The paper "Management - Planning, Organising, Leading and Controlling" is an engrossing example of coursework on management. This paper examines the definitions and roles of planning and leadership in good service delivery, in the context of Philippine Airlines (PAL). Philippine Airlines, while considered the flag carrier of the country, has recently lost its leading market position to its nearest competitor, and has been financially troubled; to correct this, PAL has recently implemented a plan to outsource three of its business units, which will allow it to focus more closely on its core business of providing passenger service. Planning is often confused with strategy, just as leadership is often confused with management.
The author argues in a well-organized manner that these concepts are of particular interest to the idea of service management, because within the perspective that provides the framework for the customer- or market-oriented approach defined as service management, the distinctions between “ planning” and “ strategy” and “ management” and “ leadership” largely become irrelevant. Because a focus on good service delivery requires a holistic approach to management, the overall strategy of the organization and the specific planning of its component parts must be aligned and complementary, rendering the distinction between the two meaningless.
Likewise, leadership and management in a service-oriented enterprise occur in a framework of great collaboration and coordination between the organization’ s separate parts, removing much of the structural importance attach to positions within a hierarchy. To make the best use of its new organizational form, PAL must re-orient itself as a service delivery organization, applying the perspectives of service management. Building a culture of customer service, using clear metrics available to it (in terms of passenger numbers) to set goals and measure success, and developing a committed, service-oriented workforce are keys to the airline’ s future success.
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