The planning process is very important for a company. It determines how fast the company can meet its goals (Greenley, 1986). Planning is allocated to different departments in a business. The allocation depends on the level of importance of the project being planned and the number of departments that will be affected by it. Whatever the situation, planning should be done carefully and consulted widely to ensure that every department is productive (Mcadam & Galloway, 2005).
At Vision Bank, planning is a long process and is usually allocated to the people behind the project. Planning is seen, not as something you do before the real project, but as part of the project. It is allocated time, funds, and other resources. It is believed that planning lays down the foundation for effective decision making, action, and achievement. For preparation to be productive, it has to involve all the stakeholders. The Vision Bank uses an 8-step planning method (Greenley, 1986).
First, all the people commit themselves to the plan. The planning process is very involving and without commitment, it is bound to fail. This step involves all the parties involved committing to participate fully and to give the full contribution expected from them. At this point, various issues are discussed. First, the level of planning that needs to be done is discussed. Second, the time and resources that will be allocated to each step is settled on. Third, the parties discuss how much information they can revisit from past experiences and achievements before starting and how they can get access to it. Finally, the main stakeholders are determined.
Analysis of needs and situations
Second, the company analyzes the situation and needs of the project. This step entails collecting and assessing the information needed for the goal and purpose to be decided. The information collected is that which is relevant to your relevant community, realistic and likely to make a difference, most effectual and suitable contribution given the situation the company intends to change. At this point, the company sets out a goal. The goal is a clear account of the long-term change targeted by the company. It should be something that is expected to improve the lives of the community. Clarifying the goal helps to keep the planning on track of the real input even in cases where the contribution is small. The company also identifies the purpose of the project it intends to undertake. This pertains to what the organization commits itself to achieve. This must be something the company can achieve on its own and which contributes to the goal. The objectives of the company and the activities to be involved are also selected. All these decisions build on the decisions already made at this point and depend on how well the analysis has been done.
Third, priorities are set. This process involves reviewing the goal and purpose again to ensure they are the right ones for the project. The goals are intended to give the company an idea of how much it has done at the end of the project.
Development of objectives
Fourth, clear, and specific objectives are developed explaining the specific results that have to be achieved for the purpose to be achieved. The objectives must be as clear and particular as possible. The company also analyses if it can perform the activities required for the purpose to be achieved.
Identification of strategies
This step entails the identification of the various alternatives possible and the most suitable one for the achievement of the objectives. The best approach for getting the work done is selected. This step prevents the company from assuming that there exists only one correct way of doing something. The company looks at all the options available and decides which one is most effective. The company approaches all the options available with an open mind and tests them. This prevents the company from wasting their resources on unreliable and expensive strategies.
The company then decides on the best way to implement the strategies. Activities that need to be done are allocated to the respective people. Responsibilities regarding the management of the project once it is completed are allocated here.
Plan for evaluation
The company then plans on how best to evaluate the progress of the project. A program for evaluating progress is set up to ensure that growth is observed within a set timeline and. This protects the company’s resources from being misused by observing the progress and ensuring the project does not stagnate.
Making the plan summary
This is the last step of planning. The summary and the discussions made after every meeting are then made available to everyone who needs to be involved in the project. The plan is then given to the right authorities for funding and authorization.
Leadership is serious business in every company. For this reason, the company ensures that its leadership employs the best methods. The Vision Bank employs a mode of leadership known as the participatory leadership style. It also ensures that all the leadership positions are achieved rather than allocated. Every person starts on the lowest position that he qualifies for and steadily climbs the ladder of leadership (Kezar, 2001).
The participatory style of leadership sets out to add a democratic dimension in contemporary administration. Participatory leadership is a form of leadership in which decisions are made by those people who are most affected by the results. It enables the leaders to perform better in the organization.
Participatory decision making is made possible by implementing participatory management. Participatory management is a situation where subordinates share a level of cooperative decision making with their immediate supervisors. They get a say on the decisions that involve them and are thereby responsible for their results (Eagly, Johannesen-Schmidt, & Engen, 2003).
This method of leadership results in her performance by motivating growth. It also allows power sharing. This enables employee participation that is necessary for the redistribution of power and protection of employees’ interests. Participatory leadership also improves decision making by enabling better communication between ranks (Kezar, 2001).
Being organized is every company’s desire. The Vision Bank ensures organization of its employees through a series of policies and cultures.
First, the company ensures that every employee is at work at least thirty minutes before the customers. The half an hour is the time that it takes for every employee to be at his post and be organized. They also have, at this point, everything they require.
Second, the company allocates assistants for every department. Assistants are there to ensure that there is no backlog as this can slow down work making the system ineffective. They also assist when someone seems clogged with responsibilities.
Thirdly, the company has a computerized filing system that requires little organizing. This system also makes customer service easier and cheaper. A computerized filing service also ensures that the paperwork does not make the service booth look disorganized.
Fourthly, at company level, the company awards the department and individuals that are most organized every month. In determining who is most organized, the performance, amid other criteria is observed.
Finally, the company allocates duties through the department of human resources. Everyone is responsible for the organization of the work they are allocated. Failure to deliver in the respective positions results in corrective action and even demotion if excessive. Indeed, organization is vital for growth at Vision Bank.
