This document provides an overview of goals, plans, and the planning process. It defines goals as desired future states and plans as the means to attain goals. Goals and plans provide legitimacy, motivation, resource allocation guidance, rationale for decisions, and performance standards. There are strategic, tactical, and operational goals and plans at different organizational levels with time horizons. Effective goal setting involves specific, measurable, challenging yet attainable, time-bound, and relevant goals. Management by objectives (MBO) is a planning approach where managers and employees jointly define goals. Contingency planning prepares for unexpected events. Decentralized planning in high-performing organizations involves employees in the planning process.

1. LET US
PRAY

4. Overview of Goals and
PlansGoal
 A desired future state
that the organization
attempts to realizes.
 A future target or end
result that an
organization wishes to
achieve.
 A longer time horizon
and use objective to
refer.
 A future end result .
Plan
 Blueprint specifying
the resource
allocations,
schedules and
other actions
necessary for
attaining goals.
 Means or devised
for attempting to
reach a goals.

5. Planning- The
management function
that involves setting goals
and deciding how best to
achieve them.

6. PURPOSES OF GOALS AND
PLANS
1.Legitimacy
2.Source of motivation and commitment
3. Resource allocation
4.Guide to action
5.Rational for decisions
6.Standard of performance
Provided from Internal and external messages
Goals and Plans send

7. Legitimacy
An organization’s mission describes what
the organization stands for and reason
for existence.
Source of motivation and
commitment
Goal and plans facilitate employees
identification with the organization and help
motivate them by reducing uncertainly and
clarifying they should accomplish

8. Resource Allocation
Goals help manager to decide where they
need to allocate resources, such as
employees, money and equipment.
Guide to Action
Goal and plans provides sense of direction.

9. Rationale for decisions
Through goal setting and planning ,
managers learn what the organization is
trying to accomplish.
Standard of performance
Goals define desired outcomes for the
organization, they also serve a performance
criteria.

11. 1. Operational plan-Department
managers, tools for weekly or daily
operation
Operational goals- results expected from
the department
2. Tactical plans- designed to help
execute major strategic plan
Tactical goals-apply to middle
management and describe what
to do
3. Strategic goals- broad statement
where the organization’s what to be
in the future
Strategic plans-define action steps by
which the company intend to
attained.
4. Mission- organization’s
reason for existing

12. Organization’s reason for existing
For Managers- a benchmark against which to evaluate
success
For Employees- a mission statement defines a common
purpose, nurtures organizational , loyalty, and fosters a sense of
community among workers
For External Parties- help provides unique insight into
the organization's value and future directions.

13. MISSIONSTATEMENT
A BROAD DECLARATION OF
THE BASIC, UNIQUE PURPOSE
AND SCOPE OF OPERATIONS
THAT DISTINGUISH THE
ORGANIZATION FROM OTHER
OF ITS TYPE

14. To protect and promote the rights of every
Filipino to quality, equitable cultured based
and complete basic education where:
Students learn in child friendly, gender
sensitive, safe and motivating environment;
Teachers facilitate learning and constantly
nurture every learner;
Administrators and staff as stewards of the
institution, ensure an enabling and
supportive environment for effective
learning to happen:
Family, community and other stakeholders
are actively engage and share responsibility
for developing lifelong learners.

15. GOALSANDPLANSSTRATEGIC GOALS AND PLANS
Strategic Goals
Where the organization wants to be in future
Pertain to the organization as a whole
Strategic Plans
Action steps used to attain strategic goals
Blue print that defines the organizational
activities and resources allocation
Tends to be long term

16. GOALSANDPLANS
TACTICAL GOAL-
Apply to middle management
Goals that define the outcomes that major divisions
and departments must achieve
TACTICAL PLANS-
Plans designed to help
execute major strategic plans
Shorter than time frame
than strategic plan

