Chapter 1: Distinguish among, planning, organizing, leading and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance. Planning: The manager makes it their duty to distinguish the necessary courses of action. In other words the manger develops strategies to achieve high performance levels. Three steps to successful plan are: specify which goals are most important to the organization, which strategies will work best for the organization, and lastly decide how to distribute organizational resources for the desired outcome. All of these factors come into play to develop a specified strategy, which is a series of decisions tailored to the organizations goals. Organizing makes an effective leader because organizational members can be given job specific tasks to perform. This is crucial because it differentiates responsibility between different individuals of the organization. Once an organization is achieved, tasks are easily accomplished because a system was developed to coordinate and motivate members to work together. To lead an organization the leader must have a vision as well as an inspiring statement of what goals they intend the organization to achieve. Managers articulate their organizational vision by enabling employees in a way where everyone understands the part he or she plays. Leadership involves identifying their power and influence, as well as communication skills to coordinate people into a well functioning system. Controlling is a vital managerial task; once planning, organizing, and leading are successfully accomplished, controlling is the final step to maintain and improving performance. To implement control, the manger must decide which goals are most important to the company; for example, productivity or responsiveness to customers. Being in control of an