threat of having priorities dictated by the law of the trivial many and important

few (i.e., the 80/20 rule). However, the general conclusion seems to be that
2. Levels of Management Responsibility per Management Functions the P-O-L-C functions of management still provide a very useful way of
classifying the activities managers engage in as they attempt to achieve
organizational goals (Lamond, 2004).
Planning, Organizing, Leading, and Controlling

Learning Objectives:

1. Know the dimensions of the planning-organizing-leading-controlling Figure 1.7 The P-O-L-C Framework
(P-O-L-C) framework.
2. Know the general inputs into each P-O-L-C dimension.

Introduction

A manager’s primary challenge is

to solve problems creatively. While
drawing from a variety of academic
disciplines, and to help managers
respond to the challenge of
creative problem solving,
principles of management have
long been categorized into the four
major functions of planning, 2.1.Planning
organizing, leading, and controlling 1. Planning is the function of management that involves setting
(the P-O-L-C framework). The four objectives and determining a course of action for achieving those
functions, summarized in the P-O- objectives. Planning requires that managers be aware of environmental
L-C figure, are actually highly conditions facing their organization and forecast future conditions. It also
integrated when carried out in the day-to-day realities of running an requires that managers be good decision makers.
organization. Therefore, you should not get caught up in trying to analyze
and understand a complete, clear rationale for categorizing skills and Planning is a process consisting of several steps. The process begins with
practices that compose the whole of the P-O-L-C framework. environmental scanning which simply means that planners must be aware
of the critical contingencies facing their organization in terms of economic
It is important to note that this framework is not without criticism. Specifically, conditions, their competitors, and their customers. Planners must then
these criticisms stem from the observation that the P-O-L-C functions might attempt to forecast future conditions. These forecasts form the basis for
be ideal but that they do not accurately depict the day-to-day actions of planning.
actual managers (Mintzberg, 1973; Lamond, 2004). The typical day in the life
of a manager at any level can be fragmented and hectic, with the constant

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Planners must establish objectives, which are statements of what needs to
be achieved and when. Planners must then identify alternative courses of 2.2. Organizing
action for achieving objectives. After evaluating the various alternatives,
planners must make decisions about the best courses of action for achieving
objectives. They must then formulate necessary steps and ensure effective 3. Organizing is the function of management that involves developing
implementation of plans. Finally, planners must constantly evaluate the an organizational structure and allocating human resources to ensure
success of their plans and take corrective action when necessary. the accomplishment of objectives. The structure of the organization is the
framework within which effort is coordinated. The structure is usually
represented by an organization chart, which provides a graphic
representation of the chain of command within an organization. Decisions
made about the structure of an organization are generally referred to as
There are many different types of plans and planning such as: organizational design decisions.

2. Strategic planning involves analyzing competitive opportunities and Organizing also involves the design of individual jobs within the organization.
threats, as well as the strengths and weaknesses of the organization, and Decisions must be made about the duties and responsibilities of individual
then determining how to position the organization jobs, as well as the manner in which the duties should be carried out.
to compete effectively in their environment. Decisions made about the nature of jobs within the
Strategic planning has a long time frame, often organization are generally called “job design” decisions.
three years or more. Strategic planning
generally includes the entire organization and Organizing at the level of the organization involves deciding
includes formulation of objectives. Strategic how best to departmentalize, or cluster, jobs into
planning is often based on the organization’s departments to coordinate effort effectively. There are many
mission, which is its fundamental reason for different ways to departmentalize, including organizing by
existence. An organization’s top management function, product, geography, or customer. Many larger
most often conducts strategic planning. organizations use multiple methods of departmentalization.

Tactical planning is intermediate-range (one to Organizing at the level of a particular job involves how best
three years) planning that is designed to to design individual jobs to most effectively use human
develop relatively concrete and specific means resources. Traditionally, job design was based on
to implement the strategic plan. Middle-level principles of division of labor and specialization, which
managers often engage in tactical planning. assumed that the more narrow the job content, the more
proficient the individual performing the job could become.
Operational planning generally assumes the However, experience has shown that it is possible for jobs to
existence of organization-wide or subunit goals and objectives and specifies become too narrow and specialized. For example, how would you like to
ways to achieve them. Operational planning is short-range (less than a year) screw lids on jars one day after another, as you might have done many
planning that is designed to develop specific action steps that support the decades ago if you worked in company that made and sold jellies and jams?
strategic and tactical plans. When this happens, negative outcomes result, including decreased job
satisfaction and organizational commitment, increased absenteeism, and
turnover.

