This document discusses various aspects of planning for organizations. It begins by defining planning as purposeful consideration of an organization's future objectives and the means to efficiently achieve those objectives. The document then outlines the planning process, which includes steps like defining the mission, conducting a SWOT analysis, setting goals and objectives, developing related strategies like tactical and operational plans, and monitoring the plan. It also discusses different types of planning like operational, action, and event planning. Overall, the document provides an overview of the key components and steps involved in strategic and operational planning for organizations.

1. PLANNING
ORGANIZING
STAFFINGLEADING
CONTROLLING

2. INTRODUCTION
PLANNING PROCESS
OPERATIONAL PLANNING
ACTION PLANNING
EVENT PLANNING
APRIL MAE B. DELOLA

3. PLANNING
MANAGEMENT FUNCTION

4. 1. The purposeful consideration of
the future objectives of an
organization or part thereof
2. The means and activities
involved
3. The drafting and implementing
of a plan to make the efficient
achievement of the objectives
possible
WHAT IS PLANNING? It encompasses…

5. WHY PLAN?
1. Leaders are proactive
2. For the organization to reach its ultimate
goal
3. Sets direction to other functions
4. Teamwork
5. Improves decision making
6. All management levels engage in planning
7. Adaptation to change
IDENTIFYING
OPPORTUNITIES
AVOIDING PROBLEMS

6. Furthermore…
1. Reduce uncertainty
2. Focuses attention to the objectives
3. Improves performance
4. Makes financial control possible
5. Guides manager’s efforts
6. Prerequisite for control
7. Ensures coordinated actions

7. WHAT is to
be done
WHEN
to do it
HOW
to do it
WHO
is to do it
HOW TO PLAN SUCCESSFULLY?
Consider the basic steps:

8. WHAT
•Proper objectives are defined
•Service to be delivered + assessment measures (QTY & QLTY)
WHEN
•Timetable for performance measure
•Timing and order of events
HOW
•Operational planning
•Specifics
WHO
•Allocation of responsibilities
•Identify individuals – specific tasks, day-to-day operations

9. 3
2
1
PLANNING PROCESS
•Long term
objectives
STRATEGIC
PLANNING
•Day to day
operations
OPERATIONAL
PLANNING
LINKED
Stages in Planning

10. 3
2
1
PLANNING PROCESS
LOGICAL AND ORDERLY SERIES OF STEPS
 Rational and amenable to the
scientific approach to
problem solving

11. STEPS
IN
PLANNING
PROCESS
1. Define Mission
2. Analyze Strengths
3. Analyze Weaknesses
4. Identify Opportunities
5. Identify Threats
6. Set Goals
7. Set Objectives
8. Develop Tactics
9. Develop Operations
10.Monitor Plan

12. STEPS IN PLANNING PROCESS
1. Define the Mission
• Mission –purpose of the organization
• Raison d'être = reason for its being
• Clearly define your mission
• Mission Statement
• broad, yet clear and concise
• no more than a single sentence
• summarizing what the organization does
• easily understood
• easy to recite from memory

13. STEPS IN PLANNING PROCESS
1. Define the Mission
 Directs the entire organization
 Leads to supporting tactical and operational plans
 Leads to supporting objectives
 Guides employees to work independently and collectively

14. Mission
Texas Woman’s University School of Library and Information Studies educates
professionals to become leaders in practice and research in the field of library and
information services; inspires intellectual curiosity, scholarship, and research to expand
knowledge in library and information studies; and develops leaders who promote
exceptional services in libraries within diverse communities.
Mission
The Library’s mission in the next decade is to lead the collaborative development of an
academic information infrastructure that enhances and meets the changing needs of
preservation, discovery, transmission, and the application of knowledge, creativity, and
critical thought.
Cornell University Library
Mission
The mission of the Library Science (LS) program is to contribute to the essential
knowledge, skills, and values of librarianship, and to instill these in our students.
University of Missouri

15. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Strengths, Weaknesses, Opportunities & Threats
• It begins with scanning the external environment
• Sources of information:
• customers, suppliers, governments, professional and trade
associations (exhibitions, conventions), journals and reports
• The assumptions and facts on which plan will be based
• SW –internal assessment
• OT –external assessment of the environment

16. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Assess the STRENGTHS
• How efficient?
• How skilled are the staff?
• Are the resources above the standards of quality?
• Superior reputation?

17. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Assess the WEAKNESSES
• Vulnerable areas that can be exploited
• Facilities outdated?
• Collections adequate?
• Technologies obsolete?
• What does the competition do well?

18. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Identify OPPORTUNITIES
• Which area is the competition not meeting customer
needs?
• Possible new services?
• Are the rivals weak?
• What are the emerging technologies?
• Possibility of growth of existing market for IT?

19. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Identify THREATS
• Which area does the competition meet customer needs
more effectively?
• New competitors?
• Shortage of resources?
• What are the new regulations?
• What substitute products/services exist?

20. STEPS IN PLANNING PROCESS
2-5. Conduct SWOT Analysis
• Best strategy is one that fits the organization’s
strengths to opportunities in the environment
• Baseline for future improvements & gap analysis
• External benchmarks (best practices) comparison

23. STEPS IN PLANNING PROCESS
6-7. Set Goals and Objectives
• To bridge the gap between current capability and
the mission
• Objectives – performance goals
• Objectives elaborate the mission statement
• Can be measured/assessed in the future
• Whether the objective has been achieved

24. Goals
The School of Library and Information Studies prepares students for
professional roles in library and information services.
• Develop professional competencies that reflect an appropriate
balance between theory and practice.
• Prepare students to use technological advances to meet the changing
information needs of a diverse society.
• Contribute to the improvement of library and information services
through teaching, research, publication, and professional service.
• Advance the information professions through the development of
new knowledge in library and information studies.

