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    Ecomnomics

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    Wassan Alyas
    The document discusses the planning process for managers. It defines planning as setting objectives for the future and mapping activities to achieve those objectives. Key elements of a plan include objectives, actions, resource allocation, and implementation guidelines. The benefits of planning include assessing external forces, developing direction, and coordinating efforts. However, plans can also fail if forecasts are inaccurate, plans are imposed without participation, or adherence is too rigid. Successful planning requires decentralization, continuous adaptation, and assessing both external factors and organizational alignment.

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    Ecomnomics

    Uploaded by

    Wassan Alyas
    5 views32 pages
    The document discusses the planning process for managers. It defines planning as setting objectives for the future and mapping activities to achieve those objectives. Key elements of a plan include objectives, actions, resource allocation, and implementation guidelines. The benefits of planning include assessing external forces, developing direction, and coordinating efforts. However, plans can also fail if forecasts are inaccurate, plans are imposed without participation, or adherence is too rigid. Successful planning requires decentralization, continuous adaptation, and assessing both external factors and organizational alignment.

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    The document discusses the planning process for managers. It defines planning as setting objectives for the future and mapping activities to achieve those objectives. Key elements of a plan include objectives, actions, resource allocation, and implementation guidelines. The benefits of planning include assessing external forces, developing direction, and coordinating efforts. However, plans can also fail if forecasts are inaccurate, plans are imposed without participation, or adherence is too rigid. Successful planning requires decentralization, continuous adaptation, and assessing both external factors and organizational alignment.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    5 views32 pages

    Ecomnomics

    Uploaded by

    Wassan Alyas
    The document discusses the planning process for managers. It defines planning as setting objectives for the future and mapping activities to achieve those objectives. Key elements of a plan include objectives, actions, resource allocation, and implementation guidelines. The benefits of planning include assessing external forces, developing direction, and coordinating efforts. However, plans can also fail if forecasts are inaccurate, plans are imposed without participation, or adherence is too rigid. Successful planning requires decentralization, continuous adaptation, and assessing both external factors and organizational alignment.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 32

    Management

    Gomez-Mejia & Balkin

    Chapter 5
    Managing the
    Planning Process
    Copyright © 2012 Pearson Education, Inc. 5-1
    publishing as Prentice Hall
    What is Planning?

    • A process that helps managers set


    objectives for the future and map out the
    activities and means that will make it
    possible to achieve those objectives

    Copyright © 2012 Pearson Education, Inc. 5-2


    publishing as Prentice Hall
    Key Elements to a Plan

    Copyright © 2012 Pearson Education, Inc. 5-3


    publishing as Prentice Hall
    Objectives

    • Goals or targets that the firm wishes to


    reach within a stated amount of time

    Copyright © 2012 Pearson Education, Inc. 5-4


    publishing as Prentice Hall
    Actions

    • The specific steps the firm intends to


    take to achieve the desired objectives

    Copyright © 2012 Pearson Education, Inc. 5-5


    publishing as Prentice Hall
    Resource Allocation

    • A plan states where resources will come


    from and how they will be deployed

    Copyright © 2012 Pearson Education, Inc. 5-6


    publishing as Prentice Hall
    Implementation Guidelines

    • Show how the intended actions will be


    carried out

    Copyright © 2012 Pearson Education, Inc. 5-7


    publishing as Prentice Hall
    Core Competencies

    • May include
    – Know-how
    – Skills
    – Brand recognition
    – Company reputation

    Copyright © 2012 Pearson Education, Inc. 5-8


    publishing as Prentice Hall
    The Benefits of Planning

    • Assessment of external forces


    • Developing a sense of direction and
    purpose
    • Identifying the factors that affect the
    organization
    • Encouraging participation
    • Coordination of efforts
    Copyright © 2012 Pearson Education, Inc. 5-9
    publishing as Prentice Hall
    The Benefits of Planning
    (continued)

    • Establishment of priorities
    • Focusing attention on different time
    horizons
    • Understanding circumstances
    contributing to past success or failure
    • Ensuring the availability of adequate
    resources
    Copyright © 2012 Pearson Education, Inc. 5-10
    publishing as Prentice Hall
    The Benefits of Planning
    (continued)

    • Establishing performance standards


    • Supporting the organizational control
    systems
    • Developing “what-if” scenarios
    • Management development

    Copyright © 2012 Pearson Education, Inc. 5-11


    publishing as Prentice Hall
    Planning for “What If”

    • Be prepared for the unimaginable


    • Create alternative scenarios
    • Try to estimate probabilities
    • Use internal markets
    • Create a culture that insists on facing
    reality

