EXECUTING THE

PLAN
GROUP 2
LEARNING OBJECTIVES:
A. To understand the importance of execution.
B. To appreciate the differentiation between
planning and execution.
C. Understand motivational theories as they
influence engagement of people.
D. To be aware of various leadership styles and
their use in the effective execution of plan and
effectiveness of management of people.
 DEFINITION OF EXECUTION
Execution is carrying out of a plan, order or course of action.

Execution: The Discipline of Getting Things Done

by Larry Bossidy and Ram Charan

Execution has been described as:

“As a missing link.”"
" Execution is not simply tactics, but a system of getting things done
through questioning, analysis, and follow through."
“As a discipline for meshing strategy and reality, aligning people with
goals, and achieving the results promised.”
EXECUTION AS A COMPETENCY
The manner, style, or result of performance: “The plan was sound, its execution
faulty” is the common concern among leaders and managers. There is an
expectation that whatever is started as a plan will lead to implementation and
eventually, results.

Bossidy and Charon listed in their Execution book that the number one building
block to ensure execution is the Leader’s Seven Essential Behaviors, as follows:
LEADER’S SEVEN ESSENTIAL BEHAVIORS:
1 2 3 4
Know your Insist realism Set clear goals Follow through
people and your and priorities
business

5 6 7
Reward the doers Expand people’s Know yourself
capabilities
The Planning and Execution
Quadrant
The Planning and Execution Quadrant
The Four Types of Leaders

Q3 Q4
Planner
Planner
executioner

Q1 Q2
Neither planner
Executioner
nor executioner
 The Planning and Execution Quadrant
The Four Types of Leaders
Q1: The non-planning and execution leader- No action. Therefore, no expected
results.
Q2: The executioner- Implements but actions are not backed up by planning. The
implementation may be faulty.
Q3: The planner- Plans but does not see through the implementation of whatever
was started. Absence of completion.
Q4: The planner and executioner- Ideally, every leader wants to be in this quadrant,
one can say that planning and execution are the Siamese twins. They should always
go together.
SIAMESE TWINS MEANING-Twins that did not separate fully from one
another but are still partially united.
PLANNING OR EXECUTION?
Arya Pradipta’s view is that planning is better than execution. One needs
to think before he/she acts. The better an individual plans his/her actions,
the more there is the probability that the results will show a positive sign.
However, planning is even more difficult. Moreover, the higher and
loftier the goals are, the more one should plan and think from a broader
perspective.
EXECUTION AS LINK AMONG
MANAGEMENTS FUNCTIONS
Execution links the other management functions of
organizing, staffing, leading.
Planning- Sets the stage for execution.
ORGANIZING

-Is a management function that

determines the structure and
allocation of the business.
 STAFFING
-Is the manning of job. It is ensuring
that the right people are placed
particularly in critical businesses.
These people will be the ones who will
be relied upon the plan properly.
LEADING
-All organizations depend on effective
leadership. Without a good leader,
execution will not come to completion.
Effective leadership sets the stage for
excellent execution and achievement
of positive results.
Communication and
Motivation
Two Management Functions
Communication
Definition
-Can be top-down, bottom-up
and horizontal.
-Effective communication
promotes understanding,
cooperation, harmony, and
teamwork in the workplace.
Communication
Definition
-Too much communcation-also
called as "communication
overload", communication gets
lost in translation despite our best
intentions. Conflicts will
result.
Motivation
Definition
-This act is inducing others to
acts in a desired manner.
-It is concerned with how
behaviour gets started, is
energised, initiated, sustained
and directed.
 Motivational Theories
1. Douglas Mcgregor's Theory X and Theory Y
2. Chris Argyris
3. Abraham Maslow's Hierachy of Needs
4. Frederick Herzberg's Theory of Motivation
 Douglas Mcgregor's
Theory X and Theory Y
Douglas McGregor, through his well-known “Theory X and Theory Y,”
drew a distinction between the assumptions about human motivation
which underlie these two approaches, to this effect:

Theory X- assumes that people Theory Y- the integration of goals

dislike work and must be coerced, —emphasizes the average person’s
controlled, and directed toward intrinsic interest in his work, his
organizational goals. Furthermore, desire to be self-directing and to
most people prefer to be treated seek responsibility, and his
this way, so they can avoid capacity to be creative in solving
responsibility. business problems.
Theory X Theory Y
 Chris Argyris
Chris Argyris is an US Business theorist, has developed his motivations theory
based on proposition how management practices affect the individual
behaviour and growth.

