Planning is a process that involves setting goals and developing action plans at multiple organizational levels to achieve an organization's mission, with the key aspects being establishing strategic, tactical, and operational goals and plans that are specific, measurable, achievable, relevant and time-bound. Effective planning requires participation at all levels, clear communication of objectives, flexibility, and alignment between higher level goals and lower level plans. Management by objectives is a planning approach where managers work with subordinates to jointly set performance goals consistent with organizational objectives.
Principle of management Sumaira fatima Goals , traditional objective setting...Sumaira Muzaffar Ali
(a) In MBO, there are multiple objectives covering a range of organisational activities(b) In traditional objective setting the objectives, once formulated, provide direction for management decisions(c) In traditional objective setting the objectives, once established, form the criteria against which actual accomplishments can be measured(d) In MBO, organisation members may actually pursue objectives other than the formal organisational objectives(e) Traditional objective setting is ‘top down’ only, while MBO is both a ‘top down’ and ‘bottom up’ process.
This beautiful presentation is all about MBO and linking it with other motivation theories and most material is taken from book of organizational behavior (OB) 15 edition by Stephen P. Robbins.
Unbelievable means something that people don't believe but you believe because you have the ways to get it. To achieve unbelievable results, we must do the following 5 steps. From Andy Ng, Chief Trainer at www.asiatrainers.com
Principle of management Sumaira fatima Goals , traditional objective setting...Sumaira Muzaffar Ali
(a) In MBO, there are multiple objectives covering a range of organisational activities(b) In traditional objective setting the objectives, once formulated, provide direction for management decisions(c) In traditional objective setting the objectives, once established, form the criteria against which actual accomplishments can be measured(d) In MBO, organisation members may actually pursue objectives other than the formal organisational objectives(e) Traditional objective setting is ‘top down’ only, while MBO is both a ‘top down’ and ‘bottom up’ process.
This beautiful presentation is all about MBO and linking it with other motivation theories and most material is taken from book of organizational behavior (OB) 15 edition by Stephen P. Robbins.
Unbelievable means something that people don't believe but you believe because you have the ways to get it. To achieve unbelievable results, we must do the following 5 steps. From Andy Ng, Chief Trainer at www.asiatrainers.com
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This is some basic concept of management by objectives. Hopefully this presentation will help u people in better understanding of this..................thank you.
Management by objectives (MBO) is a systematic and organized approach that aims to increase organizational performance.
In other hand.
Management by Exception (MBE) is a "policy by which management devotes its time to investigating only those situations in which actual results differ significantly from planned results.’’
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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2. PLANNING
How To Best Meet Your Mission
We must plan for the future,
because people who stay in the
present will remain in the past.
Abraham Lincoln
3. What is Planning?
• Planning is a search problem that requires to
find an efficient sequence of actions that
transform a system from a given starting state to
the goal state
• Planning is the starting point of the management
process
• Predetermines what the business proposes to
accomplish and how it intends realizing its
goals
4. Proper planning accomplishes the following
1. Managing Uncertainty
2. Better Focus
3. Improves Coordination
4. Basis for Control
5. Improves Effectiveness
5. Planning is Pervasive
•Corporation Level
•Strategic Business Unit (SBU) Level
•Functional or Department Level
•Team or work group level
•Individual level
8. Organizational Mission
The Mission states the organization’s
values, aspirations, and reason for
existence.
The Mission Statement is the basis for
all following goals and plans.
Without a clear mission, goals and plans
may be developed haphazardly causing
the organization to fail.
9. Goals and Plans
Goals: specify future ends. Desired
future state.
Plans: specify the means to future ends.
“The blueprint for goal achievement…
specifies the necessary resource
allocations, schedules, tasks…”
10. Strategic Goals and Plans
Strategic Goals pertain to the entire
organization (not specific divisions and
departments).
Strategic Plans define the action steps
the company will use to attain strategic
goals.
12. Tactical Goals and Plans
Tactical Goals apply to middle
management and describe what major
subunits must do to to enable the
organization to meet its strategic goals.
Tactical Plans:
Help execute major Strategic Plans.
Cover a shorter period of time.
14. Operational Goals and Plans
Operational Goals: the specific results
expected of small units, workgroups,
and individuals.
Operational Plans: developed at the
lower levels of an organization to
specify actions required to achieve
operational goals and to support tactical
plans.
15.
16. Goal Characteristics
Be specific and measurable
Quantitive Terms
Cover key result areas
Contribute most to company performance
Be challenging but realistic
Be for a defined time period.
Be linked to rewards.
17. Types of Plans
Single-use plans are developed to achieve
objectives that are not likely to be repeated in
the future. Single-use plans include
programs, budgets and projects.
Standing plans are used to provide guidance
for tasks performed repeatedly within the
organization. The primary standing plans are
organizational policies, rules, and procedures
20. Other Types Of Plans
Long term & Short term
Formal & Informal Plans
Proactive & Reactive Plans
Strategic & Operational Plans
21. The Planning Process
Planning may be seen as the identification
and formulation of the objectives of a
business (Goal Setting)
Determining Planning Premises
Analyzing the data (Identifying
Alternatives)
Evaluation & Selection
Implementation & Review
22. The Planning Process
GOAL SETTING
Identification and formulation of
objectives
Reactive DEVELOPING PLANS
Planning Choices between alternative plans
Revision
of goals
and
plans
IMPLEMENTATION
Execution of the plan
23. Successful Planning Process
Everyone participates
Board and staff educated about planning
Board and staff explore new ideas
Board takes advantages of opportunities
Necessary resources available
24. Making Planning Effective
Linked to Long term objectives
Consistency
Everyone participates
Feasible
Flexible
Simple
Top Management Support
26. What Is an Objective?
“objective are goals, aims or purposes
that organisation wish over varying
periods of time”
27. Management By Objectives (MBO)
A method whereby managers
and employees define
objectives for every
department, project, and
person and use them to monitor
subsequent performance.
