1. Chapter 7 Managerial Planning and Goal Setting

2. Planning is Fundamental All of the other management functions stem from planning How do you plan for an undefined future? No plan is perfect – Without plans and goals, organizations flounder Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.2

3. Goals, Plans, Planning A goal is a desired future state that the organization attempts to realize A plan is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions PLANNING incorporates both ideas & means determining the goals and defining the means for achieving them. 3

4. Spin – Make other people believe what you want them to believe Truth – where your money goes; where company resources are allocated Follow the money – see the company’s accounting books if what they say (mission, goals, strategic/tactical plans) is a spin or truth. Spin vs. Truth Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4

5. Goal Setting in Organizations Organizational Mission – the organization’s reason for existence Strategic goals – official goals, broad statements describing the organization’s future Strategic plans – define the action steps the company will take Goals should be aligned 5 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

6. Strategic goals - broad statements describing where the organization wants to be in the future. official goals; whole organization Strategic plans define the action steps by which the company intends to attain strategic goals. A strategic plan is a blueprint that defines organizational activities and resource allocations. Strategic planning tends to be long-term. Strategic Goals, Plan, Planning

7. 7.2 The Organizational Planning Process

8. Tactical goals are the results that major divisions and departments within the organization intend to achieve; middle management; describe what major subunits must do in order for the organization to achieve strategic goals. Tactical plans define what major departments and organizational subunits will do to implement the organization’s strategic plan. They tend to be for a shorter time period. Tactical Goals, Plans

9. Operational goals are the specific results expected from departments, work groups, and individuals. Operational plans are developed at the lower levels of the organization to specify action plans toward achieving operational goals and to support tactical plans. Operational Goals, Plans

10. 7.1 Levels of Goals and Plans

11. Effectively designed organizational goals are aligned into a hierarchy in which the achievement of goals at lower levels permits the attainment of higher-level goals. Operational goals lead to the achievement of tactical goals, which lead to the attainment of strategic goals. Organizational performance is an outcome of how well these interdependent elements are aligned, so that individuals, teams, departments, and so forth are working in concert to attain specific goals that ultimately help the organization fulfill its mission. Why Aligning Goals?

12. Strategy maps are visual representations of The key drivers of an organization’s success and Show how specific goals and plans in each area are linked. They provide a powerful way for managers to see the cause-and-effect relationships among goals and plans. Help align operational goals with tactical goals; Help align tactical goals with strategic goals. Aligning Goals with Strategy Map

13. 7.4 Example of A Strategy Map

14. Operational Planning Use operational goals to direct employees and resources Guide efficient and effective performance to achieve specific outcomes Includes planning approaches such as: – Management by Objectives (MBO) – Single-Use Plans – Standing Plans 14

15. Strategy – creating opportunities to gain competitive advantages Competitive Advantage – your strength over competitors Mission – the organization’s reason for existence Goal – the organization’s future Strategic Planning – process of achieving the goal by developing a strategy Mission, Goal, Strategic Planning, Strategy [Lee, 2013]

16. 7.5 Criteria for Effective Goal Setting 16 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

17. 7.6 Model of the MBO Process Defined in 1954 by Peter Drucker Method for defining and monitoring goals

18. 7.7 MBO Benefits

19. Single-Use Plans vs. Standing Plans Single-Use Plans – Achieve one-time goal – Program/Project: building a headquarters, converting paper files to digital, renovating the office, setting up a new company intranet Standing Plans – Ongoing plans – Policies, rules, procedures

20. Goals and plans provide a source of motivation and commitment Goals and plans guide resource allocation (budgeting) Goals and plans are a guide to action (specific targets) Goals and plans set a standard of performance Goals and plans can create a false sense of certainty Goals and plans may cause rigidity in a turbulent environment Goals and plans can get in the way of intuition and creativity Benefits and Limitations of Planning 20

21. Planning for a Turbulent Environment Contingency Planning – Planning for emergencies, setbacks, or unexpected conditions Building Scenarios – A forecasting technique to look at current trends and visualize future possibilities Crisis Planning – Sudden, devastating, unexpected events 21 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

22. 7.9 Essentials Stages of Crisis Planning

23. Stretch goals are highly ambitious Clear, compelling, and imaginative Require innovation Goals must be seen as achievable Like Big Hairy Audacious Goals (BHAG) from 1996 article on building your vision As times move faster and become more turbulent, these are important Innovative Approaches to Planning - (1) Set Stretch Goals for Excellence Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.23

24. Innovative Approaches to Planning – (2) Performance Dashboard for Planning

25. An intelligence team is a cross-functional group of managers and employees, usually led by a competitive intelligence professional Work together to gain a deep understanding of specific business issue, with the aim of presenting insights, possibilities and recommendations about goals and plans related to that issue. Useful when the organization confronts a major intelligence challenge. Innovative Approaches to Planning – (3) Deploy Intelligence Teams

26. Strategic Planning serves a good starting point: – Strategic Planning such as MBO, etc. may not be perfect in the real world. – However, we have to get started with something. A manager must be flexible: – Be willing to adapt the strategic plan to new environment: new competition, new law, new customers, new technologies, etc. – Strategic planning must not discourage employees’ creativity and imagination. – A manager must develop a contingency plan in conjunction with the strategic plan; expect the unexpected outcome; be willing to admit a possibility of failure. Concluding Remarks [Lee, 2013]