Building arks
in management
Human behaviour under normal circumstances goes through a process of planning, implementation and examination. At the workplace managers carry out their work in similar processes and those three are known as Planning, Directing and Controlling. The function of coordination or adjustment is known as coordination.
The process of management first of all consists of the manager formulating plans for initiating and proceeding with the work that he or she will do him or herself. Then, the plan is implemented through and with others, the status of the work observed/evaluated, and if there are any deficiencies or deviations, necessary remedial action taken.
The Japanese use the concept of ‘NEMAWASHI’ to successfully implement plans. The promoter of the plan discusses individually with the rest of the concerned people about the proposed plan and wherever possible incorporates their ideas into the plan. When it comes to implementation, the concerned people offer their fullest support as their views have been incorporated to the plan or their ideas acknowledged. It becomes their plan rather than any particular individual’s plan.
Cooperation of subordinates
The work of the manager, that is management, consists of important processes mentioned above that need to be followed. Work is achieved by going through this process thoroughly. If this process is omitted or is done poorly or unskillfully, work will be hindered resulting in not being able to attain the organisational results expected.
Every Manager must have the cooperation and involvement of subordinates in order to accomplish the aims and goals of the organisation. Under normal circumstances, plans are formulated regarding the work that subordinates are assigned to perform. Direction can be then suitably given so that subordinates will carry out the plan actively and spontaneously as their own work. The subordinate should feel that the work is his or her creation. During and after implementation, a review is made of the results obtained in view of the standards set for goals, policy, the plan, and the like. If anything unusual or wrong is found, necessary corrective actions are taken to correct the situation.
Also, it is necessary to coordinate well with superiors, other departments, subordinates, and with various other functions including out-sourced functions so that work in the organisation will proceed smoothly.
Each of these processes is not independent in and of themselves, but are all interrelated/interdependent with each other. As a result, it is quite complicated to manage work. Managers who do not allocate enough time for managing work will find their task becoming ever more cumbersome and complicated. Consequently, work throughout the workplace will not be well executed. No matter how hard the manager may try to work, he or she will be evaluated poorly as long as the results of the work do not improve.
Planning ahead
It is no secret that the work of the manager changes daily. In order to overcome this challenge, plans must first be formulated to perform day-to-day work. However, the manager must leave the conduct of daily and routine tasks up to subordinates and spend more time in preparing future plans. A manager must always plan ahead. It wasn’t raining when Noah built the ark.
It is also necessary to forecast the future when formulating plans. Therefore, plans need to be prepared so that they will be able to cope with various situations and changing environment. While the content of plans will differ depending on the manager and his or her role, the basic ways of thinking and formulating plans is common to any manager.
A manager must be aware of the way his time is used, there will be many instances in which plans will fail if they are formulated with the assumption that subordinates work eight hours a day, for example. In this case, it is necessary to consider various things such as leave, lunch and tea, meetings, training, and other matters that may be assumed will occur.
On the other hand, it is not possible to express these matters with any precise formula. Circumstances are continually changing all the time. Ways of thinking will not only vary according to the organisation, or even within the same organisational unit or workplace, but it may also become necessary to change how things are handled due to unforeseen circumstances.
Resolving challenges
Thus, more than anything, the ability to prepare plans which can accommodate various changes in conditions and different circumstances is an indispensable requisite for managers. Good plans serve to put the starting point of the work of the manager into good order. The saying that a job well begun is almost half achieved holds true.
Planning is the marshalling of the wisdom of the persons concerned in order to fulfill the duties and orders you are given as a manager in doing anything. It includes forecasting future events and deciding beforehand what necessary measures and procedures are to be taken to resolve the challenges that may arise in the fulfilling of stated aims and goals.
There are five steps to follow when formulating plans. What needs to be considered first when a plan is formulated is “what is this plan for”, that means what are the objectives of this plan. The manager must consider what he or she must do to make the objectives clear. The next step is to get the facts related to the plan. The emphasis should be on gathering relevant facts. The third step is to consider the facts. The manager must think deeply about the facts and analyze it from many perspectives. Fourthly, one has to formulate draft plans. In order to determine a plan it is necessary to have at least two or more draft plans. Finally one has to select the plan taking into account the principles, experience, scientific analysis and natural instincts.
Planning consists of deciding now what will be done in the future and setting each of the conditions of the organisation accordingly. Consequently, the future of the organisation is entrusted to planning. Further, planning is also a place for your creativity.