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
of the chain of command within an organization. Once a manager has created a work plan, the next
phase in management cycle is to organize the people and other resources and physical facilities
available, in order to maximize returns with minimum expenditure. The structure is usually
represented by an organizational 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 involves the following steps :

a) Creating the organizational structure – The framework of the organization is created within
which effort is coordinated allocating human resources to ensure the accomplishment of
objectives. This structure is usually represented by an organizational chart, which is graphic
representation of the chain of command within an organization.
b) Making organizational designs – Decisions are made about the structure of an organization.
c) Making job design decisions – Roles and responsibilities of individual jobs and the process of
carrying out of duties is defined.

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 was 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.

LEADING

Organizing as they grow, develop complex structures with an increasing need for coordination and
control. To cope and manage such situations, leadership is necessary to influence people to
cooperate towards a common goal and create a situation for collective response. 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.

Managers can become effective leaders by understanding their employees’ individual values,
personalities and attitudes. For example, studies of motivation and motivational theory help
managers understand how workers can be energized to put forth productive effort. Finally, studies of
leadership and leadership style provide information such as how a manager can be a good leader and
what leadership styles are most appropriate and effective in certain situations. When an
organization’s operations cross borders, managers have to make additional choices related to the
employment of local workers versus relocating workers from the home country, as well as the degree
and frequency with which employees rotate through positions and countries.

Tony Fernandes is known to be the charismatic CEO of Air Asia. Fernandes stated that employees
come first before his customer. He believes that in having a happy workforce, his staffs will look after
his customers anyway. Fernandes believe strongly that employees are vital and asset for great
success, that drives the core of daily’s revenues and profits. Being invested in his or her employees
will portray a leader as caring and understanding, more like family in a business rather than just a
worker and boss relationship.
Fernandes leadership with his employee can be seen such as:
a) He broke the hierarchy, he shares his personal contact and email ID to all level employees,
they can meet him at anytime.
b) Fernandes encourage people to speak up and get “every brain in the game”
c) He creates an environment where employees can learn, grow and do what they should do in
the company.
d) He also encourage employees to pursue their passions, love their jobs at Air Asia.
e) He also established a “culture department” to “pass the message and hold parties”.

Fernandes leadership motivation can be seen such as :

a) He was very accessible to the media was entirely committed to his business.
b) He tries to gain power and influence others to accomplish goals that benefits the team of
organizations.
c) He wore Air Asia’s official T-shirt and office red cap to almost every official function and
sometimes he will serve the customers on the plane together with employees.
d) Fernandes is an outgoing, sociable and talkative person. He gave his phone number to all the
media representatives, and was himself advertisement for his company. Although he was a
Group Chief Executive Officer of Air Asia.
e) He had became a good role model and an influenced leader for his employee, employees
willing to follow him to accomplish the goals.

Fernandes also create strategic vision in Air Asia such as:

a) Air Asia business model is changed by himself which is “Now everyone can fly”.
b) Low-cost and no-frills strategy. It also has successful swiftly broken.
c) Travel around the globe and has risen to become the best of the world.
d) Developed strategic vision to be the largest low cost airline in Asia.
e) Air Asia had achieved to the world low-cost airline awards.

CONTROLLING

Controlling involves ensuring that performance does not deviate from standards. Controlling consists
of three steps, which include :
a) Establishing performance standards
b) Comparing actual performance against standards
c) 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.

Controlling is not just limited to organization’s financial state, but also spans across areas like
operation, compliance with company policies and other regulatory policies, including many other
activities within the organization. The controlling function is intended to ensure that work is
proceeding according to plan. Indeed, effective control requires having plans and objectives and
establishing which position will be responsible for correcting deviations that occur.

Effective controlling requires the existence of plans, since planning provides the necessary
performance standards or objectives. Controlling need to be clear understanding of where
responsibility for deviations from standard lies.

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 to activities of subordinates are consistent with and contributing toward the
accomplishment of organizational and departmental objectives.