1. © Prentice Hall, 2005 1 - 1

2. © Prentice Hall, 2005 1 - 2ObjectivesObjectives 1.A complete definition of a plan 2.Insights regarding various dimensions of plans 3.An understanding of various types of plans 4.Insights into why plans fail 5.A knowledge of various planning areas within an organization 6.A definition of forecasting 7.An ability to see the advantages and disadvantages of various methods of sales forecasting 8.A definition of scheduling 9.An understanding of Gantt charts and PERT

3. © Prentice Hall, 2005 1 - 3 Plans: A Definition Dimensions of Plans Repetitiveness Time Scope Level Types of Plans Standing Plans: Policies, Procedures, and Rules Single-Use Plans: Programs and Budgets

4. © Prentice Hall, 2005 1 - 4 Plans: A Definition

5. © Prentice Hall, 2005 1 - 5 Plans: A Definition

6. © Prentice Hall, 2005 1 - 6 Plans: A Definition

7. © Prentice Hall, 2005 1 - 7 Plans: A Definition Why Plans Fail 1.Corporate planning not integrated into total management system 2.Lack of understanding of different steps of planning process 3.Management has not properly engaged in or contributed to planning activities 4.Responsibility for planning is wrongly vested solely in the planning department 5.Management expects that plans developed will be realized with little effort 6.In starting formal planning, too much is attempted at once 7.Management fails to operate by the plan 8.Financial projections are confused with planning 9.Inadequate inputs are used in planning 10.Management fails to grasp the overall planning process

8. © Prentice Hall, 2005 1 - 8 Plans: A Definition Planning Areas: Input Planning Plant Facilities Planning Weighting process to compare foreign site differences: 1. Deciding on a set of variables critical to obtaining an appropriate site 2. Assigning each variable a weight reflecting its relative importance 3. Ranking alternative sites according to how they reflect these variables

9. © Prentice Hall, 2005 1 - 9 Plans: A Definition

10. © Prentice Hall, 2005 1 - 10 Plans: A Definition

11. © Prentice Hall, 2005 1 - 11 Plans: A Definition Planning Areas: Input Planning (continued) Human Resource Planning Kinds of questions personnel planners should try to answer: 1. What types of people does the organization need to reach its objectives? 2. How many of each type are needed? 3. What steps should the organization take to recruit and select such people? 4. Can present employees be further trained to fill future needed positions? 5. At what rate are employees being lost to other organizations?

12. © Prentice Hall, 2005 1 - 12 Plans: A Definition

13. © Prentice Hall, 2005 1 - 13 Planning Tools Forecasting How Forecasting Works Insect Control Services forecasts by attempting to: 1. Establish relationships between industry sales and national economic and social indicators 2. Determine the impact government restrictions on the use of chemical pesticides will have 3. Evaluate sales growth potential, profitability, resources required, and risks involved 4. Evaluate potential for expansion of marketing efforts in U. S. as well as foreign countries 5. Determine likelihood of technological breakthroughs making existing product lines obsolete Types of Forecasts

14. © Prentice Hall, 2005 1 - 14 Planning Tools Forecasting (continued) Methods of Sales Forecasting Jury of Executive Opinion Method Delphi method: Step 1—Experts are asked to answer, independently and in writing, a series of questions Step 2—A summary of all the answers is then prepared Step 3—Copies of the summary are given to the individual experts Step 4—Another summary is made of these modifications Step 5—Third summary made of opinions and justifications, and copies are again distributed Step 6—Forecast generated from all of the opinions and justifications that arise from step 5

15. © Prentice Hall, 2005 1 - 15 Planning Tools Forecasting (continued) Methods of Sales Forecasting (continued) Salesforce Estimation Method Time Series Analysis Method Product Stages Evaluating Sales Forecasting Methods

16. © Prentice Hall, 2005 1 - 16 Planning Tools

17. © Prentice Hall, 2005 1 - 17 Planning Tools

18. © Prentice Hall, 2005 1 - 18 Planning Tools Scheduling Gantt Charts Features 1) Summary overview 2) Coordinate organizational resources 3) Establish realistic worker output standards

19. © Prentice Hall, 2005 1 - 19 Planning Tools

20. © Prentice Hall, 2005 1 - 20 Planning Tools Scheduling (continued) Program Evaluation and Review Technique (PERT) Defining PERT Features Critical Path Steps in Designing a PERT Network Step 1—List all the activities/events that must be accomplished and the sequence Step 2—Determine how much time will be needed to complete each activity/event Step 3—Design PERT network that reflects all of the information in steps 1 and 2 Step 4—Identify the critical path

21. © Prentice Hall, 2005 1 - 21 Planning Tools

22. © Prentice Hall, 2005 1 - 22 Questions