BY
EVA OBENEWA TANDOH
020 8282138
The process of coordinating
and integrating work activities
so that they are completed
efficiently and effectively with
and through other people.
It can also be seen as the
effective and efficient use
of available resources to
achieve one’s goals.
EVA O. TANDOH
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Effectiveness refers to the end results
which include:
 Meeting standards (quality),
 Being responsive to
organization/service requirements
taking into account the needs of
various stakeholders.
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Satisfying
the public,
Achieving “error-free” quality
standards; and
Achieving objectives.
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Efficiency refers (means) to how well
resources are used. It includes:
 Being systematic
 Reducing costs
 Doing tasks cheaply, not sacrificing quality
 Preventing wastage
 Planning and coordinating and
 Ensuring rules are well enforced.
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Seeing
once is better than hearing 100 times
Thinking once is better than seeing 100 times
Doing once is better than thinking 100 times
Succeeding once is better than doing 100
times
Creating satisfaction is better than
succeeding 100 times.
Command
of basic facts
Relevant professional knowledge
Analytical, problem-solving and
decision/judgement-making skills
Social skills and abilities
Emotional resilience
Proactivity and creativity
Mental agility
Those
who make things
happen
Those who watch things
happen
Those who do not know what
is happening
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Getting
results
Finding out what is going on
Reacting to new situation and
problem
Responding to demands and
requests.
Interpersonal
roles
Informational roles
Decisional roles
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PLANNING
Deciding in advance what
to do, who to do it, how to
do it, where and when to do
it.
Steps in Planning
What to do (Objective)
Characteristics of Objectives
Specific
Measurable
Achievable
Realistic
Time-bound.
Actions
( how to do it)
Resources
Implementation Schedule
The
process of establishing the
structures of working relationships
that allow members of the
organisation to interact and
cooperate to achieve organisational
goals
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Involves:
The tasks to be done
Who is to do them
How tasks are to be grouped
Who reports to whom
Where decisions are to be made.
The process of monitoring
activities to ensure that they are
being accomplished as planned
and correcting any significant
deviations.
CONTROL PROCESS
Establish standards
Measure actual performance
Compare actual performance against
standards
Take managerial actions to correct
deviations.
LEVELS OF CONTROL
Input Level
In –Process level
Output level
Budget
Personal
Observation
Written Reports.
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Tools for Directing
Leadership
Motivation
Communication.
Tools for Directing
Leadership
Overall aim of a leader
Gain commitment and
cooperation from his/her team
Get the team into action to
achieve agreed objectives
Make the best use of
skills, energies, and talents
of the team
The
creation of organisational environment
in which staff work willingly and effectively
Training and development of subordinates.
Efficiency of systems and procedures
Standards of services offered
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Level
of staff turnover
Incidence of sickness and absenteeism
Level of complaints from internal and
external customers
Keeping within agreed cost of budgetary
control
Productivity levels.
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