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This is why companies tend to invest large amount of money in training programs for the employees, as well as in motivational schemes that can increase their efficiency in the workplace.
Finally, the outcomes in the organization greatly depend on the external environmental factors, in other words on the situation that occurs at a certain point or other. Despite excellent planning and organizing, things can go wrong and the outcome can be changed if the external environment is such that it brings about things that the leader or employee cannot control. Basically, with training seminars, as well as by encouraging the employees' openness towards actually asking questions where these may appear, the leader will ensure that the proper message has reached the employees and that they are ready for implementation.
3. The planning, clarifying and monitoring phases describe virtually the entire circuit from conceiving the mission, as the organizational leader, to compiling the appropriate steps that this needs to take in order to become a reality, to presenting it and training the employees in order to be able to abide by the instructions and, in the end, to ensuring that the instructions have been properly understood and that the proper results are ensured with the monitoring phase.
As such, the planning phase involves the manager's mission to clarify the strategic and tactical objectives of the organization, to identify the instruments and means by which these can be reached (in other words, the strategic, tactical and operational plans of action) and to clearly determine any potential issues that may appear during their implementation.
Finally, the monitoring phase is a circular loop that will ensure that the instruments that have been designed in the planning phase, as they have been implemented by the employees, produce the adequate results. If the monitoring phase shows that the right results are not produced, then the leader will need to determine whether these instruments are incorrect or whether they haven't been adequately implemented by the employees.
Bibliography
1. Yukl, G. (2006). Leadership in organizations 6th ed. Upper Saddle River, NJ: Prentice-Hall, Inc.
2. Phillips, D.T. (1996). Lincoln on Leadership; Executive Strategies for Tough Times. New York: Warner Books
3. The difference between Leadership and Management. On the Internet at http://www.teamtechnology.co.uk/leadership-basics.html.Last retrieved on September 17, 2007
Bibliography
1. Yukl, G. (2006). Leadership in organizations 6th ed. Upper Saddle River, NJ: Prentice-Hall, Inc.
2. Phillips, D.T. (1996). Lincoln on Leadership; Executive Strategies for Tough Times. New York: Warner Books
3. The difference between Leadership and Management. On the Internet at http://www.teamtechnology.co.uk/leadership-basics.html.Last retrieved on September 17, 2007
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