25. Objectives
The programs of study leading to the degrees of Master of Library Science and Master of
Arts in Library Science are accredited by the American Library Association. The master’s
degree programs are designed to prepare information professionals who will:
• Articulate an understanding of the dynamic role of librarianship as a profession and
the changing roles of libraries as agencies;
• Demonstrate ability to apply the principles of acquiring, organizing, delivering, and
preserving information and knowledge;
• Use knowledge and skills to perform effectively in professional positions;
• Employ technologies to meet information needs in a variety of contexts;
• Analyze social issues that have an impact on professional practice;
• Plan for continuous, career-long professional development;
• Recognize the value of participation in professional organizations and activities.
https://www.twu.edu/slis/mission-goals-objectives.asp

26. Mission: The mission of the master's of library and information science program is to
prepare qualified individuals for professional roles in libraries and other information
environments with appropriate knowledge and skills to serve the information needs of
their communities.
GOAL 1: To foster and promote among master's degree candidates a knowledge of and
commitment to ethical practice on the part of library and information professionals.
OBJECTIVES
As a result of this goal, candidates will:
A. Discuss and defend the articles of the Library Bill of Rights.
B. Develop policies on how to deal effectively and fairly with persons who seek to
censor materials in libraries and information centers.
C. Develop policies for providing libraries and information centers with a variety of
viewpoints through a balanced selection of materials and services and fostering the
patron's right to read.
D. Analyze the needs of the community being served.
The University of Southern Mississippi

27. Goal and Objectives
Provide cutting-edge facilities and services to support
research, teaching, learning, and scholarly communication across
disciplines.
•Renovate physical facilities, beginning with Olin Library, to support the evolving
needs of
current and future learners and researchers.
•Provide the technology infrastructure, user services, and spaces for
study, collaboration, teaching,
and experimentation in all library buildings.
•Conduct ongoing assessment to ensure services and facilities anticipate and match
evolving
academic expectations and needs.

29. STEPS IN PLANNING PROCESS
8-9. Develop Related Strategies
• Tactical plans – based on strategic plans
• Operational plans – based on tactical plans
• Specific plans needed for each task
• Monitor progress/follow up
• To assure plans are carried out properly and on
time
• May need adjustments
• Adapting to changes

30. • Top Level Management
• General, long term goals that require more than one
year to achieve
• Long term growth, improved customer services
• Middle Managers
• Interpret the goals and develop tactical plans for
their departments
A. TACTICAL PLANS

31. • Middle Managers need detail reports to make tactical
plans
• Tactical Plans
• Shorter time frames
• Narrower scopes
• Specific ideas for implementing strategic plan
• Making detailed decisions about
• What to do
• Who will do it
• How to do it
A. TACTICAL PLANS cont

32. • Implemented by supervisors
• Set standards, form schedules, secure
resources, report progress
• Short term, deal with day to day work
• Support tactical plans
• Samples: Work schedules, identifying needs of staff
• Includes policies, procedures, methods and rules
B. OPERATIONAL PLANS

33. B. OPERATIONAL PLANS cont
POLICY
General statement designed to
guide employee’s actions in
recurring situations; guidelines
Provides initiative and
discretion on supervisors
Library policies
PROCEDURE
Sequence of steps; operations
describing how to carry out an
activity; customary way of
handling a recurring activity;
more specific than policy
Less discretion permitted
to the supervisors
Sequence of
steps in routing
of parts
METHOD
Sets up the manner and
sequence of accomplishing a
recurring, individual task
Almost no discretion is
allowed
Steps in
cataloging and
classifying
RULE
Established guide for conduct
embracing definite things to do
and not to do
Holds no exception “No Smoking”

35. STEPS IN PLANNING PROCESS
10. Monitor the Plan
• To continuously improve the strategic planning
process
• Monitoring Procedure:
1. Establish short-term standards that will validate
the long-range estimates
• Short term guidelines will indicate if the plan is
unfolding as hoped

36. STEPS IN PLANNING PROCESS
10. Monitor the Plan
Monitoring Procedure (cont):
2. Set up criteria as to decide when to change the
strategy
• Feedback –will determine if goals and objectives are
feasible

37. OPERATIONAL PLANNING
• Bottom level of the planning hierarchy
• Short term programs
• Make activities implementing long term objectives
• First line and middle management
• To measure progress of broader aims
• S.M.A.R.T. –
specific, measurable, attainable, relevant/realistic, tim
e constrained

38. OPERATIONAL PLANNING cont
• Basic steps:
1. Research – to understand; to clarify; to generate
ideas and courses of action
2. Selection – selecting appropriate course of action
3. Design – emphasize quality, reliability and cost
effectiveness (introduction of new service)
4. Implementation – training be planned for the staff
and users (new tech)

39. TECHNIQUES TO ASSIST PLAN DEVELOPMENTS
• Gantt Chart – planning the progress; y-axis:
activities, x-axis: time line
• PERT Network (Program Evaluation and Review
Technique) – “critical path analysis”; more complex;
computer software package
• Modeling or Simulation – pretest plans; testing
options; manual or using computer software

42. ACTION PLANNING
• Operationally defines the objective by expressing it in
terms of specific actions/operations
• States what steps or tasks will be accomplished to
achieve the objective
• Schedule with definite deadlines, resources necessary
and methods to measure objectives

44. EVENT/BUSINESS PLANNING
• For special events (Book week, Book fair…)
1. Establish clear and prioritized goals
2. Sell event to staff and supervisors
3. Prepare schedule of activities
4. Decide upon the guests, location, activities, catering, etc
5. Draw up a budget as early as possible
6. Allocate staff and other resources
7. Market the event –promote
8. Conduct the event
9. Follow up and evaluate

45. -END-