1. PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 3 Student Version © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Planning, Goal Setting, and Achieving Results

2. 1.Explain what a well-written organizational mission statement should accomplish. 2.Describe the planning process, list three different types of plans, and explain why it is important to link planning with the organization’s mission. 3.Explain the importance of goals, list four different types, explain how to write SMART goals, and create your own personal goals. 4.Describe two tools for prioritizing. 5.Explain the planning and control cycle and discuss the importance of assessing performance and measuring outcomes. 6.Explain how supervisors can increase accountability to achieve positive results. 1.Explain what a well-written organizational mission statement should accomplish. 2.Describe the planning process, list three different types of plans, and explain why it is important to link planning with the organization’s mission. 3.Explain the importance of goals, list four different types, explain how to write SMART goals, and create your own personal goals. 4.Describe two tools for prioritizing. 5.Explain the planning and control cycle and discuss the importance of assessing performance and measuring outcomes. 6.Explain how supervisors can increase accountability to achieve positive results. Learning Objectives © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3–2

3. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–3 Organizational Mission Mission StatementMission Statement  Defines the primary purpose of an organization, generates a positive image, and provides a focal point for planning.  Is the cornerstone of any planning system that will effectively guide the organization through uncertain times.

4. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–4 What A Mission Statement Should Do Define the organization for its key stakeholders.Define the organization for its key stakeholders. Create an inspiring vision of what the organization can be and can do.Create an inspiring vision of what the organization can be and can do. Outline how the vision is to be accomplished.Outline how the vision is to be accomplished. Establish key priorities.Establish key priorities. State a common goal and fosters a sense of togetherness.State a common goal and fosters a sense of togetherness. Create a philosophical anchor for all organizational activities.Create a philosophical anchor for all organizational activities. Generate enthusiasm and a “can do” attitude.Generate enthusiasm and a “can do” attitude. Empowers present and future organization members to believe that every individual is the key to success.Empowers present and future organization members to believe that every individual is the key to success.

5. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–5 1.Does the mission statement define the primary purpose of the organization? Explain why or why not. 2.What is the philosophical anchor for all organizational activities? Read the Southwest Airlines mission statement to answer the following questions.

6. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–6 The Essentials of Planning Types of Planning Strategic Planning The process of determining how to pursue the organization’s long-term goals with the resources expected to be available. Intermediate Planning The process of determining the contributions subunits can make with allocated resources. It is referred to in some organizations as tactical planning. Operational planning The process of determining how specific tasks can best be accomplished on time with available resources.

7. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–7 The Planning Process Issues in the Planning ProcessIssues in the Planning Process  Determining who does what in support of the plan  Implementing plans at all levels—strategic, intermediate, operational  Developing contingency plans  Connecting the mission to planning  Getting employees involved  Handling virtual team members

8. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–8 Goals and Objectives What is a Goal?What is a Goal?  It is a commitment to achieve a measurable result within a specified period. The Importance of Written GoalsThe Importance of Written Goals  Serve as targets  Serve as measuring sticks  Encourage personal commitment to collective ends  Provide motivating challenges Writing GoalsWriting Goals  A well-written goal should state what is to be accomplished and when it is to be accomplished.

9. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–9 Types of Goals Regular Work Goals Development Goals Problem- Solving Goals Innovative Goals Work-Related Goals

10. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–10 1.. 2. 3. 4. 5. Brainstorm with your classmates to develop a list of development goals that are appropriate and relevant for this class.

11. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–11 1.Prepare my résumé 2.Improve sales. 3.Get better grades Rewrite the following bad examples of goals to be SMART goals.

12. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–12 Achieving Your Goals Write down your SMART goal or objective.Write down your SMART goal or objective. Visualize the end result.Visualize the end result. Give it meaning.Give it meaning. Prepare a detailed action plan.Prepare a detailed action plan. Prepare a plan to address potential obstacles or threats.Prepare a plan to address potential obstacles or threats. Define measures.Define measures. Assess results.Assess results.

13. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–13 1.What immediate action can you take to minimize the impact of the employee’s mistake? 2.What can you do after the customer leaves to reinforce an environment where you encourage employees to learn from mistakes? 3.What proactive steps can you take with your entire team to reduce the likelihood that this type of mistake will reoccur? Imagine that you are the supervisor at a car wash. One of your employees is vacuuming the inside of a customer’s car when he spills a soda resting in the cup holder.

14. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–14 Prioritizing A Must Do C Nice to Do The A-B-C Priority System B Should Do

15. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–15 The Planning and Control Cycle Steps in the cycle are:Steps in the cycle are:  P lan—formulate strategic, intermediate, and operational plans.  E xecute—implement the plans.  A ssess—measure milestones and compare results with plans.  C orrect—take corrective action if deviations exist; improve future plans.

16. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–16 Assessing and Measuring Performance Outcomes Define performance variables that answer the questions: What? When? How?Define performance variables that answer the questions: What? When? How?  Decide what quantifiable variables to measure  Decide when to measure progress on the variables  Decide how to measure the variables

17. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–17 Increasing Accountability for Results What gets measured gets done.What gets measured gets done. Organizations must achieve results to remain competitive.Organizations must achieve results to remain competitive. Keys to success:Keys to success:  Maximizing individual performance  Creating highly effective and efficient teams  Developing a high level of trust and mutual respect  Involving team members in the planning process  Having individuals suggest how to measure their own performance and to evaluate themselves  Developing specific, measurable goals

18. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–18 TERMS TO UNDERSTAND 80/20 Principle contingency plan goal intermediate planning mission statement operational planning plan prioritizing strategic planning