1. Fundamentals of Planning
A process of setting “objectives” and deciding how to accomplish them.
Objectives
Specific results one wishes to achieve.

2. Fundamentals of Planning
The Plan
A statement of what needs to be done to accomplish one’s objectives.
It should answer the questions “what” “who” “when” “where” and “how”.

3. Organizing - Leading - Controlling
Planning
Initiates the management process.
Identifies important objectives.
Indicates what needs to be done to achieve objectives.
Sets the stage for:
Organizing - Leading - Controlling

4. The Planning Process Define your objective.
Determine where you are vis-a-vis objectives.
Develop your premises regarding future conditions.

5. The Planning Process
Identify and choose among premises' to create plans for accomplishing objectives.
Implement the action plan and evaluate results

6. Benefits of Planning Focus and Flexibility
An organization with FOCUS knows what it does best.....what its customers want.....and how to serve them. (Stability)
An organization with FLEXIBILITY is ready and able to change in response to, or anticipation of , emerging problems and opportunities. (Adaptability)

7. Benefits of Planning Action Orientation
It keeps the future visible as a performance target and reminds us that the best decisions are often made before events force them upon us.
It emphasizes direction, establishes priorities, allocates resources more efficiently, and anticipates change.

8. Hierarchy of Objectives / Means-End Chain
Benefits of Planning
Improved Coordination
There are many different subsystems and groups in organizations, each pursuing a variety of objectives at any given point in time.
Hierarchy of Objectives / Means-End Chain
A series of objectives linked together such that each higher-level objective is supported by one or more lower-level ones.

9. Benefits of Planning Better Control
Without planning, Control lacks a framework for determining how well things are going and what might be done to make them go better.
and
Without control, Planning lacks the follow through needed to ensure that things workout as intended.

10. Benefits of Planning Better Time Management
Each day, managers are bombarded by a multitude of tasks and demands in a setting of frequent interruptions, crises, and unexpected events; it can be easy to lose track of objectives and fall prey to what consultants identify as "time wasters."

11. Tips on Time Management
Say no to requests that will divert you from work that you should be doing.
Don't get bogged down in details and routines that should be left to others.
Establish a system for screening your telephone calls.
Don't let "drop-in" or unannounced visitors use too much of your time.

12. Tips on Time Management
Prioritize work tasks in order of importance and urgency.
Don"t become "calendar bound" by losing control of your schedule.
Work tasks in priority order.

13. Types of Plans in Organizations
Short-Range and Long-Range Plans
Short-Range: One year or less.
Intermediate-Range: One to two years.
Long-Range: Two to five years.

14. Types of Plans in Organizations
Strategic and Operational Plans
Plans differ not only in time horizons but also in scope.
Strategic plans address long-term needs and set comprehensive action directions.
Operational plans (Tactical Plans) define what needs to be done to implement the strategic plan.

15. Typical Operational Plans
Production
Financial
Facilities
Marketing
Human Resource

16. Types of Plans in Organizations
Policies and Procedures
“standing-use-plans”
Policies: Communicates broad guidelines for making decisions and taking action.
Procedures and Rules: SOP’s used to describe what precise actions are to be taken in specific situations.

17. Types of Plans in Organizations
Budgets and Project Schedules
“single-use-plans”
Budgets: a plan that commits resources to projects or activities……fixed, flexible, zero-based
Project Schedules: identify a set of activities required to accomplish a specific task objective.

18. Types of Plans in Organizations
Business Plan
Describes the direction for a new business and the financing needed to operate it.
Generally required by those being asked to invest capital and/or allocate scarce resources new ventures.

19. Different Approaches To Planning
Inside-Out
Involves focusing on what you are already doing but trying to do it better. Focuses on strength.
Outside-in
Analyzes the external environment and makes the internal adjustments necessary to exploit the opportunities and minimize the problems it offers. Focuses on Opportunities.

20. Different Approaches To Planning
Top-Down
Top management sets the broad objectives and then allows lower management levels to make plans within these constraints.
Bottom-Up
Begins with plans that are developed at lower levels without top management constraints.

21. Different Approaches To Planning
Contingency
Involves the identification of alternative courses of action that can be used to modify an original plan if and when circumstances change.

22. Foundations of Good Planning
Forecasting
A vision of the future. It is the process of making assumptions about what will happen in the future.
Forecasting is not Planning....Planning involves deciding what to do in response to the Forecast.

23. Foundations of Good Planning
Use Of Scenarios
A long-term version of contingency planning which involves identifying several alternative future "scenarios" or states of affairs, and then making plans to deal with each should they occur.
Benchmarking
Refers to the use of external comparisons to gain an added perspective on current performance and help initiate the planning process.

24. Foundations of Good Planning
Participation and Involvement
Actively includes in the planning process as many people as possible who will be affected by the resulting plans and/or will be asked to implement them.
Use Of Staff Planners
Persons who take responsibility for leading and coordinating the planning function for the total organization or one of its major components.

25. Management By Objectives
A process of joint objective setting between a supervisor and subordinate.
It involves a formal agreement between a supervisor and subordinate concerning:
Key performance objectives
Specific plans
Standards for measuring results
Procedures or reviewing results

26. Management By Objectives
Types Of Performance Objectives
Improvement
Personal Development
Maintenance
Criteria of a Good Performance Objective
Targets key results.
Sets dates.
Is realistic and attainable.
It is measurable.