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 effort. Studies of communication provide direction as to how managers can
Recently, many organizations have attempted to strike a balance between effectively and persuasively communicate.
the need for worker specialization and the need for workers to have jobs that
entail variety and autonomy. Many jobs are now designed based on such
principles as empowerment, job enrichment and teamwork. For example,
HUI Manufacturing, a custom sheet metal fabricator, has done away with 2.7.Controlling
traditional “departments” to focus on listening and responding to customer 5. Controlling involves ensuring that performance does not deviate
needs. From company-wide meetings to team huddles, HUI employees know from standards. Controlling consists of three steps, which include (1)
and understand their customers and how HUI might service them best establishing performance standards, (2) comparing actual performance
(Huimfg, 2008). against standards, and (3) taking corrective action when necessary.
Performance standards are often stated in monetary terms such as revenue,
2.6.Leading costs, or profits but may also be stated in other terms, such as units
produced, number of defective products, or levels of quality or customer
4. Leading involves the social and informal sources of influence that service.
you use to inspire action taken by others. If managers are effective
leaders, their subordinates will be enthusiastic about exerting effort to attain The measurement of performance can be done in several ways, depending
organizational objectives. on the performance standards, including financial statements, sales reports,
production results, customer satisfaction, and formal performance appraisals.
The behavioral sciences Managers at all levels engage in the managerial function of controlling to
have made many some degree.
contributions to
understanding this function The managerial function of controlling should not be confused with control in
of management. Personality the behavioral or manipulative sense. This function does not imply that
research and studies of job managers should attempt to control or to manipulate the personalities,
attitudes provide important values, attitudes, or emotions of their subordinates. Instead, this function of
information as to how management concerns the manager’s role in taking necessary actions to
managers can most ensure that the work-related activities of subordinates are consistent with and
effectively lead contributing toward the accomplishment of organizational and departmental
subordinates. For example, objectives.
this research tells us that to
become effective at leading, Effective controlling requires the existence of plans, since planning provides
managers must first the necessary performance standards or objectives. Controlling also requires
understand their a clear understanding of where responsibility for deviations from standards
subordinates’ personalities, lies. Two traditional control techniques are budget and performance audits.
values, attitudes, and An audit involves an examination and verification of records and supporting
emotions. documents. A budget audit provides information about where the
organization is with respect to what was planned or budgeted for, whereas a
Studies of motivation and motivation theory provide important information performance audit might try to determine whether the figures reported are a
about the ways in which workers can be energized to put forth productive reflection of actual performance. Although controlling is often thought of in

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terms of financial criteria,
managers must also control
production and operations
processes, procedures for delivery ADDITIONAL LECTURE ON COMMUNICATION
of services, compliance with
company policies, and many other There are many definitions of communication but a simple way we could
activities within the organization.
define it for the context of this article is a process by which information is
The management functions of exchanged between people, the organization and the employees, the
planning, organizing, leading, and engineering manager and the engineers, teams or departments.
controlling are widely considered
to be the best means of describing
the manager’s job, as well as the 8 COMMUNICATION TECHNIQUES ENGINEERING LEADERS NEED TO
best way to classify accumulated SUCCEED
knowledge about the study of
management. Although there have
been tremendous changes in the If you want to lead successfully, you must develop strong communication
environment faced by managers and the tools used by managers to perform skills. Effective communication can not only transform your organization’s
their roles, managers still perform these essential functions. culture but improve its performance and productivity. You can empower
employees, build trust, and foster a positive workplace.
References: Communication skills are also valuable to prospective employers. According
to a Harvard Business School Online analysis of engineering job postings
Huimfg.com, http://www.huimfg.com/abouthui-yourteams.aspx (accessed data from Lightcast, around one-third of employers require them.
October 15, 2008).
Lamond, D, “A Matter of Style: Reconciling Henri and Henry,” Management If you’re interested in becoming an effective leader in the engineering
Decision 42, no. 2 (2004): 330–56. industry, here’s an overview of why communication skills are important, the
Mintzberg, H. The Nature of Managerial Work (New York: Harper & Row, techniques needed to succeed, and how to improve your leadership skills.
1973); D. Lamond, “A Matter of Style: Reconciling Henri and Henry,”
Management Decision 42, no. 2 (2004): 330–56.

