Planning & goal setting


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Organizational Development

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Planning & goal setting

  1. 1. By: Sujeet Pandit
  2. 2. If you are not a statue, here some ideas on how you too can avoid goal setting & planning:
  3. 3. The 10 steps for No plan, No goal PROGRAME
  4. 4. Meaning: • In organizations, planning is a management process, concerned with defining goals for company's future direction and determining on the missions and resources to achieve those target. • To meet the goals, managers may develop plans such as a business plan or a marketing plan. Planning always has a purpose. The purpose may be achievement of certain goals or targets.
  5. 5. Main characteristics of planning in organizations are: • Planning increases the efficiency of an organization. • It reduces the risks involved in modern business activities. • It facilitates proper coordination within an organization. • It aids in organizing all available resources. • It gives right direction to the organization. • It is important to maintain a good control. • It helps to achieve objectives of the organization. • It motivates the personnel of an organization. • It encourages managers' creativity and innovation. • It also helps in decision making.
  6. 6. The main benefits are as follows:- 1. Ensure the most effective use is made of the organization's resources by focusing on the key priorities. 2. The process helps to ensure that the goals and objectives are laid down and communicated to the organization's primary stake holders and target audiences. 3. It creates a sense of ownership of the plan if different people in the organization are involved in its development and implementation. Reinforcing the value of bringing together everyone’s best and most in building a consensus about where an organization is going. 4. It provides a base from which progress can be measured and establishes a mechanism for informed change when needed.
  7. 7. Strategic Planning Process Getting Ready Stage 1 Articulating The Mission/Vision Stage 2 Assessing the Current Situation Stage 3 Develop Strategies, Goal & Objectives Stage 4 Write & Communicating The Plan Stage 5 Monitoring & Evaluating Stage 6
  8. 8. • Guidelines to keep perspective during planning • Do you need a consultant or facilitator to help you with planning? • Who should be involved in planning? • How many planning meetings will we need? • How Do We Ensure Implementation of Our New Plan? Getting Ready Stage 1 Articulating The Mission/Vision Stage 2 • Why is there a need for strategic visioning? • Is your organization performing poorly in critical areas for business success (operating costs, customer satisfaction, quality of goods or services, etc)? • Do you need to prioritize projects to increase funding? • Have you have been asked to set short and long-term goals for your organization in key performance areas?
  9. 9. • Environmental scan (taking a wide look around) • Looking at organization's strengths, weaknesses, opportunities and threats (SWOT) • Organizational assessments (methods to make measurements in the organization) Assessing the Current Situation Stage 3 Develop Strategies, Goal & Objectives Stage 4 • Strategizing (strategic goals and methods/strategies to achieve the goals) • Developing/updating mission statement (the purpose of the organization) • Developing/updating vision statement (depiction of future state of organization and customers) • Developing/updating values statement (overall priorities in how organization operates)
  10. 10. • Action planning (annual plans, objectives, responsibilities and timelines, etc.) Write & Communicating The Plan Stage 5 • Monitoring information demonstrates what has been achieved and show progress towards your aims. • You will need to collect information at least twice to be able to compare results over time. Monitoring & Evaluating Stage 6
  11. 11. Goal setting involves establishing specific, measurable, achievable, realistic and time-targeted (S.M.A.R.T ) goals. Work on the theory of goal-setting suggests that an effective tool for making progress is to ensure that participants in a group with a common goal are clearly aware of what is expected from them.
  12. 12. S.M.A.R.T Goals pecific easurable ttainable elevant ime-bound
  13. 13. Specific • A goal is specific when it provides a description of what is to be accomplished. A specific goal is a focused goal. It will state exactly what the organization intends to accomplish. While the description needs to be specific and focused, it also needs to be easily understood by those involved in its achievement. • A goal is measurable if it is quantifiable. Measurement is accomplished by first obtaining or establishing base-line data. It will also have a target toward which progress can be measured, as well as benchmarks to measure progress along the way. Measurable
  14. 14. Attainable • This does not mean or imply that goals should be easy. On the contrary, a goal should be challenging. It should be set by or in concert with the person responsible for its achievement. The organization's leadership, and where appropriate its stakeholders, should agree that the goal is important and that appropriate time and resources will be focused on its accomplishment. • Goals should be appropriate to and consistent with the mission and vision of the organization. Each goal adopted by the organization should be one that moves the organization toward the achievement of its vision. Relevant goals will not conflict with other organizational goals. As noted earlier, goals are set by or in concert with the person responsible for achievement. Relevant
  15. 15. Time-Bound • Finally a goal must be bound by time. That is, it must have a starting and ending point. It should also have some intermediate points at which progress can be assessed. Limiting the time in which a goal must be accomplished helps to focus effort toward its achievement.
  16. 16. Steps for Setting Goals 1. Brainstorm goals as a group. (People support what they create, and will accept responsibility more easily.) 2. Choose from the brainstormed list those you want to attend to. 3. Prioritize as a group. 4. Determine objectives and plans of action for each goal. Be specific and include deadlines. 5. Move into action. Follow through. 6. Continually evaluate your progress. 7. Be flexible; allow your objectives to change to meet your new circumstances. Here's a tip that might help: Make your goals VISIBLE!! • Post them. • Give a copy to every member. • Discuss them at meetings—put them on the agenda. • Put them in newsletters and materials you send out.
  17. 17. Goal Setting in the Big Picture Organizational Mission Statement Strategic Plan for Overall Organizational Direction Departmental Mission Statement Objective 2 Objective 3Objective 1 Goal 1 Goal 2 Goal 1 Goal 2 Goal 1 Goal 2 Action Plan 1 Action Plan 2 Action Plan 1 Action Plan 2 Action Plan 1 Action Plan 2