Building The Ideal Company; Planning, Organizing, Leading & Controlling
R. Anthony Gil
Indiana Wesleyan University
Prof. Nader Eskander
MBA 731-ADM 508-A: Business, Analysis & Technology
7/18/12

I have read and understand the plagiarism policy as outlined in the syllabus and the sections in

the Student Bulletin relating to the IWU Honesty/Cheating Policy. By affixing this statement to

the title page of my paper, I certify that I have not cheated or plagiarized in the process of

completing this assignment. If it is found that cheating and/or plagiarism did take place in the

writing of this paper, I understand the possible consequences of the act/s which could include

expulsion from Indiana Wesleyan University.
Building The Ideal Company; Planning, Organizing, Leading & Controlling
In today's fast past and ever changing world of business, a manager must fulfill their primary function of planning. This establishes the basis for all the other things managers do as they organize, lead and control. Planning creates a coordinated effort for managers and non-managerial employees. When all employees understand where the organization is going and what they must contribute to reach the goal, they can begin to coordinate their activities, thus fostering teamwork and cooperation. Managers must look ahead, anticipate change, consider the impact of change, and develop appropriate responses, planning reduces uncertainty. It also clarifies the consequences of their actions managers might take in response to change. Proper planning reduces overlapping and wasteful activities. When managers plan, they develop goals to their plans. When they control them, they see whether the plans have been carried out and the goals met (Robbins, DeCeprnzo and Coulter, (2011) p. 84).
Measuring performance focuses on the extent to which a project or a process achieves its stated objective. The success of the project or process serves as a proxy measure for the success of the strategic planning embedded in it. For example, outcomes might be measured in terms of the reduced cost of the process, improved efficiency, the reduction in time taken to do it, and the improved quality of delivery. All of these practices are considered to be key characteristics of (KMS) Knowledge Management System (Andone, ( 2009) p.25). As plans and goals change over time, so will your measures of performance. Measuring for the sake of measuring is a waste of time, it's important you measure for a specific purpose; - The some kind of action or decision will be taken as a result for the measures; - Focus on what is important. Trying to measure too much not only requires a great deal of work, it also tends to dilute the truly important issues.
As the Maintenance Program Manager for The University of Chicago, my largest responsibility is planning and performance. I've developed the Preventive Maintenance Program which sustains all major mechanical, electrical and utility assets on campus. The collection of asset information was the first and most difficult step. I was then able to develop specific work plans needed to service the equipment and established the frequency in which to do so. Once I was able to collect the periodicity for the equipment I was than able to calculate it's efficiency. The improved efficiencies were then translated into reduced cost of the process, reduction in energy consumption, the reduction in time taken to do it repairs, and the improved quality of service to the customer.
The launch of any program is critical and to insure its success, I chose to combine the mechanistic and organic approach. I wanted to influence behavior by developing guidelines (Standard Operating Procedures - SOP) for specific maintenance activities. In doing so I gave structure format to what was expected to be done. The once-and-for-all decision "that a particular task shall be done in a particular way... relieves the individual who actually