Note: The principles of management can be distilled down to four

critical functions. These functions are planning, organizing, leading,
W H Y A R E C O M M U N I C AT I O N T E C H N I Q U E S I M P O R TA N T I N
and controlling. This P-O-L-C framework provides useful guidance into
what the ideal job of a manager should look like. ENGINEERING?
Strong communication skills are essential for leaders across industries,
including engineering.

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“Leaders are called upon to communicate in different ways and for different • Ask open-ended questions to elicit more detailed responses.
purposes,” says HBS Professor Joshua Margolis, who teaches the online 2. Ask Questions
course Organizational Leadership. “As a leader, you need to ensure your Asking questions is essential to active listening because it enables you to
team is kept informed and abreast of relevant information they need to do better understand others’ perspectives, learn something new, or clarify
their jobs on a daily basis.” something they’ve said. For example, phrases like “tell me more,” “define that
Engineering leaders are expected to help fulfill these tasks by effectively for me,” and “explain what you mean” can elicit better answers than “yes” or
presenting complex concepts and designs to departments and stakeholders. “no” questions.
The ability to translate technical topics into simplified terms and confidently By asking the right questions, you can gain insight into what your team needs
support ideas across their organizations is critical to success. to succeed.
Whether connecting with clients, a new employer, or peers, your 3. Practice Public Speaking
communication skills can be just as important as your technical knowledge. Being an engineering leader requires public communication and presentation
Here are eight communication techniques that can help you gain a skills to share research, data, and technical concepts with team members
competitive advantage and advance your career as an engineering leader. and clients.
Related: 6 Business Skills Every Engineer Needs According to Organizational Leadership, leaders must master the “six C’s of
communication”:
8 COMMUNICATION TECHNIQUES ENGINEERING LEADERS NEED TO
SUCCEED
1. Engage in Active Listening
Effective leaders practice active listening and show they care about their
team by asking for their opinions, ideas, and feedback. As a leader, active
listening’s biggest benefit is understanding your audience.
“This means understanding—even empathizing—with your audience, and
tailoring your communication to fit that audience,” Margolis says in
Organizational Leadership.
Here are tips for practicing active listening with your team:
• Give them your full and undivided attention.
• Avoid distractions, such as phone calls or emails.
• Resist the temptation to interrupt with your own opinions and ideas.
• Present open, positive body language to show you’re listening.
• Rephrase or paraphrase what your peer has said in your response.

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 • Clarity: Ensuring your message is clear to someone unfamiliar with a
given situation
• Conciseness: Guaranteeing your message is no longer than it needs
to be and conveys a central point
• Connection: Building an emotional connection with your audience
• Conviction: Infusing your communication with a sense of personal
investment and commitment
• Courage: Exuding confidence in the face of uncertainty, risk, or danger
As you work on developing stronger public speaking skills, here are best
practices that can help:
• Watch your body language.
• Study great public speakers.
• Practice voice and breath control.
• Prepare talking points and rehearse your presentation.
• Know your audience.
Learning and engaging in data storytelling—the ability to communicate
insights from a data set using narratives and visualizations to inspire action
within your organization—can also help.
4. Be Clear and Concise
As a leader, it's vital to simplify your message, speak in specifics, and
establish clear goals and performance metrics for your team's projects and
initiatives.
“It’s important to be clear and consistent about the ways in which your vision
and strategy for the organization will enable it to fulfill its mission,” Margolis
says in Organizational Leadership.
This can lead to less confusion around priorities and engage your
employees. Similarly, when presenting to clients who don’t have the same
• Compassion: Conveying an empathic understanding of a situation and expertise as you, use clear and concise language when explaining technical
your audience terms and concepts.

