This document discusses various aspects of organizational planning including:
1. Organizational objectives are targets that flow from an organization's mission and purpose. Planning determines how an organization will achieve its objectives through specific actions.
2. The planning process involves setting short, intermediate, and long-term objectives and developing plans at the strategic, tactical, and operational levels. Management by objectives uses organizational goals as the primary management approach.
3. For planning to be successful, it must be integrated throughout the organization, involve managers at all levels, and have top management support. Implementation is key to ensuring plans achieve their intended objectives.
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
Successful strategy execution has two basic rules:
understand the management cycle that links strategy
and operations, and know what tools to apply at each stage of the cycle.
Planning is Important part of every activity carried out these days without planning there are more chances of failures of ideas. going step by step will help achieving the goals in a better way
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
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3. How an Open Management System Operates
to Reach Organizational Objectives
Government
Suppliers
Customers
Competitors
Input
Process
Output
ENVIRONMENT
Organizational Objectives
5
5. In general, an organization should set
three types of objectives:
1. Short-term objectives: targets to be achieved in
one year or less.
2. Intermediate-term objectives: targets to be achieved
in one to five years.
3. Long-term objectives: targets to be achieved in five
to seven years.
8
6. Management by Objectives
Management by objectives (MBO) is a manage-
ment approach that uses organizational
objectives as the primary means of managing
organizations.
9
8. Planning and Plans
Planning is the process of determining how
the management system will achieve its
objectives. In other words, it determines how
the organization can get where it wants to go.
4
A plan is a specific action proposed to help
the organization achieve its objectives.
A planner is a one that oversees the planning
process, evaluate developed plans, and solve
planning problems.
9. Planning
• Strategic Planning is long-range
planning that focuses on the
organization as a whole
• Tactical or Operational Planning
is short-range planning that
emphasizes the current
operations of various parts of
the organization e.g. marketing,
production, finance, personnel
Planning is a particular kind of decision-making
that addresses the specific future that managers
desire for their organizations.
Mission Statements
Strategic Plans
Operational/Tactical Plans
10. Planning as the Foundation for Organizing,
Influencing, and Controlling
Planning
Organizing
Influencing
Controlling
Achieving Objectives
5
11. Stating organizational
objectives
Listing alternative ways
of reaching objectives
Developing premises upon
which each alternative is based
Developing plans to
pursue chosen alternative
Choosing best alternative
for reaching objectives
Putting plans into action
STEP 1
STEP 3
STEP 4
STEP 6
STEP 5
STEP 2
Elements of
the Planning
Process
7
13. Strategic Management Process
Environmental Analysis
Goal Setting
(Establishment of Organizational Direction)
Strategic Plan Formulation
Administration
Strategic Control
Strategic Planning
Strategy
Implementation
ORGANIZATIONAL GOALS
PLANNING
CONTROLLING
LEADING, MOTIVATING
ORGANIZING
14. Symptoms of Planning Problem
• Not meeting production objectives
• Weakness in dealing with competition
• Declining sales volume
• Too low or too high inventory levels
• High operating expenses
• Too much capital investment in equipment
15. Relationships Among Symptoms, Problems,
and Opportunities That Face the Planner
Symptoms Problems Opportunities
Create Suggest
Traditional Problem Solving
10
16. Why Plans Fail
1. Corporate planning is not integrated into the
total management system.
2. There is a lack of understanding of the different
steps of the planning process.
3. Management at different levels in the organization
has not properly engaged in or contributed to
planning activities.
4. Responsibility for planning is wrongly vested
solely in the planning department.
A study by K. A. Ringbakk determined that plans fail when:
7
18. Ensuring Success of an Organizational
Planning Effort
• Top Management support
• Effective and Efficient Planning Organization:
the planning organization should have three-
built-in characteristics:
– Should be designed to use established management
systems within the company
– Complex enough to ensure coordination; all facets of
the planning should be clear to all members
– Should be flexible and adaptable
19. Ensuring Success of an Organizational
Planning Effort (cont’d)
• Implementation-focused planning
– Should attain organizational objectives
– Ease of implementation
• Inclusion of right people
– Should involve managers of other functional areas in
planning and implementation
– Input from organization members who will be directly
affected by the plans
21. Standing Plan Program
Policies
ProceduresRules
•Use in programmed decision situations
•Policies are general guides to action.
•Rules are formal written specific guides to action.
•Standard operating procedures (SOP) specify an
exact series of actions to follow.
•A successful standing
plan program with
mutually supportive
policies, procedures,
and rules
6
22. Human Resource Planning
Human resource planning is input planning
that involves obtaining the human resources
necessary for the organization to achieve its
objectives.
8
23. The Human Resource Planning
Process
Organizational Objectives
and Plans
Human Resource
Requirements
Human Resource
Inventory
Net Human Resource
Requirements
Human Resource
Programs
Expansion AdjustmentContraction
9
24. Forecasting
Forecasting is a planning tool used to
predict future environmental happenings
that will influence the operation of the
organization.
10
25. Scheduling
Scheduling is the process of formulating
a detailed listing of activities that must be
accomplished to attain an objective,
allocating the resources necessary to
attain the objective, and setting up and
following timetables for completing the
objective.
11