CHAPTER VI

EXECUTING THE PLAN

Prepared by: Gemma Zyl V. Visitacion, LPT

Learning Objectives:
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
“ Good business leaders create a vision,
articulate the vision, passionately own the
vision, and relentlessly drive it to completion.”
 A. Definition of Execution

“Missing link”

- the carrying out of a plan,

- order, or
- course of action
B. Execution as a Competency

manner

result
of
style performance
 Seven Essential Behaviours:

1. Know your people and your business

2. Insist on realism
3. Set clear goals and priorities
4. Follow through
5. Reward the doers
6. Expand people’s capabilities
7. Know yourself
C. The Planning and Execution Quadrant

4
3
Planner/
Planner
Executioner

1 2
Neither Planner,
Nor Executioner Executioner
 D. Execution as Link Among Management Function

Execution links the other management functions

of organizing, staffing, and leading.

 Organizing- a management functions that

determines the structure and allocation of jobs.

 Staffing- the manning of jobs.

 D. Execution as Link Among Management Function

 Leading function reinforces execution.

E. Communication and Motivation

 Communication can be either top- down,

bottom- up, and horizontal. Effective
communication promotes understanding,
cooperation, harmony, and teamwork in the
workplace.
 E. Communication and Motivation

 Motivation is inducing others to act in a desired

manner.

F. Motivational Theories

1. Douglas McGregor’s
Theory X and Theory Y
F. Motivational Theories
 Theory X
1) The average human being has an inherently
dislike of work and will avoid it if possible
2) Because of this human characteristic of dislike
of work, most people must be coerced,
controlled, directed, and threatened with
punishment to get them to put forth adequate
effort.
F. Motivational Theories

(Theory X)
3) The average human being prefers to be directed,
wishes to avoid responsibility, has relatively little
ambition, and wants security above all.

 Theory Y
1) The expenditure of physical and mental effort in
work is as natural as play or rest.
F. Motivational Theories
(Theory Y)
2) People will exercise self- direction and self-
control in the service of objectives to which they
are committed.

3) Commitment to objectives is a function of the

rewards associated
with achievement.

2. Chris Argyris
F. Motivational Theories
 Immature- Infant End
1. Being Passive
2. Being Dependent
3. Being unaware of self
4. Being subordinate
5. Possessing a short time perspective
6. Having casual and shallow interests
7. Being capable of behaving in only a few ways
F. Motivational Theories
 Natural Movement with Maturation
1. Increasing activity
2. Independence
3. Awareness of, and control over self
4. Aspiring to occupy an equal or superior position
5. Having a long- term perspectives
6. Developing deeper interest
F. Motivational Theories
(Natural Movement with Maturation)
7. Being capable of behaving in many ways to
satisfy needs

3. Abraham Maslow’s Hierarchy of Needs

It is important for a manager to determine the
kind of need the employee has at a certain point in
his/her career so that the manager can effectively
motivate him/her.
F. Motivational Theories
(3. Abraham Maslow’s Hierarchy of Needs)

Self-
actualization
Esteem
Love/Belongingness
Safety
Physiological
F. Motivational Theories
3. Frederick Herzberg’s Theory of Motivation

There are two kinds of factors:

 Hygiene factors like pay, interpersonal relations,
supervision, company policy and administration,
working conditions, status and security
 Motivation factors like work itself, recognition,
achievement, possibility of growth and advancement
are considered as the “real motivators.”
F. Motivational Theories
(3. Frederick Herzberg’s Theory of Motivation)

Dissatisfaction Not satisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene factors Motivational factors

• Company Policies
• • Achievement
Quality of Supervision
• • Career advancement
Relations with Others
• • Personal Growth
Personal Life
• • Job interest
Rate of pay
• • Recognition
Job security
• • Responsibility
Working Conditions
G. Leadership Styles
- Highlights the personal values of a leader.

3C’s of Leadership:

 Character
 Competence, and
 Commitment
The Grid Theory 5
High
9
1,9 9,9
8
Concern for People

7 Paternalistic

6
5 5,5 Opportunistic
4
3
2
1,1 9,1
1
Low 1 2 3 4 5 6 7 8 9 High
Concern for Results
The Grid Theory 5
High
9
1,9 9,9
8
Concern for People

7 Paternalistic

6
5 5,5 Opportunistic
4
3
2
1,1 9,1
1
Low 1 2 3 4 5 6 7 8 9 High
Concern for Results
 Examples of Dominant Leadership Style

(1,1) Indifferent. He/she will avoid direct conflict

or quietly go along.

(9,1) Controlling. He/she will suppress or cut off

conflict.

(1,9) Accommodating. He/she will attempt to

divert attention away from conflict by offering
encouragement, comfort, and reassurance.
 Examples of Dominant Leadership Style

(5,5) Status Quo. He/she will prefer to remove

himself/ herself from direct conflict by taking a
neutral position.

 Paternalistic: He/she will take responsibility for

diminishing disagreement in relationships
because he/she considers conflict as a sign of
weakness
 Examples of Dominant Leadership Style

 Opportunistic: He/she will manipulate conflict

to further personal ambitions or gain something.

(9,9) Sound: He/she will explore disagreements

and conflicts openly in order to surface underlying
causes that are barriers to effectiveness.
“ If the rate of change inside the organization is not
as fast as the rate of change outside, then the end is
near.”

- Jack Welch

Reference: Organization and Management

“ Good business leaders create a vision,
articulate the vision, passionately own the
vision, and relentlessly drive it to completion.”