17. GOALSANDPLANSOPERATIONAL GOALS AND PLANS
OPERATIONAL GOALS-
Specific and measurable result
Expected from departments, work groups, and
individuals
OPERATIONAL PLANS-
Organization’s lower levels that specify
action steps toward achieving
operational goals
Tools for daily and weekly operations
Schedules are an important
component

18. 18
Goal AttainmentGOALSANDPLANS
Means-End Chain
• Attainment of goals at lower levels permits
the attainment of high-level goals
• Traditional organizational responsibility
– Strategic = top management
– Tactical = middle management
– Operational = 1st line management & workers

19. 19
Hierarchy of Goals
Operational
Goals
Tactical
Goals
Strategic
Goals
Mission
Traditional Responsibility
Top
Management
Middle
Management
1st-line
Management
& Workers
•Shrinking middle
management
•Employee
empowerment
Employees
Today

20. CRITERIA OF EFFECTIVE GOAL SETTING
SPECIFIC AND
MEASUREABLE
COVER KEY RESULT
CHALLENGING
ATTAINABLE
TIME LIMITED
RELEVANT

21. SPECIFIC AND MEASUREABLE
Goals should be expressed in quantitative terms,
such as increasing profits percentage.
COVER KEY RESULT AREAS
Goals cannot be set for every aspect of employee
behavior or organizational performance
CHALLENGING BUT REALISTIC
Goal should be challenging
but unreasonably difficult

22. DEFINED TIME PERIOD
Goal should be specify in time period over which
they will be achieved.
A time period is deadline stating the date on
which goal attainment measured.
LINKED REWARDS
The ultimate impact of goals depends on the
extent to which salary increase, promotion, and
awards

23. Planning Types
23
•Management by
Objectives (MBO)
a method of management
whereby managers and
employees define goals for every
department, project and person
and use them to monitor
subsequent information

24. Set goals
Develop Action Plans
Review Progress
Appraise Over All Performance

25. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
25
MBO Benefits and Problems
Benefits of MBO
 Manager and employee
efforts are focused on
activities that will lead to
goal attainment
 Performance can be
improved at all company
levels
 Employees are motivated
 Departmental and
individual goals are
aligned with company
goals
 Constant change prevents
MBO from taking hold
 An environment of poor
employer-employee relations
reduces MBO effectiveness
 Strategic goals may be
displaced by operational goals
 Mechanistic organizations and
values that discourage
participation can harm the
MBO process
 Too much paperwork saps
MBO energy
Problems with MBO

26. Planning Types
Aim Achieving a special goal that once
reached, will most likely not recur in the
future
2 types of single use plans
1.Program
2. Project

27. • Programs-plan for
attaining a one time
organizational goal
• Projects- attaining one
time goal,part of a larger
programs.
Types of single use plan

28. Planning Types
Provides on going
guidance for
performing and
recurring activities

29. 1.Policy- General guide to
action ex. CHILD PROTECTION
POLICY
2. Rules- Describes how a
specific action is to be perform-
Ex. SCHOOL RULES AND
REGULATION
3. Procedure- Precise series of
steps to attain certain goal- Ex.
PROCEDURES FOR HANDLING
EMPLOYEE GRIEVANCES
Three Main Types Of Standing Plans

30. Planning Types
CONTINGENCY
PLANS
Plans that define the company
responses in specific situations
such as emergencies, seatbacks or
unexpected conditions

31. 31
• Identify Uncontrollable Factors
–Economic turndowns
–Declining markets
–Increases in costs of supplies
–Technological developments
–Safety accidents
• Minimize Impact of Uncontrollable Factors
–Forecast a range of alternative responses
to most-likely high-impact contingencies

34. 34
Planning for High Performance
• Central Planning = Traditional
Department Group of planning
specialists who develop plans for the
organization as a whole and its major
divisions and departments and
typically report directly to the
president or CEO
• Decentralized Planning = High-
Performance Managers work with
planning experts to develop their
own goals and plans

35. 35
Planning for High
Performance
• Planning comes alive when
employees are involved in setting
goals and determining the means to
reach them