WHAT IS PLANNING?

PLANNING

• IS THE PROCESS OF DETERMINING THE OBJECTIVES AND

ORGAZATIONAL GOALS, ESTABLISHING STRATEGIES AND
INTEGRATING COORDINATED ACTIVITIES IN THE
ORGANIZATION TO ACHIEVE GOALS AND OBJECTIVES.
 DIFFERENT TYPES OF PLANNING

PLANNING

SINGLE USE PLAN CONTINGENCY

STANDING PLAN PLAN
SINGLE USE PLAN
• IT IS A SET OF ACTIVITIES DESIGNED FOR A SPECIFIC GOAL THAT IS UNLIKELY TO BE
REPEATED IN THE FUTURE.

STANDING USE PLAN

IT IS AN ONGOING PLAN DESIGNED WITHOUT A DETERMINE TIME PERIOD. IT IS OFTEN
CREATED TO ACHIEVE A CONTINUING SET OF GOALS. STANDING PLANS ARE USUALLY POLICIES,
RULES, PROCEDURES AND PROGRAM DEVELOP TO SERVE AS GUIDELINES OR METHODS TO BE
FOLLOWED IN ACCOMPLISHING PARTICULAR OBJECTIVES.

CONTINGENCY PLAN
IS A TYPE OF PLAN THAT IS NECESSARY FOR SOME MANAGER'S TO AVOID UNEXPECTED
EVENTS OR OUTCOMES AND WHEN INITIAL PLAN DID NOT WORKED OUT.
BENEFITS OF PLANNING
PLANNING REDUCES UNCERTAINLY – MANAGERS CANNOT ACCURATELY PREDICT THE DEMAND OF THE
PRODUCTS AND SERVICES IN ADVANCE GIVEN THIS SCENARIO.

PLANNING CREATES GOALS THAT IS USED IN CONTROLLING – EVERY TIME A MANAGER TRY TO
CONTROL HIS SUBORDINATES WITHOUT ANY PLAN IS POINTLESS.

PLANNING GIVES DIRECTION – ALL MANAGERS SHOULD TAKE A PRIMARILY LOOK AT POSSIBLE FUTURE
OPPORTUNITIES AND SEE THEM CLEARLY AND COMPLETELY, KNOW WHERE THEY STAND IN LIGHT OF
THEIR STRENGTH AND WEAKNESSES, UNDERSTAND WHAT PROBLEM THEY WISH TO SOLVE AND KNOW
WHAT THEY TO GAIN. (KOONZT & WEIHRICH 2004)

PLANNING IMPROVES COORDINATING OF WORKS – IT HELPS SYNCHRONIZING THE PROCESS OR

ACTIVITIES WHICH REDUCES OVERLAPPING ACTIVITIES (REDUNDANCIES).
 LEVELS OF PLANNING

STRATEGIC PLANNING – INVOLVES ANALYZING AND DETERMINING OBJECTIVES AND

DECIDING WHAT ACTIONS ARE NEEDED TO BE TAKEN TO ACHIEVE THEM. DEVELOPING STRATEGY
IS NEVER ENDING JOB OF CRAFTING THE STORY LINE FOR SUCCESS. THE LENGTH OF THE
PLANNING HORIZON WILL COVER 3-7 YEARS THAT IS WHY STRATEGIC PLANNING IS ALSO CALLED
LONG RANGE PLANNING.

TACTICAL PLANNING – IS A SET OF PROCEDURES FOR TRANSLATING BOARD

STRATEGIC GOALS AND PLANS INTO SPECIFIC GOALS AND PLANS THAT IS RELEVANT TO
A DISTINCT PORTION OF THE ORGANIZATION

OPERATIONAL PLANNING – IS A DETAILED PLAN THAT HAS LIMITED SCOPE AND FOCUS ON
SPECIFIC GOALS.
 THE NATURE OF A GOAL IN ORGANIZATION

AN ORGANIZATION NEEDS TO HAVE A GOAL TO DRIVE EVERY MEMBER FROM THE TOP MANAGEMENT
DOWN TO THE LOWER LEVEL OF THE ORGANIZATION TOWARDS A COMMON DESIRED OUTCOME. IN THIS
SENSE WE CAN DEFINE GOALS AS A DESIRED OUTCOMES OR TARGETS THAT NEEDS TO ACCOMPLISHED
BY AN INDIVIDUAL OR THE ENTIRE ORGANIZATION.
 CHARACTERISTICS OF GOAL