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Another helpful approach is identifying your organization's vision, purpose, When giving feedback, consider these points to ensure you’re boosting
and strategy to write a statement of direction. According to HBS Professor employee engagement rather than deterring it:
Anthony Mayo, who also teaches Organizational Leadership, it should: • Exercise empathy: Put yourself in your colleagues’ position and try to
• Meet your employees where they are. understand where they’re coming from and what they might be
• Give them a sense of where the organization is going. experiencing.
• Offer a roadmap for how they can bridge the gap between the two. • Take time to prepare: Before offering feedback, strategize what you
How you communicate that direction is just as essential, particularly want to say and how you want to say it.
regarding technical projects. • Speak in specifics: Be specific when delivering feedback to ensure
“To get people on board, they need to grasp what you’re conveying, so you communicate a problem’s root cause.
they’re excited to join you in turning that direction into a reality,” Mayo says. • Save time for inquiry: Always incorporate inquiries at the beginning of
5. Show Empathy the conversation to understand how things are going and their
One of the most important skills needed to communicate effectively is perspective on the situation.
emotional intelligence, or the ability to understand and manage your and • Focus on the future: Shift the focus of the conversation from what’s
others’ emotions. The better you are at acknowledging and understanding happened to what’s next after offering initial feedback.
your team members’ feelings and experiences, the more heard and valued Leaders should set an example, so act on the feedback you’re given to show
they’ll feel. you value your team and are serious about improving. This will encourage
Developing empathy as a leader touches on additional components of the your employees to do the same and help create a strong, productive
“six C’s of communication” in Organizational Leadership. Compassion, the organizational culture.
empathic understanding of a situation and your audience, can help you 7. Establish a Workplace Communication Strategy
develop a connection with your audience and tailor communications It’s vital to develop a framework that outlines how and what your organization
accordingly. communicates internally and externally. This ensures all parties receive the
In engineering, you'll need to build your emotional intelligence to bring out right information at the right time.
the best in others and cultivate high-performing teams. By taking the time to According to Organizational Leadership, leaders can develop this framework
understand your employees’ wants and needs, you can boost engagement, through contextual intelligence. At a high-level, contextual intelligence
build trust, and foster a strong company culture. focuses on understanding the dynamics and the competitive and contextual
6. Receive and Apply Feedback landscape that shape and influence your organization's business strategy.
Another way to build trust among your peers and grow as a leader is through “Leaders can apply a similar approach to interpersonal relationships by
feedback. Effectively giving and receiving feedback isn’t an easy feat, but it's focusing on contextual intelligence at the micro level,” Mayo says in the
important to thoughtfully consider any comments you receive and ask course. “That’s the process you must go through to both understand what
questions to better understand them. brings out the best in others and adapt your approach to that understanding.”

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In addition to a clear strategy, your internal communication plans should IMPROVING YOUR LEADERSHIP SKILLS
detail which tools your team can use to distribute information—such as
instant messaging platforms, video meeting tools, and project management By developing these essential communication skills, you can stay ahead of
software—along with basic guidelines for using them. changing workforce demands and gain a competitive advantage in the
8. Create a Positive Organizational Culture engineering industry.
Communication can be easier and more effective in a positive work
environment. According to Organizational Leadership, workplace culture— “Communication sets an agenda, informs and builds understanding, and
the internal set of values and beliefs expressed in how employees interact aligns with organizational objectives,” Margolis says in Organizational
and behave—is largely influenced by how effective leaders communicate Leadership. “Communication is also critical when you’re trying to inspire and
with their teams. If your organization’s culture is founded on trust, respect, rally your team toward a possible future for the organization and help your
and honesty, employees will be more receptive to hearing what you have to team envision their roles in that future.”
say. Learning and practicing effective communication skills is one of the best
Speak openly about your organization's goals, opportunities, and challenges ways you, as an engineering leader, can bring value to your organization and
to foster an environment wherein employees feel empowered to share ideas grow your career.
and collaborate. This will ultimately create a safe space that encourages
creativity and critical thinking and expresses to each individual that they’re
valued.

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