The document discusses strategic planning, tactical planning, and operational planning. It explains that strategic plans are long-term and involve the entire organization, tactical plans support strategic plans by translating them into specific departmental plans, and operational plans focus on daily processes and procedures at the frontline management level. The document also discusses the purpose of planning, different types of plans, and the importance of contingency planning.

2.  Setting objectives
 Determining what should be done to
accomplish them
 Implementing the plan
 Evaluating the results of the plan

3.  Where are we now?
 How did we get here?
 Where would we like to be?
 How do we get there?
 Are we on course to achieve our targets?

4.  Analyze the external environment
 Analyze the internal environment
 Define the business and mission
 Set corporate objectives
 Formulate strategies
 Make tactical plans
 Build in procedures for monitoring and
controlling

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Task 1:
Develop vision,
mission
and Goals
Task 5:
Prepare strategic
plan
Task 4:
Develop
strategies
Task 2:
Diagnose
opportunities
and threats
Task 3:
Diagnose strengths
and weakness
Task 6:
Prepare tactical
plans
Task 7:
Control and
diagnose results
Task 8:
Continue
planning

6.  Strategic plan
 Tactical plan
 Operational plan

7.  Strategic plans are designed with the entire
organization in mind and begin with an
organization's mission.
 To develop long-term strategies for achieving
growth, improving productivity and profitability,
boosting return on investments, improving
customer service and finding ways to give back to
the community in which it operates.
 Strategic plans also tend to require multilevel
involvement so that each level of the organization
plays a significant role in achieving the goals
being strategically planned for.

8.  Tactical plans support strategic plans by
translating them into specific plans relevant to a
distinct area of the organization. Tactical plans
are concerned with the responsibility and
functionality of lower-level departments to
fulfill their parts of the strategic plan.
 EXAMPLE: As a tactical planner, Martha needs to
create a set of calculated actions that take a
shorter amount of time and are narrower in
scope than the strategic plan is but still help to
bring the organization closer to the long-term
goal

9.  Operational plans are the plans that are made by
frontline, or low-level, managers. All operational plans
are focused on the specific procedures and processes
that occur within the lowest levels of the organization.
 Operational planning activities would include things like
scheduling employees each week; assessing, ordering
and stocking inventory; creating a monthly budget; or
outlining an employee's performance goals for the year.
 Operational plans can be either single-use or ongoing
plans. Single-use plans are those plans that are
intended to be used only once. Ongoing plans are those
plans that are built to withstand the test of time.
Ongoing plans are typically a policy, procedure or rule.

10.  Even the best plans can fail, especially in
today's fast-paced, chaotic business
environment, and as such, it is important for
managers at all levels to engage in
contingency planning.
 Contingency plans allow a manager to be
flexible and change-savvy by providing an
alternative course of action, which can be
implemented if and when an original plan
fails to produce the anticipated result.

11.  Clarify direction of the business
 Ensure efficient use of resources
 Provide a way of measuring progress
 Support effective decision-making
 Co-ordinate activities
 Allocate responsibility
 Motivate & guide people

12.  Forecasts are predictions - they concern
events and trends over which the business
has little or no control
 Plans are about what the business intends to
do
 But forecasts (especially sales forecasts) are
essential in planning