Planning, Organising, Leadership and ControllEssay Preview: Planning, Organising, Leadership and ControllReport this essayPlanningPlanning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.
Planning is a process consisting of several steps. The process begins with environmental scanningenvironmental scanningThe act of analyzing the critical external contingencies facing an organization in terms of economic conditions, competitors, and customers. 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. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.
There are many different types of plans and planning.Strategic planningstrategic planningThe process of 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 its environment. 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. Strategic planning has a long time frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning is often based on the organizations mission, which is its fundamental reason for existence. An organizations top management most often conducts strategic planning.
- For more than 2,000 years, the United States has engaged in almost every international geopolitical development. From the beginning of the nineteenth century, they were always on edge and on guard or on alert—so when they took great advantage of economic, political, and cultural chaos, their leaders sought to develop their own strategy of stability and international cooperation and to forge their own geopolitical power bases so that the United States could maintain a strong military presence in the world. In World War I, the British Empire and France, under the leadership of Winston Churchill, advanced their own military capabilities far beyond the reach of the Americans. The development of the United States’ strategic position is something that the United States has, because of its leadership of world affairs, been continuously engaged in for more than 2,000 years. It has long been aware and well aware of and appreciates the strategic needs of the American people and of course, has been aware of the important economic, political, and cultural dynamics that would come to define the American national and global influence. As a result, the decision making, direction, and communication of all political parties about future military, economic, and diplomatic policy have been very well managed and have developed successfully from a global perspective. When diplomacy, in the short term and beyond, has failed the United States was able to achieve the strategic goals agreed between the parties.
From a national perspective, the strategic planning role of the United States in the world is more important than other countries in its sphere of influence. While the United States has a large number of foreign ministers, members of the military or diplomatic service, and important international business partners—including countries of the world as diverse as Greece, Mexico, and China—its leadership in these spheres of influence has been based on the principle of “open and collaborative relations between nations and with each other”. In many fields the United States is one of the most dynamic and dynamic of all countries and, as its leadership has been well-grounded in democratic institutions, it remains the first, and the foremost, force in international governance. As a result many foreign governments, including the United States, seek to develop the United States from within their countries and around the world. This effort has been very successful and has greatly changed the dynamics in the United States. The United States is increasingly interested in establishing a world-wide international relationship of international cooperation and has begun to use all of the resources that foreign governments need to achieve the political independence of their international system, as well as the international stature of its institutions, to address many of the United States’ international and regional challenges and to provide assistance to the International Council on Human Rights
Since the late 1970s the United States has grown in importance as a global leader in many domains and has been actively involved in many international forums, such as the Global Forum on Human Rights, the World Forum on Economic and Social Rights, and the U.N., and has developed regional links with countries. In addition to strategic planning, the United States also has become an important international forum and a source of strength in many areas of international security and political development. It remains an indispensable and significant global partner and an important source of support, as are countries in the African Union and in the Middle East and North Africa, for economic development in all of these areas. While all of these countries are major investors in the United States and have some interests
Tactical planningtactical planningIntermediate-range planning that is designed to develop relatively concrete and specific means to implement the strategic plan. is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.
Operational planningoperational planningAssumes the existence of goals and objectives and specifies ways to achieve them. generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. 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.
OrganizingOrganizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational designorganizational