Chapter 11 Planning and Organizing The Nature of Planning Types of Plans and Planning Planning for Change Planning Your Own Time Organizing for Success

The Nature of Planning Planning: looking ahead to chart the best courses of future action. Strategic planning: Long range planning to set organizational goals, objectives, and policies to determine strategies, tactics, and programs for achieving them. Top management makes strategic plans. Middle Management makes annual plans (to implement the above). For supervisors the planning period is usually a week, day, or shift ( to deal with daily work).

The Management Process Plan what is to be done Organize how it is to be done including staffing and coordinating Direct the work that is to be done Control or evaluate what has been done

The Planning Process Define the purpose or problem and set objectives Collect and evaluate data relevant to forecasting the future (focus on the present) Develop alternative courses of action Decide on the best course of action Carry out the plan

Forecasting Forecasting: Predicting future needs on the basis of historical data, present conditions, and assured future. Forecasting controls staffing, purchasing, and production decisions. Forecasting is a very important function!

The Risk Factor You reduce risk when you collect relevant data and apply it to your forecast. In some foodservices the degree of certainty about tomorrow is high. Contingency Plan: Reduce risk by having a alternate plan in reserve. Keeping records can reduce the risks for repetitive situations. Consulting with people that have more experience also can help to reduce risk.

Qualities of a Good Plan Provides a workable solution and meets the stated objectives. Is comprehensive; it raises all relevant questions and answers them. Minimizes the degree of risks. Is specific as to time, place, supplies, tools, etc. Is flexible (can be adapted to a change in the situation).

Types of Plans and Planning Standing Plan: established routine, formula, or set of procedures designed to be used in a reoccurring situation. They standardize actions so the supervisors need to manage is reduced to seeing that workers meet standards and dealing with unexpected events known as management by exception. Potential drawback: Rigidity, must make them flexible enough to deal with daily realities. These plans must be updated regularly.

The Single Use Plan A one time plan developed for a single occasion or purpose. The amount of time you spend on it depends on its nature and importance. Often its purpose is a major change of some sort or budgets.

Day-by-Day Planning Top priority of the first line supervisor. Primary concern is what is to be done, who will be doing it, and adjusting various standing plans. Plan before the day begins. Establish routines simplify planning. Whenever possible reduce risks by increasing predictability.

Planning for Change Define problem and set objectives Gather past, present, and probable future data Evaluate pros and cons, generate alternatives Make the nessicary decisions Implement the plan

Planning for Change Planning for change must be done carefully and thoroughly. It is very much like making other plans but the main differences are the extent of forecasting, the degree of risk, and providing for the impact of the change.

Workers Response and Resistance Workers respond to change through: resistance, insecurity, anxiety, resentment of personal losses, and rumors. How to deal with resistance to change: Establish open communication Emphasize advantages (avoid overselling) Involve the workers in planning and carrying out change

Planning Your Own Time Track your present time use, and analyze your use of time. Get rid of activities that waste your time (socializing, poor organization, procrastination, etc.). Set priorities. Initiate long-range solutions. Set aside regular periods of time without interruption for interviews, etc.

Organizing Lack of organization is a major contributor to crisis. A well-organized and efficient unit is one in which: Lines of authority and responsibility are clearly drawn—and observed. Jobs, procedures, and standards are clearly defined—and followed. People know what to do and how to do it—and they do it. Standards of quality, quantity, and performance are clearly set—and met.

Organizing for Success Organizing: setting things up to run efficiently Step 1:Clarify how you an your job fit into the organization Step 2: Investigate possible sources of problems Chain of command Job content and procedures Evaluation and controls Standing plans Step 3: Evaluate the situation Step 4: Plan for improvement