A GOAL SHOULD BE: S M. A. R. T

SPECIFIC – IT MEANS THAT GOAL MUST BE ACCURATE AND WELL DEFINE.
MEASURABLE – IT PERTAINS THAT GOAL HAVE TO BE QUANTIFIABLE.
ATTAINABLE– IT REFER THAT GOAL THAT NEED ACHIEVABLE AND
MANAGEABLE.
RELEVANT – IT MEANS THAT GOAL BE IMPORTANT AND SIGNIFICANT.
TIME-BOUND – IT MEANS THAT GOAL SHOULD HAVE A TARGET DATE OR DATE
OF COMPLETION.
 TYPES OF GOALS
SHORT-TERM GOAL – IS A TYPE OF GOAL THAT NEEDS TO BE ACHIEVED IN A
SHORT PERIOD OF TIME. ONE MAY ACHIEVED WEEK, MONTH, OR AND YEAR. IT IS
MANAGEABLE AND RESULTS ARE EASILY AVAILABLE ONCE A TASK COMPLETED.
LONG–TERM GOAL – IS A TYPE OF GOAL THAT DEALS IN THE FUTURE BECAUSE
IT NEED TO ACHIEVE OVER A LONGER PERIOD OF TIME AND TYPICALLY NOT
ACHIEVABLE IN ONE SIMPLE STEP.
 TYPES OF DECISION MAKING

PROGRAMMED
DECISION

DECISION NON
PROGRAMMED
DECISION
 WHAT IS DECISION MAKING?

DECISION MAKING – IS A PROCESS CHOOSING AND SELECTING BEST POSSIBLE

ALTERNATIVES; A DECISION IS USELESS UNLESS THEY ARE NOT ACTED ON OR
IMPLEMENTED.

TYPES OF DECISION
PROGRAMMED DECISION – A PROGRAM DECISION IS A TYPE OF DECISION THAT HIGHLY
STRUCTURED WHEREIN PROCEDURES IN DECISION ARE PROVIDED WITH
PREDETERMINED DECISION RULES. A TYPES OF DECISION THAT HAVE BEEN
ENCOUNTERED BEFORE WHICH INVOLVES ESTABLISHED PROCEDURES, POLICIES AND
RULES. PROGRAMMED DECISION ARE MADE IN RESPONSE TO REPETITIVE SITUATION.
 TYPES OF DECISION MAKING
NON– PROGRAM DECISION– IS A TYPE OF DECISION THAT IS UNSTRUCTED WITH NO CLEAR
PROCEDURES FOR MAKING A DECISION. THIS REQUIRES A SPECIAL FORM OF DECISION. THIS REQUIRES A
SPECIAL FORM OF DECISION. IT DEALS WITH DEVELOPING CREATING A POSSIBLE SOLUTION AND ALL
ALTERNATIVES SHOULD BE EVALUATED.

BASIC DECISION MAKING PROCESS

1. IDENTIFY THE PROBLEM – THE FIRST STAGE IN THE DECISION MAKING PROCESS IS THE
IDENTIFICATION OF THE PROBLEM. IT INVOLVES THE SITUATION OF THE PROBLEM. A
MANAGER SHOULD BE ABLE TO IDENTIFY THE DIFFERENCE BETWEEN THE CURRENT AND
DESIRED STATES OF AFFAIR.
 BASIC DECISION MAKING PROCESS

2. GATHER INFORMATION ABOUT THE PROBLEM – THE SECOND STAGE IS GATHERING

INFORMATION. A MANAGER SHOULD BE ABLE DETERMINE LIABLE INFORMATION FROM INACCURATE
INFORMATION. IF THE MANAGER FAILS TO SEEK ALL ESSENTIAL INFORMATION, IT MAY RESULT TO
GENERATING POOR QUALITY DECISION.

3. DEVELOP ALTERNATIVE SOLUTIONS – BRAINSTORMING IS ONE OF THE BEST DECISION

MAKING METHODS; IT IS ALSO A GOOD METHOD DEVELOPING AN ALTERNATE SOLUTIONS. IN
ORGANIZATION, MANAGERS USUALLY RELY ON EDUCATION AND EXPERIENCE AS LONG AS KNOWLEDGE
OF THE SITUATION TO GENERATES ALTERNATIVE. IN ADDITION THEY MAY SEEK INFORMATION FROM
OTHER PEOPLE SUCH AS PEERS, SUBORDINATES AND SUPERVISORS. ( GRIFFIN & MOORHEAD, 2012).
 BASIC DECISION MAKING PROCESS