Immature-Infant Natural Movement with

end Maturation
1. Being passive 1. Increasing acitivty
2. Being dependent 2. Independences
3. Being unaware of self 3. Awareness of, and control over self
4. Being subordinate 4. Aspiring to occupy and equal or
5. Possessing a short time perspective superior position
6. Having casual and shllow interests 5. Having long-term perspectives
7. Being capable of behaving in only a 6. Developing deeper interests
few ways 7. Being capable of behaving in many
ways to satisfy needs
 Abraham Maslow's
Hierachy of Needs

His hierarchy of needs is a motivational theory comprising a

five-tier model of human needs, often shown as hierarchical
levels within a pyramid.
From the bottom of the hierarchy upwards, the needs are:
physiological, safety, love and belonging, esteem and self-
actualization.
 1. Physiological needs- these are biological requirements for human survival.
2. Safety needs- once an individual’s physiological needs are satisfied, the needs
for security and safety become salient. People want to experience order,
predictability and control in their lives.
3. Love and belongingness needs- after physiological and safety needs have
been fulfilled, the third level of human needs is social and involves feelings of
belongingness.
4. Esteem needs- are the fourth level in Maslow’s hierarchy and include self-
worth, accomplishment and respect. Maslow classified esteem needs into two
categories: (1) esteem for oneself (dignity, achievement, mastery,
independence) and (2) the desire for reputation or respect from others (e.g.,
status, prestige).
5. Self-actualization needs- are the highest level in Maslow's hierarchy, and
refer to the realization of a person's potential, self-fulfillment, seeking personal
growth and peak experiences.
 Frederick Hezberg's
Theory of Motivation
Frederick Herzberg theorized that employee satisfaction
has two factors: hygiene and motivation.

Hygiene Factors: Motivational Factors:

such as salary and supervision, such as recognition and
decrease employees' achievement, make workers more
dissatisfaction with the work productive, creative and
environment. committed.
Physiological Psychological
 LEADERSHIP STYLES
Effective Leader has been defined by Orlando S. Zorilla :
• "In 3Cs of Leadership, he discusses the three requisites

of effective leadership.

• Character, Competence, and Commitment

• These three qualities are interconnected and thus essential in

becoming an effective leader.

 3Cs of Leadership
The 3Cs framework is the combination of commitment,
character and competence. These three qualities are
interconnected and thus essential in becoming an effective
leader.
Character
- Character is who you are when no one is looking.
It’s your level of honesty and integrity, and the way
you deal with pride and humility.
Competency
Competence is the wisdom to know when to say
what needs to be said and when to do what
needs to be done.

Commitment

Commitment is dedication to a particular organization,

cause, or belief, and a willingness to get involved.
TYPICAL ORGANIZATION
SCENARIO
1. Executive, manager, or supervisor's not talking to each other.
2. Ceos micromanaging direct reports and deciding on pretty details.
What is CEO micromanaging?
3. Employees covering up for their mistakes and worse, putting the blame
to other people.
4. Conflicts being resolved by "sweeping them under the rug".
5. Supervisor reporting only the information that top management wants
to hear.
6. Pronounced lack of creativity among employees because the CEO
abhors people making mistakes.
7. Team members have a sense of entitlement and would always ask,
" what is in it for me? ".
The Grid Theory 5
The Managerial Grid now referred to
as the Leadership Grid
Introduced 50 years ago by Robert
Blake and Jane Mouton of Austin,
Texas, U.S.A.
50 years later, Grid International,
Inc., the owner of the Grid Program, is
present in 44 countries, including the
Philippines.
This writer was once the President
and CEO of Grid Culture Change
International, Inc. in the Philippines.
The managerial grid model is
represented as a matrix with
concern for people at the Y-axis
and concern for results at the X-
axis, each dimension ranging
from low (1) to high (9); creating
81 different combinations in which
a leader’s style may fall, but
there are only Seven Dominant
Styles.
 The Model is Based on Two Behavior
Concern for People
This is the degree to which a leader considers the needs of team
members, their interests, and areas of personal development when
deciding how best to accomplish a task.