28. THE NATURE & PURPOSE OF MBO
• MBO is concerned with goal setting and
planning for individual managers and their units.
• The essence of MBO is a process of joint goal
setting between a supervisor and a subordinate.
• Managers work with their subordinates to
establish performance goals that are consistent
with higher organizational objectives.
• MBO helps clarify the hierarchy of objectives as
a series of well-defined means-ends chains.
29. Essential Steps for MBO
Set Goals
The most difficult step.
Develop Action Plan
For both workgroups and individuals.
Review Progress/ Take corrective action
Periodic during the year.
Appraise Overall Performance.
Review Annual Goals.
30. Essential Steps for MBO
qSet Goals qDevelop Action Plan
–The most difficult step. –Course of action
–Concrete –For both workgroups and
individuals
–Specific target and timeframe
–Assign responsibility
qReview Progress
–Periodicity?
–Course corrections
qAppraise Overall Performance.
–How are we doing?
–Do we need to restate our goals?
31. MAKING MBO PROCESS EFFECTIVE
• If MBO is to be successful, it must start at
the top of the organization
• Employees must be educated about what
MBO is and what their role in it will be.
• Managers must implement MBO in a way that
is consistent with overall organizational goals.
32. •Managers tell their subordinates what
organizational and unit goals and plans top
management has established.
• Managers meet with their subordinates on a
one-to-one basis to arrive at a set of goals for
each subordinate that both develop and to
which both are committed.
• Goals are refined to be as verifiable as possible
and achievable within a specified period of time.
33. • Goals must be written and very clearly stated.
•Managers must play the role of counselors in
the goal-setting and planning meeting.
• The meeting should specify the resources that
he subordinate will need
•Conducting periodic reviews
•The employee is rewarded on goal attainment.
34. THE EFFECTIVENESS OF
MBO - STRENGTHS
• Organizations create a powerful motivational
system for their employees by adopting MBO.
• Through the process of discussion and
collaboration, communication is greatly
enhanced.
• With MBO performance appraisal may be
done more objectively.
35. THE EFFECTIVENESS OF MBO
- STRENGTHS
• MBO helps identify superior managerial talent
for future promotion.
• MBO provides a systematic management
philosophy
• MBO facilitates control through the periodic
development and subsequent evaluation of
individual goals and plans.
36. THE EFFECTIVENESS OF MBO -
WEAKNESSES
• The major reason for MBO failure is lack of top
management support
• goals and plans cascading throughout the
organization may not be those of top management.
• Some firms may overemphasize quantitative
goals
• Some managers will not or cannot sit down
and work out goals with their subordinates
Editor's Notes
This figure illustrates the levels of goals and plans in an organization: The planning process starts with a formal mission statement, that defines the basic purpose of the organization, especially for external audiences. The mission is the basis for the strategic (company) level of goals and plans, which in turn shapes the tactical (divisional) level and the operational (departmental) level. Planning at each levels supports the other levels. Proper planning sends FIVE important messages to internal and external audiences – Legitimacy- What Organization stands for and reason for existence. Source of Motivation and commitment- Reduces uncertainity and clarifies action Guides to action- Focus on targets and direct employee efforts Rationale for decisions- actions & decisions consistent with plans Standard of performance- Goals define outcome and serve as performance criteria
Whereas a goal provides the “why” of an organizations existence, a plan tells the “how”. In other words the plan is the route or map to use to get from where you are now (point A) to where you want to be at the goal point in the future (point B) Goals and plans provide a sense of direction. They help employees focus attention on specific targets. Mission statements are the basis for the development of all goals and plans. They focus on (1) Market and customers; (2) Desired types of activities; (3) Corporate values; (4) Product quality; (5) Location of facilities; (6) Attitude toward employees; EXAMPLE- McDonalds- no raises in first year? Texas Instruments- HARM (High Altitude Radiation Missile) Electronic Games.
What kind of TIMEFRAME? In industry 3-5 years What about the U.S. Military- Somewhat related to the budget process. POM is five years out
Rule of thumb timeframe is shorter, 2-3 years
Here we have Gen Meyers, Chairman of the Joint Chiefs
Operational goals are the third level- specific results expected from departments, work groups and individuals. Operational plans are developed at the lowest level to support Tactical plans. KISS Military Policy Bad Examples Viet Nam- Johnson “They can’t bomb an outhouse without my say-so.” Lebanon strikes in the 80’s- Strike plan produced in Pentagon, delivered to the Battle Group onboard USS Independence/ Saratoga. Strike Lead CAG Andrews was not allowed to revise or adjust plan to suit local operational requirements/ changes. Time line based on prime time speechs not on day/night visibility periods for primarily day VFR bombing aircraft (A-7) vice A-6. Strike lead had to make two passes, was shot down on the second pass.
Criteria for effective goals at all levels- Specific and Measurable (when possible measure goals in quantative terms, vague goals do not motivate workers) Cover key result areas- contribute the most to company performance- achieving key result areas please both internal and external customers. Our text stated (pg 108) that most companies measure no more than 20 key result areas in four distinct categories: 1) Financial; 2) Customer Relations; 3) Process-related indicators; 4) Future-value indicators
This is a catapult shot of an interceptor- It’s an example of a single use plan. Resulting from the planning that occurred in the earlier slide.
In the Navy we see many examples of highly refined and formalized Standing Plans. Here the Air Department, V-1 Division spots aircraft on the flight deck for the next launch and recovery. The procedures they use for aircraft movement are all from standing plans.
Definition, next slide
These four major activities must occur for MBO to be successful. MBO seems to me like it would work well for a goal oriented organization.