Extension Management Unit 2 –

Organising, Influencing & Controlling

 UNIT INTRODUCTION
• By the end of this unit, students should be able to
describe Organising, influencing and controlling as
other management roles of extension workers

2
 Organising
• Just like planning, organising is management role
which involves decision making.

• Organising is defined as the process of

prescribing formal relationships among people
and resources for the accomplishment of goals

• It involves assigning tasks and allocating

resources required for the tasks to individuals.
 ORGANIZING cont
• In extension, the supervisor has the duty as a
manager of extension work to decide on what roles
his/her subordinate staff and farmers and all
relevant stakeholders should play.
• As a manager, you need to know the capabilities of
your staff and choose the right person with the
right skills for each job
• You also need to find and arrange the right
resources for each job

4
 Job analysis
• To allocate the right people and resources to
the right jobs requires the manager to
understand each job to be performed in the
organisation.
• This requires the manager to conduct a job
analysis for every position.
• The job analysis leads to the establishment of
job descriptions
 Organizational chart
• An organizational chart shows the
organisational structure and positions of staff
• It shows the line of authority and
responsibilities in the organisation
• It allocates jobs to different parts of the
organisation
• It shows the degree of centralisation – Who is
in-charge of what?
 Influencing
• Influencing is the process of affecting the
behaviour of others
– As a manager, you must influence the behaviour of
your staff
– In agricultural extension, this includes the role of
influencing farmers and value chain actors
• This has implication on your level of power and control
• The way you can influence your staff is different from the
way you can influence your clients
– It involves the power and ability to sway people to
ones own view
 Influencing cont.
• Influencing is done through:
– Motivation including provision of incentives
– Providing leadership
– Persuasion
– Establishing/providing good communication with staff
and clients
– Developing staff and client capacity
– Managing conflicts
– Encouraging creativity
– Dealing sensitively with issues of power and managing
group politics
 Controlling
• Controlling is the process of ensuring that
implementation is in accordance to planned
goals and objectives as well as organisational
ethics and standards
• It involves ensuring that staff are performing
what they are supposed to perform and that
resources are being used for the intended
purposes
 Controlling cont.
• It requires monitoring of the implementation
process
– As a manager you should be able to track
implementation progress along the
project/programme networks e.g. Gantt charts or
critical path analysis
– Critical path analysis
– Taking corrective measures
 Components of Management
• Mechanical and dynamic components
– The dynamic component involves working with people
and requires different skills from those in mechanical
component
• Mechanical Component of management involves:
– Formulating objectives
– Developing plans of action and projections
– Dividing and allocating tasks
– Acquiring resources
 Dynamic component
• Basically deals with the human elements of
management
• It involves:
– Communication
– Motivation
– Influencing staff
– Participation in meetings
– Having discussions with staff
– Conflict management and resolution
 Managers’ roles
• Interpersonal roles
– Figure head
– Motivator (Leadership)
– Liaison
• Informational roles
• Decision making roles
 Interpersonal roles

• Figure head
– Networking with outside organisations
– Hosting guests and clients
– Inducting clients
• Motivator (Leadership)
– Hiring firing
– Goal setting
– Appraisal
• Liaison
 Informational roles

• Monitor:
– Scanning the environment for both formal and
informal sources of information
• Disseminator
– Sharing and distributing information
• Spokesperson
 Decision making roles
• Entrepreneur
• Disturbance handler
– Dealing with disturbances and conflicts that might
affect the performance of the organisation
• Resource allocator
• Negotiator
•