Logical Linear Process

Managers use a simple, logical linear process to achieve desired goals. The problem or opportunity may differ in significance, and the time required to adequately analyze and plan it also may vary widely. The manager or director possesses or has received authority and responsibility to resolve a major problem, plan to commence a new program or facility, or resolve a substantial programmatic failure that has engulfed the organization. Once having the assignment, the director/manager gets busy as discussed in the text. A major problem or opportunity may require weeks or months to resolve, but the sequence of events remains the same. Here’s the outline used broadly in American management circles:

1. Analysis and planning. Once the problem has been identified, the management team will seek to amass all relevant information. It is then used to form a plan that is intended to achieve the desired objectives. This is the longest and usually the most critical step in the process.

2. Organizing. This step is a detailed extension of planning. Issues such as personnel required, physical and electronic resources needed, operating protocols, and budget will be completed.

3. Deputize. Somebody may be needed to operate the new or improved program. The head planner will deputize someone to manage it going forward.

4. Supervise. As the new manager takes over the program, the director or senior manager now oversees the subordinate, assuring that agreed-to objectives are being met.

5. Criticize. Constant critical analysis and improvement normally accompanies the implementation of the plan. Conditions constantly change. Therefore, the original plan evolves with dynamic circumstances. Perpetual quality improvement and troubleshooting on unexpected developments continue in the process as results are measured and compared with expected objectives.