Planning Organizing Leading And Controlling-Myassignmenthelp.Com

Question: Discuss About The Planning Organizing Leading And Controlling? Answer: Introducation: The four functions of a manager are planning, organizing, leading and controlling. Leadership is one of the primary functions of management and often complex in nature. Organization wants to be innovative and experimental for which they need to adopt a flatter structure, at the same time flatter structure reduces internal control on the employees of organization which can often lead to managerial chaos (Arsenault Faerman, 2014). The paradoxical nature of leadership can be explained by The Competing Values Framework distilled by Quinn and Rorbaugh (1983). The CVF highlights the contradictions and paradoxes that are inherent in the nature of organization and managerial leadership. In the CVF the vertical axis represents flexibility and adaptability juxtaposed by stability and control .On the contrary ,horizontal axis represents the efficient internal processes of the organization like human resource management versus external focus on customers, clients and stakeholders. Organizations need to change its stable environment to a flexible and dynamic environment to respond to the demand of the external demands of the environment which makes the culture of flexibility a priority. Similarly the focus from internal control to external focus on clients and customers become mandatory for organizations (Latham, 2013). The upper left quadrant of the CVF framework represents organizational form: Clan and orientation: Collaborate. The clan organization is driven by shared goals and visions and the organizational structure is flat. This type of organization has internal focus with less rules, regulations, procedures or control .Clan leaders play a supportive and parental role to foster a culture of openness and flexibility. The employees are encouraged to work in team, collaborate, communicate and participate in decision making. On the contrary, the lower left quadrant depicts an entirely opposite concept that is hierarchy. This form of organization focuses strictly on internal control, policies and procedures. Power and position is widely respected in the organization and hierarchical leaders closely focus on organizing and controlling. Thus, these two quadrants of the CVF framework clearly depict the paradoxical nature of leadership (Lavine, 2014). The upper right hand quadrant of the CVF framework represents adhocracy or creates orientation. This means that in adhocracy organization a culture of flexibility and independence is fostered. Prototyping and experimenting in teams is encouraged in this type of organization to adapt to the changing external environment. Leaders of adhocracy organization are visionary and innovative in nature (Taylor, Cornelius Colvin, 2014). Continuous improvement, new ideas and creative thinking are fostered in leadership of the adhocracy organization. On the contrary the lower right hand quadrant of the CVF framework represents Market with orientation competes. This type of organization has external control and focuses on customers and competitors. Environment in this type of organization is highly competitive. Power, politics and external stakeholders of this type of organization play a vital role. Leaders focus on productivity, time management and delegate responsibilities among workers. The Competing Value Framework clearly depicts the paradoxical nature of leadership. When leaders focus on internal control it is risky for them as they ignore the competitive external environment. Leaders should identify and improve areas of weakness so that they do not hinder the success of strengths (Tong Arvey 2015). Reference Lists: Arsenault, P., Faerman, S. R. (2014). Embracing paradox in management: the value of the competing values framework.Organization Management Journal,11(3), 147-158. Latham, J. R. (2013). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture.Quality Management Journal, 20 (3),22. Lavine, M. (2014). Paradoxical leadership and the competing values framework.The Journal of Applied Behavioral Science,50(2), 189-205. Taylor, C., J. Cornelius, C., Colvin, K. (2014). Visionary leadership and its relationship to organizational effectiveness.Leadership Organization Development Journal,35(6), 566-583. Tong, Y. K., Arvey, R. D. (2015). Managing complexity via the competing values framework.Journal of Management Development,34(6), 653-673