Concern for Results

This is the degree to which a leader emphasizes concrete objectives,
organizational efficiency, and high productivity when deciding how
best to accomplish a task.
 Two Basic Types of Leader

1.) Controlling type (9,1)

- A person whose
concern for production
or results is high and
whose concern for
people is low.
Two Basic Types of Leader

2.) Too friendly and

accomodating (1,9)

- A person whose
concern for people is
high and whose concern
for production or results
is low.
CONSIDER A ROOMFUL OF
PEOPLE WITH DIFFERENT
BEHAVIOURS
CONSIDER A ROOMFUL OF PEOPLE WITH DIFFERENT BEHAVIOURS

Place these two types of leader:

- 9,1 (Controlling type)
- 1,9 (Too friendly and accommodating)

And combine them with four other leaders who:

- 1,1 (Demonstrate indifference)
- 5,5 (Compromising stance)
- Paternalistic (Prescription and guidance approach)
- Opportunistic (Exploitation and manipulation style)
CONSIDER A ROOMFUL OF PEOPLE WITH DIFFERENT BEHAVIOURS

Without a 9,9 leader who has a high

concern for both production and people
in this room. There can be no synergy
achieved from this convergence of
people. One can just imagine how their
meeting will proceed. it will be chaos.
 A SOUND LEADERSHIP STYLE
CAN BE APPLIED IN
PRACTICALLY ORGANIZATION
STYLES
A SOUND LEADERSHIP STYLE CAN BE APPLIED IN
PRACTICALLY ORGANIZATION STYLES

When one's dominant leadership style is sound, this can

influence the behaviour of team members.

The (9,9) sound leadership style can be applied in making

decisions, resolving conflicts, making inquiries, giving

feedbacks, communicating, and confronting issues.

let us give an example of how different leaders will behave according to
their dominant leadership style using the dimension, conflict resolution:

A. (1,1) INDIFFERENT
Also known as the

Impoverished management.

He/she will avoid direct

conflict or quietly go along.

 B. (9,1) Controlling

Also known as the

Authority-Compliance

Management.

He/she will suppress

or cut off conflict.

C. (1,9) Accommodating
Also known as the

Country Club

Management.

He/She will attempt to

divert attention away

from conflict by offering

encouragement,

comfort, and

reassurance.
 D. (5,5) Status Quo
Also known as the

Middle-of-the-road

management.

He/she will prefer to

remove himself/herself from

direct conflict by taking

a neutral position.
E. Paternalistic
He/She will take

responsibility for

diminishing disagreement

in relationships because

he/she considers conflict

is a sign of weakness.
F. Opportunistic
He/she will

manipulate conflict to

further personal

ambitions or gain

something
G. (9,9) Sound
Also know as the Team

Management.

He/she will explore

disagreements and conflicts

openly in order to surface

underlying causes that are

barriers to effectiveness. He/she

will encourage team members

to work through differences in a

constructive way to ensure

effective resolution
REMEMBER:
(1,1) : Low on concern for both production and people

(9,1) : High on concern for production and low on concern on

people.

(1,9) : Low on concern for production and high on concern for

people.

(5,5) : Medium on concern for both production and people

Paternalistic: Type of leader that acts as a father/mother to

them

Opportunistic: Can be described as 'Exploit and Manipulate'

(9,9) : High on concern for both production and people

THE DYNAMICS OF
TEAMWORK
It does not mean that when two or more people work

together, cooperate with each other, and share the same

purpose, there automatically exists teamwork. Teamwork has

to be results-oriented.

These are some questions that individuals, teams, and

organization should ask:
How does the team resolve conflicts?

How does it make sound decisions?

How does it turn failure into success?

 THANK YOU
FOR LISTENING!