Discuss Henri Fayol’s revised management theory (POLC) and apply it to the management where you work. If you are not currently employed discuss how the theory would apply to a local company of your choosing (name and state the type of company you have chosen).
Read about the POLC model based on Henri Fayol’s theories in the PDF here. Answer the discussion question below:
How does your company apply the 4 functions of management (Planning, Organizing, Leading, and Controlling)? What evidence do you have that they do planning and organizing? What evidence is there that they lead the organization? How do they control behavior and results in the organization?
What I have listed below is from an article I found. My current job is military. That is why I chose this as a reference to go by. Essay is to be min. of 150 words and in apaformat..no title page is required.
Planning in the military involves a vision and a purpose. Once the vision and the purpose are identified the delegation process begins. Today’s military vision and purpose is based primary upon fighting the global war on terrorism. Each unit is structured to be managed by its higher headquarters and will follow the headquarters guidelines and instructions for moving. Once the order is given, the higher headquarters issues the guidance that will put the plan in motion; all military planning does not have to come from the President. Unit commanders have experience and understand the president’s vision, and the military’s purpose, so as they receive new people to replace old ones, they implement a plan to train their organization for current and upcoming missions. These same commanders delegate authority to other commanders and leaders beneath them to conduct exercises for the same vision and purpose.
Another important function the military continues to instill in its managers or leaders is the ability to organize. Organizational skills play a vital role in social events as well as training events in the military.
Leadership in the military is defined as influencingpeopleby providing purpose, direction, and motivation while operatingto accomplish the mission and improvingthe organization. The manual goes on to explain what a leader must be, know and do in order to be effective in their career. This definition and the one published by Bateman and Snell spells out how a leader can effectively impact a person and the organization in a positive and successful manner. The Navy also practices the team concept, to enable leaders to use their personnel as an available resource in accomplishing tasks. For example: a leader who has been tasked with coordinating the children’s Christmas party may assign a committee to work on the project while they provide input and feedback on the committee’s actions. Depending on the experience of the soldier, the leader may have to provide a little more or less leadership guidance.
The control function of management is widely used in the military, especially during the initial training phase of a soldier’s career. I am simply stating that within an organization there is always someone there to establish and implement control measures that will benefit the organization. When leaders accept the responsibility of their personnel, their organizations and the accomplishment of the mission they should be aware of the tactics and techniques that are required to maintain order.
The four functions of management work together in the military. They are just as the body is or is not with its different components. The foot without the toes would not function correctly. Another example would be baking a cake without adding all the ingredients. Those of us who love cheese cake would be disappointed if we had to complete a slice or two with the omission of the eggs and cream cheese. Planning is just as important to caring out a vision or purpose as is organizing; leading the team or group in action is just as important as implementing control measures to ensure they remain focused and never lose sight of the vision.
Bateman, T., & Snell, S. (2004). Management: The New Competitive Landscape (6thed.).
New York, NY: McGraw-Hill.
Headquarters, Department of the Army. (1999). Leadership: Be, Know, Do. Washington, DC:
United States Army Publishing Agency.
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