Staffing is mostly the burden of the department of human resource. However, it takes more than the department to get results from this department. Staffing or recruitment is a step by step process (Keynes, 1936).
First, the position is reported as vacant on either the grounds of creation of a new position through expansion or by the loss of an employee through death, dismissal, or resignation. This report is made to the HR department, and the department making this report makes recommendations to the HR department.
Second, the company advertises the vacant position on its website and a national newspaper. The advertisement is done for five business days. If before the end of the five days the company has already received too many applications, it may stop the advertisement from running for the remaining days.
The department then goes through the applications and shortlists its candidates. The candidates are contacted, and interview dates set. Once the HR department has set interview dates, it contacts the respective department to deliver an interview for the evaluation of the shortlisted candidates. The interview then takes place, and the candidate is selected.
Once selected, the staffing process is not complete. The new employee is put on parole for the first three months during which training is undergone. During the parole, the company usually employs its employees on a temporary basis, and it is usually a period of testing for the new employee. The employee is expected to show dedication, discipline, and performance where applicable or is dismissed.
Once the parole period is completed, the worker is assessed and tested before finally being awarded the position. He signs a permanent employment contract with the company and is posted to the post.
There are situations where the rules are slightly changed. If a vacancy appears at a point when one of the employees is due for promotion, the HR department then refers the employee to the department. This department may at times require training. Training is initiated at once, and the employee starts working at once. Once the promotion is effected, a new contract with new terms is signed with the company.
Another situation where the company may alter the employment process is if the new employee does not require the pre-training period. In this case, he immediately fills the position. He is however put under close supervising. This may arise in situations where the candidate selected turns out to have experience in a similar position.
Sometimes the position cannot remain vacant for long. In that case, the company may choose one of two things. First, it may choose to allocate the job to someone in the company in an acting position. A position obtained this way is, however, always temporary and is eventually filled by the incoming employee.
The company also ensures that every time there is a vacancy, the people who are apt to take a position are investigated. This is because it is easier to fill a position through promotion rather than by interviewing. It is also in respect to the culture of the company to have people promoted up the ladder on the criteria of performance (Keynes, 1936).
For there to be progress in the company, there must be rules and regulations which are followed by the employees. The system also allocates powers that ensure that the practices are observed by everyone in the company (Ouchi & Maguire, 1975). The Vision Bank works by ensuring that the measures are enabling rather than simply controlling. The management system should also help in governance and risk management. The system employed by the company towards control ensures that organizational objectives are achieved, and stakeholder value is created, enhanced and protected. Vision Bank ensures good control measures through a series of guidelines (Schaad & Moffett, 2002).
Internal control is used by the bank to support the bank in achieving its objectives through risk management while complying with rules, regulations, and company policies. The bank, therefore, strives to integrate control and risk management into its governance.
The bank also determines the various roles and responsibilities that regard internal control including the board of governors, all levels of management and employees, and coordinates the collaboration of all the participants.
The board of governors and the administration foster organizational culture that motivates workers to work harder and improve the bank’s performance. A good culture also works in line with risk management strategy and guidelines on internal control laid down by the board of governors towards the bank’s objectives. The actions of the top leadership are critical in this regard.
The board of governors of the bank also links the internal control achievements to the achievement of individual employees. All employees are held responsible for the achievement of those internal control objectives that are allocated to them.
The bank’s board of governors, the management, and other participants are expected to be sufficiently competent to fulfill the responsibilities allocated to them about internal control. It is also ensured that new controls are designed for issues that arise and their specific consequences.
The bank management ensures that there is regular communication in the internal control system and its outcomes. This communication ensures that all the principles of internal control are understood and practiced by all (Schaad & Moffett, 2002).
In conclusion, for any
business to succeed, it must strive to make that every one employee is working
towards its success. This can be ensured through proper planning of its
projects, involvement of all employees in the leadership system, planning, and
decision making. Successful organizations take many sacrifices to build. Every
aspect of the company is vital and should be approached carefully and with experience.
Motivation gives employees an inner push that may lead a business to its
eventual success. Employment systems should also be thorough in ensuring that
the best candidate is employed. Once employed, hard work can be motivated
through the use of promotions and awards.
Eagly, A. H., Johannesen-Schmidt, M. C., & Engen, M. L. (2003). Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin. doi:10.1037/0033-2909.129.4.569
Greenley, G. (1986). Does strategic planning improve company performance? Long Range Planning. doi:10.1016/0024-6301(86)90226-8
Keynes, J. M. (1936). General Theory of Employment, Interest and Money. Economic Record.
Kezar, A. (2001). Investigating Organizational Fit in a Participatory Leadership Environment.Journal of Higher Education Policy and Management. doi:10.1080/13600800020047261
Mcadam, R., & Galloway, A. (2005). Enterprise resource planning and organisational innovation: a management perspective. Industrial Management and Data Systems. doi:10.1108/02635570510590110
Ouchi, W. G., & Maguire, M. A. (1975). Organizational control: Two functions.
Schaad, A., & Moffett, J. D. (2002). A Framework for Organisational Control Principles.
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