The Systematic Management Process contains the major job classifications to be performed by the manager. These are the supervising functions encompassing your job as a manager or supervisor.

The Action-Oriented Manager:

• PLANS
• ORGANIZES
• LEADS
• COMMUNICATES
• CONTROLS

This is the "POLCC" or "POLK" of management. It encompasses the entire management process. Remembering the word, "POLK," can help you recall the major headings of your inherent responsibilities.

PLANNING

The Systematic Management Process begins with planning. Planning commences with top management's strategic plans that govern the entire organization. Using these strategic plans as guidelines, develop your tactical or operational plans. Without a plan, you literally drift with the wind. Remember, if you don't know where you are going, any road can take you there.

Planning includes many functions. Major areas of consideration are your goals and objectives, a list of resources, manpower available, scheduling of work, the environment in which you work, and the timetable established. Coordinate your planning with the organization's strategic planning. In planning, you answer the questions: Where am I? Where am I going? How do I get there? And, When will I arrive?

From these questions, you develop action plans. Your action plans can have immediate short-term impact. Minutes or hours can pass and you know if your planning is correct. Thus, short-range planning is of primary importance in the performance of your job duties.

ORGANIZING

Next is organizing, where you utilize your plans and detail step-by-step actions you are going to take to achieve your goals and objectives. The organizational structure of your firm is the function of top management. Using their strategic plans as your guide, you will organize accordingly.

Your organizing efforts will center on setting procedures and standards to complete the tasks as planned. Be certain that equipment, materials, people, and systems are all coordinated to produce projected results.

This is especially true when your organization is team-oriented, where each person has specific job functions to perform and individual duties need to be coordinated in a harmonious manner. This is accomplished by the team leader or manager with the help of team members who undertake group problem solving and exercise a voice in decision making.

LEADING

The third function of the Systematic Management Process is leading. This involves many functions from directing and coordinating the activities of the entire group or team, to sharing decision-making and responsibilities. Leadership is defined as inspiring action through example and positive persuasion. The emphasis is on example ... allowing your people to observe your actions and attitude. This inspires them to emulate the standards of excellence you have exhibited.

Positive persuasion in effective leadership is selling - not telling. It includes on-the-job coaching and instilling a spirit of trust that is recognized and readily accepted by the team. Thus, your actions reflect your beliefs. You transmit to the group that you accept and defend their individual dignity, which provides a reassuring sense of belonging.

Further, you build the team to want to do what you want done. This is motivation in action. You learn, as the leader, to demonstrate that "people work with me, not for me." You coordinate all activities and in the final analysis, accept your responsibilities to get the job done in a quality manner. You make it happen as an action-oriented manager.

COMMUNICATING

The next function of the Systematic Management Process is communicating. You communicate "all ways" always!

This includes communicating up to your management, down the line to your employees, and laterally to your associate managers or peers.

Communication means exchanging thoughts and ideas for mutual understanding and action. Emphasis is on exchanging, sending, receiving, and listening for mutual understanding that can lead to action.

Constantly challenge yourself in the application of effective communication skills. Is your communication getting the desired action? Is it heard, accepted, and acted upon? Action and willing acceptance are the measuring tools of strong communication.

CONTROLLING

The last function is controlling, where you measure how well you have performed against the standards that have been established.

Budgets, cost controls, and quality of work are the tools of control that pinpoint what you have accomplished through the utilization of equipment, resources, and people.

Today, emphasis is on productivity. Productivity is defined as output per person, per hour. This is applicable to all people in all types of work. Your control spells results and depicts what your ACTIONS have accomplished.

The foundation for your personal action plan is built from knowing what is involved in supervision and accepting the Systematic Management Process detailing how to plan, organize, lead, communicate, and control. Let the "POLCC" acronym become a roadmap to your success and act as a "reminder" to fulfill your role as an Action-Oriented Manager.

Contact the George S. May International Company to find out more about how your executives, managers and supervisors can effectively integrate the POLCC leadership model to improve your business.

BACK TO TOP