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Essay / Research Paper Abstract
7 pages. While there is no doubt that it takes good leadership to make a good organization the fact remains that there must be good planning as well. It is the setting of goals and the planning skills that are used to reach those goals that are the key to success in organizational management. The planning aspect of the organization is the focus of this paper as it applies to any organization of any type. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: D0_JGAmplan.rtf
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planning as well. It is the setting of goals and the planning skills that are used to reach those goals that are the key to success in organizational management.
The planning aspect of the organization is the focus of this paper as it applies to any organization of any type. SOME ASPECTS OF PLANNING WITHIN THE ORGANIZATION
In a general sense, competitively oriented people within the organization often act in an aggressive and uncooperative manner. The situation is often one in which neither party comes out
the winner, and one party usually attempts to dominate the other. When confronted with this, leadership is concerned with trying to satisfy both parties concerns in a conflict.
A good concept of planning skills within the organization can help settle these type of aggravations by stopping them before they start. Those leaders who have what McKenna (1995,
22) refers to as a "collaborative orientation" tend to be highly assertive and highly organized as far as planning skills. The solution that is sought is that of a
mutually beneficial plan, using an attempt at integration between the conflicting parties and win-win situations. The compromising style of planning is considered a "middling approach" (1995, 22) to conflict.
Compromising plans can ensure that people are satisfied if employees achieve moderate levels of satisfaction with agreements in conflict. Compromising planners do not fully avoid the problem, nor
do they fully collaborate to develop a win-win resolution (McKenna 1995). There are leaders who practice the avoiding style as well. They tend to behave as if
they were indifferent both to their own concerns and to the concerns of others. McKenna (1995) explains to us that the avoiding orientation is often manifested through non-assertive and
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