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- Things 3 2 2 – Elegant Personal Task Management Ppt Template
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- Things 3 2 2 – Elegant Personal Task Management Ppt Presentation
Learning Objectives
- Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
- Know the general inputs into each P-O-L-C dimension.
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, organizing, leading, and controlling (the P-O-L-C framework). The four functions, summarized in the P-O-L-C figure, are actually highly integrated when carried out in the day-to-day realities of running an organization. Therefore, you should not get caught up in trying to analyze and understand a complete, clear rationale for categorizing skills and practices that compose the whole of the P-O-L-C framework.
It is important to note that this framework is not without criticism. Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately depict the day-to-day actions of 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 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 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
Prioritize with Crucial Results. Crucial Results is a system that SnackNation CEO Sean Kelly developed in the early days of his entrepreneurial journey as a way to stay on task when he and his business partners were trying to accomplish big things on their own (i.e., with no one but themselves holding them accountable). #3: Avoid Task Hopping. Self-management doesn’t work without focus. If you sit down to work on a task at the predetermined time, and your mind is all over the place, you’re obviously.
Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.
Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of 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 implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.
There are many different types of plans and planning.
Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment. Strategic planning has a long time frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning is often based on the organization’s mission, which is its fundamental reason for existence. An organization’s top management most often conducts strategic planning.
Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.
Operational planning generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans.
Organizing
Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure 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 organizational design decisions.
Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions.
Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations use multiple methods of departmentalization.
Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, job design was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.
Recently, many organizations have attempted to strike a balance between 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 traditional “departments” to focus on listening and responding to customer needs. From company-wide meetings to team huddles, HUI employees know and understand their customers and how HUI might service them best (Huimfg, 2008).
Leading
Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.
The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their subordinates’ personalities, values, attitudes, and emotions.
Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort. Studies of communication provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions, such as, “What makes a manager a good leader?” and “In what situations are certain leadership styles most appropriate and effective?”
Figure 1.8
Quality control ensures that the organization delivers on its promises.
International Maize and Wheat Improvement Center – Maize seed quality control at small seed company Bidasem – CC BY-NC-SA 2.0.
Controlling
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, 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 service.
The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.
The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.
Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.
The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.
Key Takeaway
![Things 3 2 2 – Elegant Personal Task Management Ppt Things 3 2 2 – Elegant Personal Task Management Ppt](https://www.projectmanager.com/wp-content/uploads/2018/03/5-Phases-of-Project-Management.jpg)
The principles of management can be distilled down to four critical functions. These functions are planning, organizing, leading, and controlling. This P-O-L-C framework provides useful guidance into what the ideal job of a manager should look like.
Exercises
- What are the management functions that comprise the P-O-L-C framework?
- Are there any criticisms of this framework?
- What function does planning serve?
- What function does organizing serve?
- What function does leading serve?
- What function does controlling serve?
Referenes
Huimfg.com, http://www.huimfg.com/abouthui-yourteams.aspx (accessed October 15, 2008).
Lamond, D, “A Matter of Style: Reconciling Henri and Henry,” Management Decision 42, no. 2 (2004): 330–56.
Mintzberg, H. The Nature of Managerial Work (New York: Harper & Row, 1973); D. Lamond, “A Matter of Style: Reconciling Henri and Henry,” Management Decision 42, no. 2 (2004): 330–56.
Task management and to-do list applications are one of the most common applications with a wide variety of different options to suit your taste. We have even written a mega round-up of different task management applications which I’m in the process of updating, but in the meantime, I thought I’d tell you about a recently updated task management application which might be of great interest to you if you are an Apple product user. Things 3 from Cultured Code.
What Is Things 3?
Things is one of the classic getting things done based task management application for Apple products. It is based around the “getting things done” mentality though it can be adapted to different methodologies or variations upon Getting things done. Adobe animate cc 2018 full crack for mac. As a quick primer on Getting things done, it is the mindset that you break your projects down into smaller tasks (so make the ninja report might involve, research, organize, the first draft, proofread, etc) and use “context” (home, office, computer, after lunch, waiting, or whatever you choose) to determine which tasks you should do at this moment.
That’s a very brief overview missing out some key elements but should help give you an impression of the system that Things was originally designed around. As such the app features, projects, a calendar with deadlines and start dates.
The Good
Let’s start with the way this app looks. It’s stunning. That might not seem like an important detail but a good looking app encourages you to open it up and use it, something vital with a task management tool. A bad looking app will put you off using it. It’s no surprise that this app won an Apple design award this year.
The user interface also assists this point with the magic plus. This is the way to create a new project, inbox item, or item within a project. If you tap the button, you start a new task in whatever view you are in. But if you drag the magic plus button to the sidebar or to a project, it will create a new item where you put it (depending on the location determines what is created). You can also drag it to the inbox icon and that creates a new task in the inbox. This borrows from some of Google’s material design ideas and makes it very simple and familiar for creating tasks.
Today, This Evening and Upcoming
Many task management systems have a few to see the tasks you have today and the tasks you have upcoming this week. Things 3 is no exception with its Today and Upcoming views. Things 3 also adds in a “this evening” option. This is a brilliant way to set aside tasks that aren’t for work but at home and keep these in your perspective. The final perspectives that complete these different perspectives are “anytime” (for tasks with no assigned date) and someday for you “someday maybe” tasks from GTD.
Progress On Projects
Project icons also act as progress bars, showing you how much percentage of tasks you have left to complete. Obviously, you can add more tasks (or remove tasks) and the progress will change but this works ass a great way to see how much more there is to do and makes you feel a sense of progress as you tick tasks off. Something a digital task management tool is great for, giving you a reward for taking action.
Things 3 2 2 – Elegant Personal Task Management Ppt Template
The Bad
There isn’t; anything necessarily bad about Things 3, instead there are good features from other task management tools that you might miss in Things. In some cases, these features are very common and may feel like an oversight from cultured code.
The main feature I feel is missing is the lack of the option for custom perspectives or filters. Currently, you can set up groups, which operate in a similar way to custom perspectives, except they are more limited. For example, each group can have a project created within it or a series of tags associated with it. So, you can set up “Quick and easy” and have a tag for tasks that won’t take a long time to complete. Or you can have “work” and set up different projects you will do at work. What you can’t do is have a group based on quick and easy projects at work. Or other such combinations of variations. This has the benefit of simplicity, but it would be nice to have the option for more complex filters for those of us who want them.
There is also no web service for Things unlike a tool like Todoist or … so you can’t login to the web app at work or use it on a windows PC if you like that sort of thing. At the same time, this isn’t a web wrapper, it’s an actual native app so you can use it properly without an internet connection.
Wrapping Up
Things is a beautiful and well-crafted task management app. It’s definitely one of my favorites and while it lacks some of the power features of other task management tools, it does a great job for people who don’t need highly complex task management tools. Bartender 3 mac os catalina. Its clean design also encourages people to use it more.
Things 3 2 2 – Elegant Personal Task Management Ppt Pdf
Design: 5
Features: 4
Performance: 5
Value for Money: 5
Things 3 2 2 – Elegant Personal Task Management Ppt Presentations
Things 3 supports iOS and macOS.
You can find Things 3 for Mac here
Things 3 2 2 – Elegant Personal Task Management Ppt Presentation
And Things 3 for the iPad here