1. The Planning Process
September 26

2. Elements of Planning Objectives Actions Resource Implementation
What needs to be done?
Actions
Map out activities
Resource
Allocate appropriate resources
Implementation
How is the plan going to be carried out?

3. Benefits of Planning Assessment of external forces
Develop a sense of direction and purpose
Identifying the factors that affect the organization
Encouraging participation
Coordination of efforts
Establishment of priorities
Focusing attention on different time horizons

4. Benefits of planning (continued)
Understanding circumstances contributing to past success or failure
Ensuring the availability of adequate resources
Establishing performance standards
Supporting organizational control systems
Developing “what if” scenarios
Management development

5. The Pitfalls of Planning
Poor forecasts of future conditions
Plans imposed from above
Planning as a self-contained activity
Extensive bureaucratization
Inflexible adherence to objectives and processes

6. How to plan successfully
Decentralizing the planning powers
Using both numerical and judgmental methods
Viewing planning as continuous and capable of adapting to change
Avoiding paralysis of the analysis
Concentrating on a manageable set of issues

7. Good and Bad Planning GOOD BAD Decentralize planning process
Use numerical and judgmental methods
Assess external forces
Develop a sense of direction and purpose
Identify factors that affect the organization
Encourage participation
Coordinate efforts
Establish priorities
BAD
Poor forecast of future conditions
Plans imposed from poor forecasts
Planning as self-contained activity

8. Formal Planning and Opportunistic Planning
Identify objectives
Structure the major tasks of the organization to accomplish them.
Opportunistic planning
triggered by unforeseen circumstances.
can coexist with formal planning and help the formal plan function more smoothly.

9. The Formal Planning Process Involves
Setting objectives
Charting a course of action to meet the objectives
Implementation

10. Objectives Specific Measurable Achievable Realistic Timely
more general at the top and more specific at the lower level
reflect its mission
should be prioritized

11. Charting a Course of Action
Strategic Action Plans
Proactive, congruent, synergistic
Tactical Action Plans
Division of labor, budgeting
Operational Action Plans
Inputprocessoutput cycle

12. To be effective, a strategic action plan should meet the following criteria:

13. A Typical Operating System
Control
Inputs
Transformation
Outcome
Feedback Loop

14. Implementation Means of implementation: Authority Persuasion Policy
Feedback mechanism

15. A Six-Stage Approach to Facilitate Organizational Problem Solving
Identify performance gaps.
Identify tasks and work processes.
Check for organizational congruence.
Align in-congruencies or inconsistencies to effectively implement the plan.
Execute the plan.
Learn from the consequences.

16. Mechanisms to Deal with Organizational Change
Deal with power and politics
Reduce individual anxiety and resistance
Maintaining control during the transition period

17. As a Manager Engaged in Planning You Should:
Focus on the Customer
Ensure Goal congruity with the organization.
Establish an effective goal-driven plan.
Planning should not become a straitjacket.
Engage others in plan design and implementation.