4. ANALYZING THE ALTERNATIVES – ANALYZING OF ALTERNATIVE STAGE; A MANAGER

NEEDS TO DETERMINE THE ADVANTAGES AND DISADVANTAGES OF EACH ALTERNATIVE. IT IS
IMPORTANT TO USE ALL THE INFORMATION IN EVALUATING EACH OPTION TO MINIMIZE
DISCREPANCY BETWEEN THE DESIRED STATE AND THE CURRENT STATE. IN EVALUATING
ALTERNATIVES, IT IS NECESSARY TO INCLUDE THE DIFFERENT FACTORS SUCH AS THE BENEFITS,
THE COST, THE ACCEPTABILITY, THE IMPACT AND THE RISK INVOLVE .

5. SELECT THE BEST ALTERNATIVE – A MANAGER NEEDS TO REALIZE THE BEST POSSIBLE
ALTERNATIVE ALSO KNOWN AS MAXIMIZING AND NOT JUST CHOOSING ALTERNATIVE THAT IS
ACCEPTABLE ENOUGH THAT MEETS THE MINIMAL REQUIREMENTS BUT NOT NECESSARILY THE
PERFECT ONE WHICH IS COMMONLY KNOWN AS SATISFYING.
 BASIC DECISION MAKING PROCESS

6. IMPLEMENT AN ALTERNATIVE – IN THIS STAGE PROPER USE OF GOOD MANAGEMENT

SKILLS IS NEEDED BECAUSE A MANAGER NEED TO PRESUME THAT DURING THE
IMPLEMENTATION PERIOD PROBLEM MAY STILL ARISE OR OCCUR THAT IS THE REASON WHY
MANAGERS STILL NEED TO DEVELOP CONTINGENCY PLAN.

7. EVALUATE THE DECISION – IN THIS FINAL STEP, A MANAGER SHOULD EXAMINE THE
CONSEQUENCE OF THE DECISION BOTH THE POSITIVE AND NEGATIVE. EVALUATION STAGE WILL
BE MADE EASIER IF THE SOLUTIONS INVOLVES ARE CLEAR OBJECTIVES THAT INCLUDES
MEASURABLE TARGETS AND TIMETABLE ( SCHERMERHORN 1999).
 IMPORTANCE OF MISSION & VISION
MISSION STATEMENT – A MISSION STATEMENT SERVES AS THE BASIS FOR ORGANIZATIONAL
GOALS WHICH PROVIDE MORE DETAILS. IT ALSO DESCRIBES THE SCOPE OF THE MISSION ( STEVENSON &
CHUONG, 2010), IT GUIDES THE ACTIONS OF THE ORGANIZATION AND DESCRIBE WHAT THE
ORGANIZATION DOES.

VISION STATEMENT – AN ORGANIZATION VISION IS A MENTAL IMAGE OF A POSSIBLE AND

DESIRABLE FUTURE STATE OF ORGANIZATION. THE BEST VISION ARE IDEAL AND UNIQUE. IDEAL, IF IT
COMMUNICATE A STANDARDS OF EXCELLENCE AND A CLEAR CHOICE OF POSITIVE VALUES. UNIQUE, IF
IT COMMUNICATES AND INSPIRES PRIDE IN BEING DIFFERENT FROM OTHER ORGANIZATION; THE VISION
STATEMENTS CLARIFIES THE LONG-TERM DIRECTION OF THE COMPANY AND ITS STRATEGIC INTENT
(BATEMAN & SNELL, 2008).
CRITERIA IN PREPARING MISSION STATEMENT

WHEN PREPARING A MISSION STATEMENT KEEP IN MIND THIS FIVE BASIC

CRITERIA:
• IT SHOULD BE CLEAR AND EASILY TO BE UNDERSTOOD

• IF POSSIBLE KEEP IT SHORT THE IDEAL MISSION STATEMENT TENTS TO HAVE THREE TO FOUR
SENTENCES.

• IT SHOULD DESCRIBES WHAT YOUR COMPANY DOES, WHO DOES IT FOR, HOW YOU DO IT AND WHY.

• IT SHOULD INCLUDE THE CORE COMPETENCIES, VALUES, MORAL, AND ETHICAL POSITIONS THAT ARE
EXPRESS IN YOUR BUSINESS.

• IT SHOULD BE ABLE TO WITHSTAND THE CHANGES AND AIM FOR THE SUBSTANCES BY PUTTING
YOUR MISSION STATEMENT AT WORK.