), 58–62. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA431445071&asid=e5932b254c6458cfd8952d03cf09a2e6 Nistorescu, A. (2012). The importance of communication skills for business professionals. Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies, 516–523. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=92535248&site=ehost-live&scope=site Pignatelli, A. (2015). 4 ways to boost employee performance and job satisfaction. Government Executive, 1. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=108835565&site=ehost-live&scope=site Quick, T. (1988). Expectancy theory in five simple steps. Training and Development Journal, 42(7), 30– 33. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=9083413&site=ehost-live&scope=site Unit Lesson YouTube Video for Unit III Click here to view the video for Unit III (1m 36s). Click here to access a PDF of the video transcript. BBA 3602, Principles of Management 1 UNIT x STUDY GUIDE We begin Unit III with an article Titleon The Google Way of Motivating Employees. Although a relatively new company, Google is already legendary in this area. Read the article and watch the video as a way to start thinking about the manager’s role in communication and motivation. Communication as both an information transfer effort and social bonding measure is practiced across a number of animal species. Of course, communication among humans is unmatched and remains an underpinning of our civilization from ancient times until now. The communication process is always the same: The sender has a message and encodes it a certain way to transmit it clearly to an intended receiver or multiple receivers. The receiver, with knowledge of messages, succeeds in receiving and then understanding the message (Nistorescu, 2012). Laura Gentile from the EPA (right)and Cindy Mauro brainstorm ideas working in the FEMA Community Relations Command post tracking and supporting the CR Teams in the field. (Rieger, 2004) What can go wrong? Almost everything, as we learn from our social or procedural communication blunders starting from childhood. It stands to reason that the ability to communicate effectively is a key component in the mosaic of skills leaders must master to be successful managers. Scholars and other experienced authors routinely address issues of professional communication in their writings. Communication is a huge subject and is more than can be covered in this course. The following points are but a brief overview of how to achieve effective communication in the professional environment:     Be brief and clear. Lengthy descriptions and explanations add detail and can help us look impressive, but stop. For understanding, there is no better way to serve the organization than to communicate brief and clear messages. Managers do well to speak and write clearly and not too much. Be professional. A self-controlled and businesslike demeanor is the hallmark of professionalism and is reflected in efficient, purposeful, and unemotional communication. As managers, we can violate this by including anger, frustration, smugness, glee, distaste, or panic in our communications. Be correctly understood. The sender will always understand more about the transmitted message than the receiver. Communications are better when reviewed and refined so they fit the purpose and intended effect as closely as possible. We often practice this skill on the spot by “choosing our words” or refraining from speaking at all! Written communication, though, such as email or social media, is more enduring and requires more deliberate effort to avoid confusion or adverse reactions. Communicate for a purpose. Managers generally have too much to do in the time available. For that reason, a manager should ask before sending communications of any kind (spoken, written): Do we need this communication? What purpose will it serve? These questions may also help prioritize communications. There are many good reasons for communicating. One may be to help motivate others as part of an ongoing leadership effort. As with communication and leadership, the practice of motivating others with the purpose of fostering a willing performance toward an established goal has been unchanged since antiquity. The practice of good communication is integral to the art of motivation. Managers can motivate others by applying human behavior theories. One theory is Maslow’s hierarchy of needs. Here, people are understood to pursue physical survival needs first and needs for comfort and prestige last. Another is Vroom’s expectancy theory, which posits that people will be motivated to choose a course of action that matches the best available reward if they believe the reward is realistic (Quick, 1988). How do managers put theory into practice? Often, it is done over time, one act at a time. As Takash (2015) offered, motivation to sustain efforts and “stick to business” can be fostered by managers careful to behave well in adverse situations as well as calmer ones. Optimism is contagious, but only if it is believable, and a manager’s optimism is believable only if it is realistic as matched to the situation. In other words, a false bravado or other façade when the situation obviously calls for a different approach may backfire among BBA 3602, Principles of Management 2 organizational members. Finally, listening and providing frequent situational updates compassion and a UNIT x reflect STUDY GUIDE consideration for members’ situations; these actions also allow the manager toTitle learn from the members in the local or national group. Professional managers can follow a leadership theory that will not only serve their business or profession interests, but act as their philosophical guide through life. One such example is transformational leadership. It is the art of sharing a situation, providing a clear vision of how to get to a valued goal, and demonstrating that the organizational members are important every step of the way (Benson, 2015). How do managers demonstrate such an overarching theory? Charisma is part of transformational leadership, but it is not enough by itself. Adolf Hitler was charismatic! There must be more to inspiring leadership than charisma. Putting others first, even though a manager’s status is ranked above the others, is a key part of transformational leadership. It includes frequently checking on their welfare as whole persons rather than treating them as cogs in a wheel. Servant leadership is a component of this. It is the difference between telling others to “move that box over there” and picking up one corner and saying, “let’s move this box over there.” Managers have a choice of leadership styles to follow. Much of the time, with situations changing from moment to moment, managers use their social skills and knowledge to read a situation and frequently apply a familiar leadership style that may fit the situation; in so doing, they are practicing situational leadership. The term describes a category of theories as well as a range of leadership styles (Pignatelli, 2015). Other approaches will be explored in the next unit. Ed Conley, External Affairs Director Region VII, address the meeting of RISC (Regional Interagency Steering Committee) on public information issues and the creation of a planning group to work on new ideas. Will one style fit every situation? Probably not. Certainly miscues and mistakes can be made—perhaps proving that management is an art as much as it is a science. In general, though, when a manager invests time away from the numbers aspect of leadership and toward shifting focus and control to organizational members, the manager succeeds in making a leadership style come to life. (Rieger, 2008) References Benson, D. (2015). The five fundamental tasks of a transformational leader. Physician Leadership Journal, 2(5), 58–62. Nistorescu, A. (2012). The importance of communication skills for business professionals. Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies, 516–523. Pignatelli, A. (2015). Four ways to boost employee performance and job satisfaction. Government Executive, 1–3. Quick, T. (1998). Expectancy theory in five easy steps. Training and Development Journal, 42(7), 30–33. Rieger, M. (2004, September). FEMA - 10808 - Photograph by Michael Rieger taken on 09-13-2004 in Florida [Image]. Retrieved from https://commons.wikimedia.org/wiki/File:FEMA_-_10808__Photograph_by_Michael_Rieger_taken_on_09-13-2004_in_Florida.jpg Rieger, M. (2008, November). FEMA - 39524 - RISC group meeting in Colorado [Image]. Retrieved from https://commons.wikimedia.org/wiki/File:FEMA_-_39524_-_RISC_group_meeting_in_Colorado.jpg Takash, J. (2015). Motivation needed now more than ever: Four steps that work. American Salesman. BBA 3602, Principles of Management 3
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