EXECUTING

THE PLAN
EXECUTION
is the carrying out of a plan,
order or course of action. In the
book Execution: The Discipline of
Getting Things Done by Larry
Bossidy and Ram Charan, execution
described “as a missing link”.
 It is accordingly the main
reason companies fall short of
their promises. It is the gap
between the company’s leaders
want to achieve and the ability of
their organization to deliver it.
 Execution is not simply tactics,
but a system of getting things done
through questioning, analysis, and
and follow through. “It was also
described” 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.
 Leader’s Seven Essential
Behaviors
Bossidy and Charan
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
 THE PLANNING AND
EXECUTION QUADRANT
3 4
PLANNER/
PLANNER EXECUTIONER

1
NEITHER 2
PLANNER NOR EXECUTIONER
EXECUTIONER
 4 TYPES OF LEADERS
Q 1 – THE NON-PLANNING AND
EXECUTION LEADER.
No action. Therefore, no expected
results.
Q2 – THE EXECUTIONER.
Implements but actions are not
backed up by planning. 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.
Which is better: Planning or
Execution?
 Arya Pradipta “Planning is
better than execution. One need
to think before he/she acts. The
better an individual plans his/her
actions, the more there is
probability that the results will
show a positive sign.
 EXECUTION AS LINK AMONG
MANAGEMENT FUNCTIONS
Execution links the other
management functions of organizing,
staffing, leading. Planning sets the
stage for execution. Controlling
measures results after the execution of
the plan.
 Organizing is a management
function that determine the
structure and allocation of the job.
Delineation of functions is
emphasized. Confusion and
encroachment of functions are
avoided.
 Staffing is the manning of jobs.
It is ensuring that the right people
are placed particularly in critical
jobs. These people will be the
ones who will be relied upon by
the organization to execute the
plan properly.
 Finally, the leading function
reinforces execution. As the saying
goes, all organization efforts depend
on effective leadership. Without a
good leader, execution will not come
into fruition. Effective leadership sets
the stage for excellent execution and
achievement of positive results.
 COMMUNICATION AND
MOTIVATION
Communication can be either top-
down, bottom-up, and horizontal.
Effective communication promotes
understanding, cooperation, harmony,
and teamwork in the workplace.
 Motivation is inducing others to
act in a desired manner. Since
employees are expected to be
competent, committed, and are
able to contribute, motivational
approaches by leaders should not
be taken for granted.
 MOTIVATIONAL THEORIES
1. DOUGLAS MCGREGOR’S
THEORY X AND THEORY Y
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.
3. The average human being prefers to
be directed, wishes to avoid
responsibility, his 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.
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
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 interest
7. Being capable of behaving in only a few ways
 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 long-term perspective
6. Developing deeper interest
7. Being capable of behaving in many ways to satisfy
needs
3. ABRAHAM MASLOW’S
HIERACHY OF NEEDS
Self
actualization

Esteem
Love/Belonging
Safety
Physiological
 Dissatisfaction Not dissatisfied Positive
and but not satisfaction and
demotivation motivated motivation

H T
3. FREDERICK
Hygiene Factors HERZBERG’S
Motivational Factors
E
R
W
O THEORY
T They do
Company OF
not MOTIVATION
policies
Achievement
Quality of supervision
Z - H serve to promote Career advancement
B F E Relations with others
job satisfaction
Personal life
Personal growth
E A O Job interest
R C R butRate
their absence
of pay
Recognition
G T Y Job
cansecurity
create Responsibility
’ O Working conditions
dissatisfaction.
ACTIVITY: ½ sheet of paper.
“You and your five high school classmates were
recently reprimanded by your teacher because you were
talking while he/she was giving lecture. In his/her anger,
he/she vented his frustration on the six of you calling the
names. This situation reached the principal’s office.
You and your classmates were called to have a
conference with the principal and with your teacher.
What do you expect to happen in this conference in
terms of creating a win-win situation for both the six of
you and your teacher? What sort of leadership style do
you want the principal to manifest during the conference
so that things will work out?