This document discusses principles of management planning. It defines planning as setting goals, strategies, and coordinating work activities. Managers plan to provide direction, reduce uncertainty, minimize waste, and establish goals. Planning approaches include traditional top-down goal setting, mean-ends chains, and management by objectives (MBO). Well-written goals are specific, measurable, timely, and reflect organizational missions. Developing plans involves considering contingencies like environmental uncertainty and commitments. Planning occurs at different levels in organizations and can involve cross-functional teams. Contemporary issues include dynamic environments and environmental scanning.
This document discusses principles of management planning. It defines planning as setting goals, strategies, and coordinating work activities. Managers plan to provide direction, reduce uncertainty, minimize waste, and establish goals. Planning approaches include traditional top-down goal setting, mean-ends chains, and management by objectives (MBO). Well-written goals are specific, measurable, timely, and reflect organizational missions. Developing plans involves considering contingencies like environmental uncertainty and commitments. Planning occurs at different levels in organizations and can involve cross-functional teams. Contemporary issues include dynamic environments and environmental scanning.
This document discusses principles of management planning. It defines planning as setting goals, strategies, and coordinating work activities. Managers plan to provide direction, reduce uncertainty, minimize waste, and establish goals. Planning approaches include traditional top-down goal setting, mean-ends chains, and management by objectives (MBO). Well-written goals are specific, measurable, timely, and reflect organizational missions. Developing plans involves considering contingencies like environmental uncertainty and commitments. Planning occurs at different levels in organizations and can involve cross-functional teams. Contemporary issues include dynamic environments and environmental scanning.
This document discusses principles of management planning. It defines planning as setting goals, strategies, and coordinating work activities. Managers plan to provide direction, reduce uncertainty, minimize waste, and establish goals. Planning approaches include traditional top-down goal setting, mean-ends chains, and management by objectives (MBO). Well-written goals are specific, measurable, timely, and reflect organizational missions. Developing plans involves considering contingencies like environmental uncertainty and commitments. Planning occurs at different levels in organizations and can involve cross-functional teams. Contemporary issues include dynamic environments and environmental scanning.
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Principles of
Management FACILITATED BY MS. JAVERIA SATTAR Principles of Management Recap
Highlights What is Planning Goals & Plans Approaches to Setting Goals Objectives Environmental Scanning Foundations of Planning
Planning Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. Foundations of Planning
Why do managers Plan ?
i. Planning provide direction to managers ii. Planning reduce uncertainty iii. Planning minimizes waste and Redundancy iv. Planning establishes the goals & standards
Planning and Performance
Goals and Plans Goals (Objective) Desired outcome of targets Plans Documents that outline how goals are going to be met Types of Goals i. Stated goals ii. Real Goals Types of Goals Stated goals Official statement of what an organization says, and what it wants its various stakeholders to believe, its goals are Real Goals Goals that an organization actually pursues, as defined by the actions of its members Objectives Objectives are goals. They refer to desired outcomes for individuals, groups, or entire organizations. They provide the direction for all management decisions and form the criterion against which actual accomplishments can be measured. It’s for these reasons that they are the foundation of planning. Objectives Stated Objectives Stated objectives are official statements of what an organization says — and what it wants various publics to believe — are its objectives. Real Objectives Real objectives are what members of the organization actually do. As actions define priorities. Types of Plans Breadth Strategic Plans Plan that apply to the entire organization and establish the organization’s overall goals. Operational Plans Plans that encourage a particular operational area of the organization Types of Plans Time Frame Long-Term Plans Plans with a time frame beyond three years Short-Term Plans Plans covering one year or less Types of Plans Specificity Directional Plans Plans that are flexible and set out general guidelines Specific Plans Plans that are clearly defined and leave no room for interpretation Types of Plans Frequency of Use Single-Use Plans A one-time plan specifically designed to meet the needs of a unique situation Standing Plans Ongoing plans that provide guidance for activities performed repeatedly Types of Plans Setting Goals & Developing Plans Approaches to Setting Goals Traditional Goal-Setting These objectives are set at the top and then broken down into sub-goals for each level of an organization. It is a one-way process. The top imposes its standards on everyone below. This traditional perspective assumes that top management knows what’s best because only it can see the “big picture”. The Downside of Traditional Goal Setting Setting Goals & Developing Plans Approaches to Setting Goals Mean-ends Chain An integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level. Setting Goals & Developing Plans Approaches to Setting Goals Management by Objectives (MBO) A process of setting mutually agreed-upon goals and using those goals to evaluate employee performance Does MBO Work? Reason for MBO Success Top management commitment and involvement Potential Problems with MBO Programs Are less effective in dynamic environments that require constant resetting of goals Overemphasis on individual accomplishment may create problems with teamwork Allowing the MBO program to become an annual paperwork shuffle Steps in a Typical MBO Program Planning in the Hierarchy of Organizations Characteristics of Well-Written Goals Steps in Goal-Setting Review the organization’s mission or purpose Do goals reflect the mission? Evaluate available resources Are resources sufficient to accomplish the mission? Determine goals individually or with input from others Are goals specific, measurable, and timely? Steps in Goal-Setting Write down the goals and communicate them to all who need to know Is everybody on the same page? Review results and whether goals are being met. What changes are needed in mission, resources, or goals? Developing Plans Contingency Factors in Planning Manager’s level in the organization Strategic plans at higher levels Operational plans at lower levels Degree of environmental uncertainty Stable environment: specific plans Dynamic environment: specific but flexible plans Developing Plans Contingency Factors in Planning Length of future commitments Commitment Concept Plans should extend far enough to meet those commitments made when the plans were developed Planning and Organizational Level Approaches to Planning Formal Planning Department A group of planning specialists whose sole responsibility is helping to write organizational plans.
Planning is a function of management; it should never
become the sole responsibility of planners. Approaches to Planning Involving organizational members in the process cross functional planning. Plans are developed by members of organizational units at various levels and then coordinated with other units across the organization. Contemporary Issues in Planning i. Dynamic Environment ii. Virtual Reality iii. Environmental Scanning Contemporary Issues in Planning Environmental Scanning It refers to screening large amounts of information to detect emerging trends and create a set of scenarios. Competitor Intelligence Gathering information about competitors that allows managers to anticipate competitors’ actions rather than merely react to them Criticisms of Planning Planning may create rigidity. Plans cannot be developed for dynamic environments. So it must be flexible. Formal plans cannot replace intuition and creativity. Planning focuses managers’ attention on today’s competition—not tomorrow’s survival. Planning isn’t enough. Quick and effective actions needed