    Copyright © 2012 Pearson Education, Inc. 5-12


    publishing as Prentice Hall
    The Pitfalls of Planning

    • Poor forecasts of future conditions


    • Plans imposed from above
    • Planning as a self-contained activity
    • Extensive bureaucratization
    • Inflexible adherence to objectives and
    processes

    Copyright © 2012 Pearson Education, Inc. 5-13


    publishing as Prentice Hall
    Keys to Successful Planning

    • Decentralize planning process


    • Use numerical and judgmental methods
    • View planning as continuous and
    capable of adapting to change
    • Avoid paralysis of the analysis
    • Concentrate on a manageable set of
    issues
    Copyright © 2012 Pearson Education, Inc. 5-14
    publishing as Prentice Hall
    Keys to Successful Planning
    (continued)
    • Assess external forces
    • Develop a sense of direction and
    purpose
    • Identify factors that affect the
    organization
    • Encourage participation
    • Coordinate efforts
    • Establish priorities
    Copyright © 2012 Pearson Education, Inc. 5-15
    publishing as Prentice Hall
    The Formal Planning Process

     Setting  Allocating
    objectives resources

     Charting a  Implementing
    course of action activities

    Copyright © 2012 Pearson Education, Inc. 5-16


    publishing as Prentice Hall
    Setting Objectives
    • Answer the question:
    – What are we trying to accomplish?
    • Should
    – be cascading
    – be specific and measurable
    – be challenging
    – have a deadline
    – be prioritized
    Copyright © 2012 Pearson Education, Inc. 5-17
    publishing as Prentice Hall
    Management by Objectives
    (MBO)

    Copyright © 2012 Pearson Education, Inc. 5-18


    publishing as Prentice Hall
    Charting a Course of Action

    Copyright © 2012 Pearson Education, Inc. 5-19


    publishing as Prentice Hall
    Strategic Action Plans

    • Proactivity

    • Congruency

    • Synergy

    Copyright © 2012 Pearson Education, Inc. 5-20


    publishing as Prentice Hall
    Tactical Action Plans

    • Division of labor

    • Budgeting

    Copyright © 2012 Pearson Education, Inc. 5-21


    publishing as Prentice Hall
    Operational Action Plans

    Copyright © 2012 Pearson Education, Inc. 5-22


    publishing as Prentice Hall
    Implementation

    • Defining tasks to be accomplished


    • Assigning individual responsibilities
    • Managing individuals to ensure
    completion

    Copyright © 2012 Pearson Education, Inc. 5-23


    publishing as Prentice Hall
    Means of Implementation

    • Authority
    • Persuasion
    • Policy
    • Feedback

    Copyright © 2012 Pearson Education, Inc. 5-24


    publishing as Prentice Hall
    Process for Organizational
    Problem Solving
    • Identify performance gaps
    • Identify tasks and work processes to
    accomplish the plan
    • Check for organizational congruence
    • Intervene to create alignment
    • Execute the plan
    • Learn from the consequences
    Copyright © 2012 Pearson Education, Inc. 5-25
    publishing as Prentice Hall
    Organizational Change

    • Dealing with power and politics


    • Reducing individual anxiety and
    resistance
    • Maintaining control during the transition
    period

    Copyright © 2012 Pearson Education, Inc. 5-26


    publishing as Prentice Hall
    Learning Objective 1

    • Identify the different elements of an


    effective plan
    – Objectives
    – Actions
    – Resource allocation
    – Implementation guidelines

    Copyright © 2012 Pearson Education, Inc. 5-27


    publishing as Prentice Hall
    Learning Objective 2

    • Analyze the advantages and


    disadvantages of planning
    – Benefits of planning
    – Pitfalls of planning
    – Avoiding planning pitfalls

    Copyright © 2012 Pearson Education, Inc. 5-28


    publishing as Prentice Hall
    Learning Objective 3

    • Distinguish between formal and informal


    planning
    – Formal planning
    – Opportunistic planning

    Copyright © 2012 Pearson Education, Inc. 5-29


    publishing as Prentice Hall
    Learning Objective 4

    • Recognize the features of well-designed


    objectives
    – Cascading of objectives
    – Specific and measurable
    – Difficult
    – Milestones
    – Priorities

    Copyright © 2012 Pearson Education, Inc. 5-30


    publishing as Prentice Hall
    Learning Objective 5

    • Identify the types of action plans that


    managers can use
    – Strategic
    – Tactical
    – Operational

    Copyright © 2012 Pearson Education, Inc. 5-31


    publishing as Prentice Hall
    Copyright Notice

    Copyright © 2012 Pearson Education, Inc. 5-32


    publishing as Prentice Hall

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